What's New in Marketing - Issue 57, May 2007
A woefully small number of brands are taking advantage of the golden opportunities for experiential marketing at consumer shows. In fact, most brands approach exhibitions with a dire lack of imagination and creativity. The flat, dull delivery of a salesperson thrusting samples into the hands of passers-by, from behind a table in a row of box-like compartments, is all too common.
There is usually no dialogue, and certainly no emotional engagement. The consumer simply takes the sample and consumes it, or throws it in the bin minutes later, quickly forgetting the brand name or anything about it.
Worse than this - but equally common - is when there is no one on the stand to give interested people information. But possibly worse still, is when the promotional staff working on the stand, obviously hired from a third party, know absolutely nothing about the product or service they are supposed to be representing.
While a huge amount has been written about experiential marketing's value out in the field, very little has been said about how brand experience techniques can be applied to the exhibition market. But, arguably, consumer exhibitions are the ideal environment for experiential marketing and many marketers are missing a trick.
For a start, you know what kind of audience to expect at a particular show, so your message can be highly targeted and relevant. This is increasingly true as shows become more and more specialist. For instance, an exhibition like Stuff magazine's gadget show offers brands access to a very different niche community than, say, The Baby Show .
Another advantage of targeting audiences at exhibitions is that there is a high chance they're opinion formers, there to find out about the latest and greatest products in their sector of interest. By transforming them into brand advocates, you can help to spread your message on a wider scale.
Most importantly, people who attend exhibitions are in the right mindset as they are there to gather information and find out about brands. They have given up their spare time to be there. They want to interact. This makes a marketer's job of attracting their attention much easier than trying to interrupt people whilst they do their shopping, or on their way out for an evening meal.
However, amid this melee of mediocrity in the exhibition market there is a growing contingent of savvy brands which are beginning to catch on to the possibilities of adding a bit of theatre to their presence on the show floor.
They understand that exhibitions are not about talking “at” consumers, but about talking “with” them. They are about creating experiences which consumers will remember long after they have left the show. These select brands recognise that shoving product into the clutches of somebody passing by their stand does not count as an “emotional engagement”.
Pampers, for example, show that the more engaging its stand, the more likely it will be able to strike up a conversation with a consumer which will last and generate word-of-mouth. Last year at The Baby Show , the Pampers stand area was transformed into a 16 metre, multi-coloured caterpillar which consumers could enter and experience the world from a baby's perspective. Each caterpillar pod used oversized props and interactive features to help mums understand more about their baby's development. Trained staff, many of whom were young mums themselves, guided people through the pods and gave advice. As a result of creating such a rich, interactive experience circa 80% of the thousands who entered the caterpillar said they were “likely” or “very likely” to buy Pampers nappies in future. The fact that 70% of participants also went on to tell three or four others about their experience shows how powerful experiential marketing can be in an age when consumers are often cynical of marketing and increasingly empowered by their peers.
Petplan is another brand which has successfully used experiential marketing at exhibitions when it tasked us with promoting insurance to pet owners and breeders at Crufts. Instead of simply trying to sell insurance policies, Petplan set out to encourage show visitors to think about their pet insurance in a fun, memorable and educational way. It did this by creating The Petplan Forum where pet owners & breeders were given the opportunity to ask questions and receive expert advice from guest speakers. The relaxed, open area stood out from the formulaic, static stands that dominate Crufts, successfully positioning Petplan as a trusted brand and encouraging people to discuss their pet insurance.
With media fragmentation, information overload and commercial clutter, consumers are increasingly choosing which brands they want to interact with and filtering out the rest. In addition, because they have chosen to interact with these brands, they want more than a merely transitory relationship. They want to be engaged in a dialogue, not subjected to a monologue.
But it's not just savvy brands that are changing their approach to exhibiting. The whole culture of exhibitions is changing, shifting from a focus on sales to experiences. It's likely that the traditional exhibition format of row-upon-row of static dreary, stands will (thankfully) die a death in the near future. Already, some shows are starting to sell and use their space differently. So, if you're still one of those brands which hands leaflets to disinterested consumers walking by, it is time for a re-think.
