Blog Archives
What exactly is a virtual event?
Just when you thought you had got to grips with all of the options available via cloud computing and social networking along comes something else to add to the mix. If you are one of the many trying to navigate your way in this emerging market there is a much opinion being shared by those on the leading edge.
Before you can even begin to think of technology suppliers or content you need to know exactly what is meant by virtual event because like lots of new innovations the term doesn’t mean the same to everyone. The end result from using a webcasting solution would differ greatly from that produced from an award-winning platform such as 6Connex.
By far the best definition of a virtual event we have found so far comes from the Association Virtual Conference report produced by Tagoras (well worth reading if you get the chance).
A virtual conference is a Web-based event that replicates many aspects of a traditional placebased conference. It features multiple sessions (not just a single Webinar or Webcast) and may include keynote presentations, training and education workshops, discussion areas, social networking opportunities, exhibit areas for vendors, and various other features. Activities in a virtual conference may take place in real time (synchronously), on demand (asynchronously), or in some combination of the two.
Which is a great starting point. Next you need to specify your goals and then work out what you expect a technology solution to deliver. If you are a novice reading the advice of an independent commentator like Cece Salomon-Lee from Virtual Buzz could prove invaluable.
Above all, go and have a look at some of the events currently being produced: you’ll find everything from Shakespeare Festivals to Sales Conferences; Training Days to Careers Fairs. In fact there isn’t much you can’t do in these environments.
How much time must I spend on social media…?
As part of the social media for events course I run on behalf of The Media House, we spend a whole session quantifying the amount of time it will take to build and manage a social media campaign.
Generally there are two responses to this part of the course: horror and relief.
I use a diagram originally created by Beth Kantor, adapted by others, which lists social media activities and how long it takes to monitor, contribute, create and promote a single brand within a range of social media environments. The reveal of each sector is often greeted by a sharp intake of breath and a visible lightbulb moment.
For some delegates, it is the realisation that, at long last, they have a piece of tangible evidence that they can present to members of their senior management team about the scale of the task they are being asked to undertake. For a marketing manager looking after ten or more event brands, who is under pressure to develop a Twitter feed, a LinkedIn group and/or a Blog for each of them, having a clear idea of the time commitment this would take is fundamental to writing a strategy. While initially horrified that even the basic monitoring phase could take them anywhere between seven and ten hours a week, they are relieved that at least now they can create a case for more resource and/or being more strategic across a whole bundle of brands to deliver a social media strategy that has real Klout…
What is most interesting though is that this time-commitment comes as a surprise at all to marketing managers who have long experience of working with traditional media. Given the amount of time and iterations it takes to write good advertising and marketing copy, why would it take any less to write a good blog post or e-newsletter? And, since the latter have to be done with greater frequency to deliver a regular audience or following, why is it so difficult to scale this up until the realisation occurs that it could well be a full(ish) time job for someone.
But you already have a full-time job…
hellen @missioncontrol
More cake for the communications tea party?
In a question posed by Greg Hackett on a LinkedIn group that we follow he asked ”Can we have our cake and eat it” in the context of whether ambience or content should be the key driver in creating a successful event or if indeed it was important to have both.
There are some examples of venues that are so magnificent or exclusive it isn’t hard to pursuade delegates to attend, even at strange times of the day: for example a breakfast briefing at the House of Lords, London will draw in even the most hardened of industry hacks; and a conference on a hot-topic specialist scientific topic with an industry leading speaker could be held in a dusty lecture theatre with curly sandwiches and still attract a huge number of delegates. So this doesn’t really answer the question either.
However, one thing the group has been able to agree upon is that it is important not to flog the delegates with so much content that it becomes impossible to absorb all, or indeed any, of the information being imparted from the lecturn. This is one area where professional conference organisers and marketers can struggle. In an effort to create an event that is so compelling, so packed full of benefits and so worth having one or more days out of the office to attend it is possible to end up with such a multi-streamed, PowerPoint-packed programme that it becomes a nightmare to navigate and almost impossible to promote.
Erin Handel from Bankerstuff reinforces the point. She cites an example where promoting a five-session live-streaming event in a single mailing failed to deliver any results, but by breaking this down into five single streams, each of which could be marketed with their own specific messaging resulted in a significant number of bookings.
What this illustrates most clearly is a need to get back to straight-forward marketing techniques. In our eagerness (desperation?) to get individuals through the door we have got into the habit of bombarding potential delegates with as many benefits and features as possible. This only serves to hide the real message and make our job harder rather than easier. And to be honest sometimes we just sound desperate.
