Data is probably the single most important asset available to the modern marketeer. Online or offline, data helps you understand your audience, target appropriately, and evaluate what you have achieved. Marc Michaels, Director of Direct Marketing and Evaluation, COI For every organisation, there is an imperative to measure: be this HR statistics, i.e. attendance, satisfaction, […]
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Listen to the people who are talking sense
If you haven’t come across Michael Heipel yet, please let me introduce you…
Michael tweets, blogs and posts about all sorts of stuff, including marketing, events, social media and technology and I like what he has to say. (Sometimes he even likes what I have to say which is great!)
Today I found his blog post about social media and events. It’s a topic very close to me since I spend most of my time trying to pursuade clients to focus in on their content and then work out what media they are going to use to tell their audience about it, rather than creating a social media presence and working out what they are going to put on it.
I would reproduce what Michael has said here, but I think you should go and read it for yourself. It makes a lot of sense.
hellen @missioncontrol
Social media doesn’t work for your event? Here’s 5 reasons to think twice…
Posted on 15. October 2012 by Michael Heipel Concept & Consulting
While at the big industry events like EIBTM or IMEX, social networks and the impact they have on event marketing are widely discussed, I sense that a lot of event organizers and associations are still not sure about how to deal with the topic or how much resources to invest.
So you think you own me?
The previous post You’ve got to deliver what the audience really wants has provoked discussion in a number of forums and the responses have made for interesting reading, not least because of the seeming inability to move on from old arguments.
So let’s look at the topic from a different angle, by considering two industries closely related to producing live events; so closely related in fact that you would consider them siblings; i.e. publishing and broadcasting.
In both of these industries, the key players are referred to as Media Owners. Because they own the medium through which the content is broadcast. And for years this is exactly what they have done; decided when, where and what information and entertainment their audiences or readerships were going to consume. They have made and broken many a star, politician or company profit, simply through the editorial decisions they have taken which have influenced the masses.
Conference and exhibition organisers, be they commercial operations, industry bodies or associations, continue to believe that they must operate in a similar way. Developing programmes of content that they perceive the audience wants, choosing speakers and selecting participating exhibitors (via an economic filter it is true) and presenting a finished product to the visitors at a time, date and venue over which the latter has no control.
Then along came the Internet and social media and the shift in power from owner to audience was seismic.
Because the concept of expertise ownership by a few large corporations doesn’t fit any more. You can’t tell me what I should be watching, what information I need, or who I should be networking with. You can’t stop me finding organisations who can’t afford to exhibit at your event or who haven’t got a charismatic speaker, because if their Search and SM strategies are good I can do this on my own. And, you can’t stop me telling people, a lot of people, about the experience your organisation offers me, within minutes if I so choose.
So let’s bin the argument about virtual not replacing face-to-face; because we all know it won’t. Let’s stop finding fault with virtual technologies, because frankly some of them are pretty amazing. And let’s stop pretending that we still own audiences and industries because of the events we produce because we don’t. Let’s embrace the new to enhance the old rather than dismissing it as a fad that has nothing to do with us.
What we need to be doing, with or without the help of virtual technologies, is to work out how we build and maintain relationships with our communities; how we facilitate communication and collaboration between individuals both through a single live day and an online presence; and how we use the unfettered enthusiasm of our audiences to create a profitable business model for the future.
hellen @missioncontrol
Driving through the efficiency agenda
We’re going on an efficiency drive…
Just the phrase is guaranteed to send shivers down the spine of any employee or organisation. And with justification as this has become the thinly-veiled way of saying “we need to make budgetary savings and the easiest way to do this is by cutting our largest expense” – i.e. the labour-force.
While fiscal pressures may mean that production needs to be cut back to match a shrinking order book, and consequently less manpower is required, but shouldn’t this be a last resort rather than a first? If an organisation sheds valuable intellectual capital and/or the means to re-engineer its operation too quickly, can it ever recover its place in the market or reputation for delivery of excellence.
The dictionary definition of efficiency is that it is the state or quality of being efficient, and interestingly the definition of this word suggests that efficiency is achieved more by interrogating systems and working patterns than simply slicing numbers off the bottom line.
ef·fi·cient/iˈfiSHənt/Adjective
(esp. of a system or machine) Achieving maximum productivity with minimum wasted effort or expense.
(of a person) Working in a well-organized and competent way.
Organisations that top the efficiency leagues come in all shapes and sizes, but a common denominator between them is that they also tend to top the best places to work lists as well. Their employees feel involved and able to contribute to discussion and decision-making processes: the organisation benefits by being able to tap into a wealth of knowledge and experience that can deliver custom-fit best practice… and efficiency.
By moving from a top-down decision-making to a collaborative process, board-rooms can exploit the experience of all areas of their operation, allowing innovation to spring up from every quarter and be properly dissected and discussed. The difficulty for large organisations (small ones really don’t have any excuse unless they have multiple office sites) is how to action this process effectively.
Large scale meetings don’t really fit the bill because: a) they are expensive; and b) only the people with the loudest voices get to contribute unless they are very carefully designed. Enter the virtual business solution… companies like Cisco, HP, Kaiser Permanente and GE have been using this technology for some time now to enable effective communication that reduces time out of the office, carbon footprint and the timelag in disseminating a message to a large number of people while increasing knowledge, motivation and challenging the efficacy of existing working practices.
If ever there was an efficent way to drive the efficiency agenda – this is it.
Overcoming human nature to deliver success
If the human brain performs best in situations of conflict and the human psyche thrives on competition, how do we reconcile this with the human race’s dependence on cooperation for survival?
Even organisations where we would expect individuals to work together for a singular common aim, such as healthcare, have been permeated by competitive tendencies, whether this be the personality of the major decision maker or in the tendering for the provision of services. Will this human instinct to incentivise by prize ultimately lead to our demise?
Or could there be a better way?
If you were to take a look at The Sunday Times 100 Best Companies 2011 list, and spent some time drilling down into the narrative for some of the organisations, you will find some common themes:
- Inspirational leadership
- Employees who feel valued and that they have a voice
- A common ownership of purpose
- Excitement in the direction the organisation is taking
- A sense that ‘doing it right’ is as important as the drive for profit
All of these boil down to just two key factors: listening and ownership.
But if you have 20,000 employees/associates/partners, how can you possibly deliver this? How can you pick out the important bits from a multitude of conversations? How can you ensure that people having the same conversation in different geographical locations are brought together?
Once upon a time it would have been nearly impossible. Virtual technologies have changed the status quo.