Catering for Conferences and Events
Consumers are increasingly aware of what they eat and where it has come from. There has also been a considerable change of attitudes to food within the conferencing and events industry, which has led to a greater emphasis on the importance of catering for such events. Food and refreshments are no longer an afterthought, but a fundamental aspect. Nowadays the provision of basic food and drink at an event is not enough to keep clients satisfied.
You can never get it 100 percent right every time because the 'human' factor is always present and can lead to glitches:
- Up to date information may not be provided by the client
- A supplier may change an ingredient and not instruct the end user
- There may be a change in the growing or rearing process
- Details of the requirements may be misunderstood
Chefs should be encouraged and supported to develop their skills in all areas of dietary and ethical requirements and should be provided with the opportunity for external training. The skills of the catering staff are paramount in ensuring the product is right every time, individual flair should be encouraged, and the end product should remain the responsibility of the chef involved.
The demands of customers and the availability of competition has put greater pressure on caterers to provide value for money, this can be achieved through not only providing a seemingly extraordinary customer service or by including little 'surprise' extras as standard (at no extra cost) to produce that 'wow' factor for the client. This will encourage them to return time after time. For example your service may include:
- Chocolate fountain
- Amuse bouche
- Edible table centre piece
- Ice carving displays
The key to successful event catering is quality, dedicated staff who strive for perfection and have an array of qualifications and awareness under their belt. It should be about delivering a service beyond the expectations of the client and providing additional extra's that will make your customers feel valued and satisfied.
Getting Up Close and Personal
Engaging people at live events can be a successful feature of any integrated communication campaign. The Central Office of Information's (COI) in-house Live Events team offers government departments and agencies advice on the most effective way to use events to achieve their communications objectives. The team worked on over 200 events during the last financial year, ranging from raising awareness of government initiatives such as the Respect agenda to attracting new recruits to the armed forces.
While there are some unique considerations when taking government messages on the road, the need to ensure the correct choice of venue to reach the target audience, to assess the return on investment and increasingly to guarantee sustainability are issues that the entire industry need to grapple with.
Evaluating the return on investment can be notoriously difficult for live events, but in Whitehall where the public purse is at stake, this is essential. To ensure value-for-money is achieved, COI recommends commissioning research agencies to carry out pre and post visitor interviews to assess shifts in perception. Where an event provides opportunities for people to interact with services and staff in a live setting, it also makes it easier to see tangible results.
The overall success of an event depends on detailed planning from the outset in order to reach the right audience, in the right place, at the right time. Profiling consumers can often be a complex task, this is particularly true for government as polices can often affect the entire population, including hard-to-reach communities. This makes it vital to draw upon the latest consumer insight and understanding to drive the planning process.
Mobile exhibition units have been particularly effective in reaching citizens in their community setting. From 2003-5, COI worked with the Department for Work and Pensions (DWP) to increase use of their new direct payment facility, which enables people to collect benefits and pensions at cash machines. DWP staffed mobile units at shopping centres to demonstrate the new scheme. Following visits from over 135,000 people, DWP saw use of the payment system among this specific target audience rise from 43% to 92%.
Similarly, the Department of Trade and Industry deployed mobile units to visit areas that would be affected by investment in future energy production, such as wind power, for its sustainable energy information project.
Consumer experience must also lie at the heart of event planning. The introduction of Biometric passports by the Identity and Passports Service required an interactive approach to demonstrate the new anti-fraud technology. Airports and shopping centres were selected as the most appropriate route to communicate with a vast audience about the new passports.
The issue of climate change is currently high on the government and wider public agenda. Exhibitions can be wasteful if stands are deployed as short-term design solutions to fit specific spaces and there is increased pressure on the live events industry to reduce its environmental impact. The key criteria for appointing agencies to handle government events includes sustainability as well as creativity and value for money.