Greg asked the original question in the context of virtual events, where the debate continues about the complexity (or not) of the technology used to deliver the digital content. The very fact that the responses strayed so quickly back to comparisons with live conferences and the difficulties in marketing them only serves to illustrate that the disciplines driving both are very closely linked. Could it be that digital platforms enable organisers to add all of that extra-value content, for longer giving them (and the delegates) the breathing space to engage more thoroughly in the content and face-to-face networking opportunities provided by a live event?
Most important of all is to ensure that in embracing a new virtual medium we learn from, rather than replicate our existing experience. After all, who wants to go to an event where they are always serving the same cake?
Construct a virtual event in the same way as you would build a house
We are delighted to welcome Cece Salomon-Lee, founder and Principal of PR Meets Marketing, and co-founder of The Virtual Buzz as our guest blogger today, who shares below her thoughts on best practices for how to effectively design and implement a virtual event.
2010 was the year that virtual events – or digital solutions for meetings and events – were embraced by the larger physical meetings and events industry. No longer seen as an either/or situation, going virtual is a way to further extend an organisation’s audience reach, expand brand awareness and drive business objectives forward.
Though the benefits of virtual are more widely accepted today, best practices for how to effectively design and implement a virtual event vary from organisation to organisation. Oftentimes, organisations will select a technology solution first, and then work backwards, resulting not only in a poor user experience, but also falling short of business expectations.
Rather, a virtual event is very similar to constructing a house – start with the design, estimate costs, and end with the building phase.
Design with objectives in mind
If you’re building a house from the ground up, would you ever put up the walls and roof before consulting with an architect? Probably not. You need to consider each room’s function, how the occupants will interact with the room, and the best layout to accomplish this. The same is also true for a virtual event.
To develop your virtual event design, invite key stakeholders to participate during the design phase, such as IT, marketing manager, and executive sponsor. Key questions to address include:
- What are the business objectives of my virtual event? Lead generation; customer appreciation; product launch; extend to global audience; etc.?
- Is this purely a virtual event or an augmentation for a physical event?
- What is the technology prowess of my audience? Novice or advanced?
- How do I want to engage my audience? Broadcast only or engagement with video chat and games?
- What is my budget?
- What is my timeline?
- What resources do I have to plan and staff this event?
- How many people will be attending?
- Private or public?
Estimating: engineer the costs
A virtual event strategy is equivalent to architectural designs for estimating the costs of your online event and even narrowing down which vendors to invite for your proposal. For example, you can eliminate providers who are unable to provide the full suite of solutions you’re seeking, such as social media integration and real-time language translation, or those who are too cost prohibitive based on your budget.
Furthermore, you are able to compare each proposal side by side and determine if there are any factors you haven’t considered. When comparing the proposals, consider these points:
- Did the vendor address each item in my proposal?
- What will the additional costs be if I add an additional webcast? Exhibit Booth? etc.
- Did the company augment my proposal positively? For example, the company recommends adding ask-the-expert video sessions for your product launch.
- How will the company staff my project?
Building: Construct to design
Once you’ve awarded your project, the next stage is overseeing the construction phase. To ensure that your virtual environment is built on time and to your design, don’t assume that the virtual event vendor will manage this on your behalf. Assign a project manager who will act as a liaison, monitor the timeline and track all milestones. Additionally, schedule a weekly meeting with your vendor to review progress and address any issues.
Biography
As founder and Principal of PR Meets Marketing, Cece Salomon-Lee has 15-plus years’ experience translating technology innovations into cohesive and successful campaigns that cross from public relations to marketing and virtual events. She has been an active participant in the emergence of the virtual events industry as co-founder of The Virtual Buzz and contributor to the Virtual Edge Institute.
Getting to grips with hybrid events
Still a bit confused by what this Hybrid Event is that everyone is talking about? Let us bring you up to speed…
Hybrid events are physical events—tradeshows, conferences, product demonstrations, executive showcases—augmented by virtual technology marketing. They unite the best of both technology and offline environments to create a more powerful and profitable experience. They bring together the most compelling aspects of onscreen, in person and online dynamics.
Participants who can’t get to your event can join in from afar, interacting with exhibitors and attendees, and accessing presentations and content. Visitors who do make it to the physical event can view, download, and forward content from booth kiosks and displays on laptops and mobile devices (at last a proper use for that Internet Cafe you’ve been building for years).
There are three types of hybrid events —Concurrent, Inclusive, and Successive.
A concurrent hybrid event is a physical show launched in tandem with an online virtual counterpart that can be accessed anywhere in the world.
An inclusive hybrid event integrates key virtual elements inside an established physical environment such as an Executive Briefing Centre, sales facility or event specific “command centre” headquarters.
A successive hybrid event is essentially a two-part marketing experience. At the conclusion of a physical event, a virtual version is launched and made available to previous attendees, as well as new customers and prospects.
Want to read more? Read the complete White Paper which is available online now.