It is clear to see that live events have a bright future as part of any organisations marketing mix, providing a platform to really get up close and personal with their target audiences and truly engage them.
Making a Stand
n just three seconds, a visitor at an exhibition will glance at your stand, ask themselves whether or not it is worth a closer look, and if the answer is no, pass on by to your competitor. This is undoubtedly what happens to many people at exhibitions. And these are the people who will dismiss attending exhibitions as a waste of time and money.
But exhibitions can also provide an unrivalled opportunity to boost a business. Research shows that around 80% of visitors to exhibitions have a real influence on their company's purchasing decision. They are there to buy, and they are in the mood to spend. An exhibition gives companies the perfect opportunity to let potential customers see touch and smell a product, to experience for themselves its advantages over competitive ranges. Exhibitions also provide a rare chance to gather large numbers of potential customers under one roof, which can save the cost and effort of making sales visits. The can be a powerful weapon in the marketer's arsenal.
But to make the best of an exhibition, it is important to plan and manage the project carefully. Going to exhibitions is not cheap, and it's vital to squeeze every ounce of value out of this investment.
Firstly you need to know what you want to achieve from the exhibition. You may want to demonstrate a new product, raise awareness of your brand or recruit staff. You may want to collect sales leads and build a mailing list. But most of remember you are there to take your business forward and to make money. You need to meet new contacts that you would not normally meet, so do avoid the temptation of inviting all your customers to see you at the show - as the event organiser will want you to do. Your visiting customers will also see all your competitors whilst they are there!
Then you need to decide which exhibitions will be the best suited to your purpose - a small targeted exhibition may provide better value than a larger event. It is not necessary to attend an exhibition just because your competitors will be there, but if there is a particular event in your industry that creates a real buzz, it may be wise not to miss it.
Once you have booked a stand, check that vital services such as electricity are provided. You may go for a basic 'shell' stand, or you may feel that a professionally designed stand will have a greater impact. If you plan to exhibit regularly, a stand that can be dismantled and re-used may be a cost-effective solution.
A stand must be eye-catching, but it shouldn't be too wacky or obscure. Keep it simple and focus on a central theme. If floor space is limited and you can't go out, consider going up - extra height can create a real wow-factor. Allow enough space for visitors, but do not create uncomfortably large open spaces. Avoid building a fortress - walls and raised floors can be useful to screen out time wasters, but they can also be off-putting to the genuine customer.
Before the show, make the best of any promotional activity surrounding the event and let the organiser have your details, logo and pictures for use in the show guide. Tell them about any special events such as competitions or celebrity visits.
Trade publications will be running features on the show - make sure you send them a news release to say that you will be there. Media packs should be provided for the press office. These should include details of new products, your activities at the exhibition and so on, but journalists tend to pull out and dump weighty corporate brochures - save these for customers.
Give people a good reason to visit the stand. Providing cups of coffee or glasses of water can be a good way to tempt passers-by, but make sure that the stand is not treated as the exhibition café and keep people moving through.
The right number of staff is essential - too few and you will not be able to welcome visitors properly, but too many can be intimidating. Staff hovering with folded arms at the edge of the stand look like bouncers and will repel visitors with the same efficiency. Eating, drinking, gossiping and talking on mobiles should be discouraged - schedule breaks for these activities. Appoint a stand manager to take responsibility for details such as topping up literature shelves and providing refreshments.
Be prepared for a variety of visitors. It's a good idea to have one technical expert, one sales expert and a member of staff trained to handle enquiries from the press on the stand. Whoever staffs the exhibition make sure they want to be there and are the kind of people who will enjoy the contact - exhibitions are not the place for the company misery, no matter how much they know about your new range of widgets. Attending an exhibition should be seen as an honour and not a chore.
Establish a simple method of recording information about those who visit the stand. No one reads the huge piles of paper they take home from exhibitions, so collect addresses send any brochures on after the event. But do give a business card to everyone who drops by.
Around three quarters of exhibitors do not follow up on leads generated at exhibitions - make sure that all contacts made at the show have are put to good use after the event. Prioritising leads and separating those who are ready to buy from those who are at an earlier stage will mean that hot leads are not allowed to cool. It might be sensible to have a draft mailer prepared so that these can be dispatched swiftly after the event. Consider mailing to others who came to the show but did not visit your stand - the organiser may be able to sell you a list.
After the event take time to reflect on what did and didn't work. It may be a while before all leads are converted into sales, but if you have come away from the show with a contacts file bulging with potential new customers, get on to the organisers to book a stand for next year straight away.
The Sound of Music
Conferences and exhibitions provide an opportunity for a company or brand to create a diverse stage that enables them to highlight key issues with an audience who have not only elected to listen, but may have also paid for the privilege.
Great speakers have known for a while that a presentation at a conference is a unique platform for attendees to experience ideas or values first hand. Those who really understand this are adept in using a series of sensual experiences to make a statement. Music can do this, often without anyone else having to utter a single word.
This was demonstrated when David Cameron strode onto the stage in October last year to the thunderous rock chords of The Killers' single 'All These Things I have Done'. The Tory party marketing team clearly confirmed their skills as great marketers, for within a few seconds, Cameron had told the world that this was a party that had new values and a force to be reckoned with. In this context, music was used to act as a catalyst for expressing complex social issues in a contemporary voice and set the stage to shift expectations.
With the millions of tracks available it would seem that finding and using music in events and conferences should be easy and enable companies and individuals to add a dimension to the event that cannot be achieved by any other element. But the whole process of using music is often fraught.
This does not have to be the case. There are basically five key areas that need to be addressed:
- Creativity
- Money
- Time
- Venue
- Technical support
Creativity
Keeping an element of surprise is key to engaging an audience. Whilst lyrics play an important role and 'Simply the Best' or 'Looking out for a Hero', can work for the Chairman to inspire his Sales Team, imaginative context can offer more. At the recent Shots' Conference, Ivan Pollard, a partner at Naked Communications, managed to deftly demonstrate the importance of sound semiotics by getting the entire audience to sing along Karaoke-style to the whole of Bucks Fizz' 'Making your Mind Up'. At the end of the presentation, there was no doubt what he was trying to explain and he had indelibly created his own sound semiotic in the process. No-one who attended that event will ever be able to hear that track again without re-experiencing THAT moment - a master-class in using music effectively, creatively and contextually.
Equally it is just as important to remember who is delivering the presentation or manning the stand. If a style of music is used to appear cool or appeal to a specific target market and nothing else is done to put an individual or that brand in that value set of that audience, the result could be a group of that will question not only the intention, but also the integrity of everyone and everything associated with the idea.
Money
Whilst all venues should have all the appropriate music licences for playing music, if a brand or a company is using music to say something about the speaker, an aspect of the presentation, or the brand itself, then additional fees need to be negotiated with the specific Rights Owners. This includes walk-on music even though the speaker has not officially begun his 'pitch'. It is the obligation of the performer/presenter to log all tracks used with the venue administration.
Time
It takes time to find the right track that will work in a particular context and supports the idea and that also can be cleared with all Rights Owners. Writers still have a moral right over how their music is used in secondary and tertiary applications. The earlier in the process that this is addressed, the less chance of disappointment or facing fees that reflect the urgency.
Venue
It is really essential to think about the nature of the venue. A rock track that undoubtedly needs to be played at '11' to achieve maximum effect may deafen and alienate the audience if belted out in an intimate setting. And conversely those important lyrics from a contemporary folk commentator could float silently into loftier places in the grand 1000-seater dining room, where the sound check has been made for speech, films and ambient music.
Technical Support
Conferences and events rarely have sound checks for individual speakers. Most request that participants send in the AVA materials a few days before the event and rock up on the day with notes in hand. If music and sound is to be used effectively, then participants should request an individual sound check before the day. Similarly it's worth finding out what is going on at neighbouring stands. Consider what are they proposing and if there is potential conflict between your sound and theirs.
As the science of how music engages with an audience becomes better understood, the demand to use music in conferences and exhibitions will grow. A larger number of brands/ presenters/exhibitors will be looking to push the sound barriers to ensure that their target markets walk away with the resonance that they know can be achieved.
A Room of Strangers
Walking into a room full of strangers can fill most of us with dread. Some of us could feel anxiety, and a rare few will be exhilarated. Those of us who were born to network and relish each encounter may be few and far between, but there are pointers that can make networking more enjoyable and profitable. Whether it comes naturally to you or not networking with new people can be both comfortable and enjoyable.
Networking is for one purpose - to meet as many people as possible and make every connection count. It is one of the most valuable ways of extending your contacts and many companies have been built on the back of networking opportunities and the resulting conversations.
The key to networking success is personal interaction and refining your pitch. Networking is not a 'hard-sell' and the key objective should be to tantalise the other person enough to get another meeting in the diary and a further opportunity to convert the lead.
Marc Lawn, Head of Marketing Services at Britvic, uses his own management model at key networking events. He has termed it 'renaissance management' and has three core components which provide clear guidance for networking:
- People passion - 'I want to understand how people think and operate.'
- Plain talking - 'I want a clear and concise message, but ensure that it is 'human not sterile'.'
- Organisational awareness - 'I want to understand how your business might work with mine.'
People passion
One of the best ways to make a connection is to approach networking on a personal basis. Andrew Hirsch, Chief Executive of the John Brown Group, comments: 'Don't just dive in and talk about business. Find some common ground such as sport or similar aged children.'
Lucy Stafford, Strategic Planning Director of Tri-Direct loves networking and believes it comes down to that personal connection. 'You've only got about 20 minutes to engage that person. You know that they'll be meeting other people and they have to remember you. Some of that comes down to research. We do a huge amount of research so we've got a good feel for the company.'
However, resist the temptation to talk too much - a cardinal sin of networking. One of Marc Lawn's pet hates is one-sided conversations: 'So much is about listening. You've got two ears and only one mouth. If both parties are clear about this you'll get quite a lot done in five minutes.'
Lucy Stafford's advice includes remembering people's names and this can be harder than you think. You might meet them later in the day or over dinner where the name badge is gone and the clothes have changed. 'You have to work really hard to remember that face and that name but whatever you do don't get it wrong.' Tricks to help include repeating their name back to them on introduction and repeating it throughout the conversation. Another way is finding a link or a story - it might be another Tony that you've known or their name might remind you of a song. A true networker will be able to accurately recall names, places and conversations and this is a skill that will need to be mastered.
She also warns suppliers never to put down a client's incumbent - even when asked directly about their campaigns. 'There is nothing to be gained from being negative, even if they want to put their account out to pitch pick up on the positives.'
Plain talking
A networking environment is definitely not one for jargon. Prior to any event, prepare how you're going to present yourself and your business. Marc Lawn continues; 'The key rules are know your USP, know your target business and know the key phrase you want to get across.'
Organisational awareness
The understanding of the culture, values and how a company operates is important to any relationship and appreciation of these will lead to a successful and long-lived partnership. As well as selling the services of your company, you must be able to vocalise and articulate these other aspects. Some of this will come down to how you interact - so if you're full of energy and ideas, you will be perceived as creative. Asking searching and challenging questions will show that you are strategic.
Just don't try and blag it - it will be a short-lived relationship if the reality of what you provide does not meet the expectation.
Networking is more than just about buying and selling - it's also about sharing ideas and contacts. Marc Lawn appreciates the chance to meet his peers and extend his own peer-to-peer network - as well as getting referrals. 'Clients do talk to each other and suppliers miss this. It's far quicker to get a personal recommendation from another client. That's quite a regular conversation across purchasing departments.'
So whether you relish the opportunity to network, or are slightly apprehensive, remember to approach it as you would any social situation. Concentrate on the conversation and make certain you're a good listener. Ensure that you present a clear and concise picture of you and your business and what makes both saleable. Once you've cracked this, however full the room is of strangers at the beginning of the evening, it could be a room full of friends and business partners at the end.
Everybody's Doing It
Well apparently more of you are doing it. And those of you who are already doing it are having so much fun doing it that you're planning on doing it even more. In fact according to a recent study by egg-head researchers 61% of you are going to spend more money doing it over the next 12 months. It's the latest must-have craze for marketers and it's sweeping across the marketing plans of corporate Britain faster than that kid in school who was good at maths could finish his Rubik's cube.
It ticks the marketing boxes of targeting and measurability and of course like ever other craze at the moment (Arctic Monkeys, The Killers, Wolfmother, Converse trainers, Harry Potter, jogging, Teenage Mutant Ninja Turtles) you've got the nagging feeling you heard or saw it first time round.
And certainly, like the jogging, you gave it up last time because it seemed like awfully hard work. But now if you want your brand to be trim, healthy and in the zone you're going to embrace it wholeheartedly for the simple reason that it works and once you're doing it regularly you can see and feel the results.
Event marketing. It's true, the oldest media: the idea of meeting, engaging and communicating direct with the audience you care about. In person. As those who work in events put it 'Marketing doesn't get any more direct'.
And what's important is that events themselves are changing. Take your classic, default event 'the exhibition'. Row upon row of soulless boxes inhabited by uninspiring staff hiding behind their newspapers and sausages rolls. Well not any more - design, colour, interactivity, data-capture, sustainability, ROI, committed and engaged staff - the C21st exhibition is the epitome of the marriage between live and online. Web-based match-making services help pre-arrange meaningful on site meetings, 24-7 registration streamlines the badging process, seminars, workshops and networking cafes fill the show floor with relevant and stimulating content.
Organisers too have started to become more savvy, creating value all year round via online communities, hosting satellite events alongside the main event, developing meaningful seminar and workshop content and finding ways of helping exhibitors and visitors alike connect.
And in a world of media fragmentation exhibitions deliver you highly targeted and active audiences who are interested in what you have to say. Not an audience you've jumped on via someone else's content. Visitors attend exhibitions because they want to find out more about the subject matter, because they are engaged, and according to more boffin research, because their businesses are more likely than average to be growing. Rather obviously they need the solutions and partners to take them to the next level. They are, quite simply out there. These are the kind of people you want as clients - growing, committed, passionate. Don't tell me you seriously want the other kind of clients - couch-potato, stay at homes who are only growing in one way and it isn't good.
The people and businesses who attend events take responsibility for their own success, the people who stay at home or in the office blame everyone else for their lack of it. Which sort of people would you prefer to engage with?
This isn't to say that everything in event land is peachy. There are still challenges. The more focussed and targeted the event the smaller the audience. Quality and quantity are diametrically opposed yet organisers still feel compelled to present ever growing audiences and exhibitors will always react well to the buzz of busy aisles. And there are still organisers who sell the space and then leave the exhibitors to their own devices.
Most exhibitors are still pretty much awful at the process - admin and logistics far too often being the key components in their stand organising rather than creativity, design and interactivity. Exhibition stands are 'dumped' on the PA in a way that an ad campaign or corporate brochure never would be. Objectives are obscure or muddled and the opportunity wasted. Don't believe me? 87% of exhibition leads are never followed up. I'll say it again just so you know it's not a typo. 87% of exhibition leads are never followed up. Hot, enthusiastic, gagging for your opportunities and they're simply allowed to slip through your fingers.
The oldest media is the biggest marketing opportunity of the C21st. Make sure that you're hip to the craze this time round.
About the author: Simon Burton is the founder and organiser of Exhibiting Show, 26-27 June 2007, Earls Court 2.
The Right Place
The organisation of a corporate event requires a calculated, well planned approach. Setting clear objectives from the outset, establishing a budget, choosing a venue and taking into account issues such as delegate accommodation, travel arrangements and itineraries are imperative. Increasingly, health and safety, security, dietary requirements, venue contracts and service guarantees are additional aspects that need to be considered. And whilst there are certainly different factors that need to be taken into account when organising an event, whether it is for 500 or 50 delegates, the essential components are the same.
In addition to hard work and attention to detail, conferences need a degree of creativity and flair, ensuring a memorable occasion and remaining in the minds of delegates, not just from the main intentions of the event, but also for the opportunities for informal networking, business and socialising.
The initial planning phase is the time when the broad objectives for the event must be set, these will need to be supplemented with detailed answers to questions about the “who, what, when, where, and how” of the event.
Who?
Pre-event planning needs to consider who the delegates will be, how many should be invited, and how many are expected to attend - all essential for budgeting. Will there be special guests or media representatives? Will there be overseas delegates and, if so, is there a need to provide interpretation and translation facilities? Will there be specific dietary requirements? What refreshments will be required - light food and drink, finger buffets or sit down meals? Will the event need heightened security? What speakers may be involved?
'Who?' should also include the organising team, which may be just one person or a dedicated group. When a team is involved, not all will necessarily participate from the initial planning stage right through to post-event evaluation, but the degree of involvement will need to be thought through early on. When organising a client event, the account manager may need to liaise with just a few people or work together with other departments, in-house caterers, the security department or in-house AV team, for example.
What?
What kind of event is being organised? Is it a top level management retreat, training course or major convention, a week long conference of specialist delegates, an annual general meeting or a brief press conference? Will delegates be listening and passive, or is there a high degree of participation, perhaps involving team building or outdoor activities?
When?
Timing is another major consideration. Some flexibility on dates can be helpful in securing the best possible rates from the chosen venue. The venue may be able to offer more favourable rates if the dates selected assist in its maximisation of 'yield'.
Timing also needs to take into consideration the likely diary commitments of delegates. Are there any other events happening at a similar time which might have an impact on delegate numbers? Is the event occurring in a busy work period, during holidays or in winter months and if so, what impact might any of these factors have?
Where?
Location needs to be determined at an early stage - whether this is expressed in rather broad terms such as a county or region of the country, or quite specifically such as 'London'. When deciding the ideal location, ease of travel for delegates and pleasant venue surroundings are points to consider. If many delegates will arrive by train, location near a mainline station will be necessary unless comprehensive local transport arrangements can be provided. International events can be slightly more complicated, with additional considerations to be made - it is usually important to select a venue within reasonable travelling time of an international airport and with sufficient transport links and accommodation.
Does the location need to be a particular kind of venue to accommodate the event? Is there scope to explore an unusual venue, possibly to link in with the theme of the conference?
How?
The format and duration of an event are also important factors which will have an effect on some of the preceding considerations. Events requiring several syndicate rooms, as well as a main auditorium, plus exhibition space and catering areas will have a much more restricted range of options than events needing just one room with theatre-style seating for 75 people. Duration will also impact on venue availability, rates charged, accommodation requirements and other such factors.
The organiser should also look at building in breaks throughout the program, enabling delegates to check emails, call the office or home or catch up with colleagues. These are perhaps extended coffee or tea breaks and are shown as 'communication breaks' or some other such term in the program. A small touch, but this enables delegates to be more relaxed and focus on the matter in hand, as opposed to worrying about what is going on in the office in their absence - and avoiding mobile phone calls.
'How?' should also take into account the way in which a conference contributes to an association's communications with its members and facilitates links between the members themselves. Are there ways in which these could be improved?
To some, it may seem obvious to consider above points when planning an event but others would not know where to start. However, helping the event to work smarter and smoother is imperative and the planning should not stop with who, what, when, where and how. Plans should also be uniquely tailored, depending on the individual event.