Interviewer: Several of the key elements of owning a successful event?
DL: It's all about planning - working facing outward:
- What are people likely to do when they arrive at the event?
- What are they going to get out of the event?
- What type of people are you wanting come to that event to begin with?
- Who are you going to invite?
- Are people just intending to book online?
- Are the ones going to book from your telephone?
- How are the ones going to communicate?
- How will you make certain you get the right people in place?
So it is concerning planning; planning is furnishing.
It's also about looking at how the choice is yours follow those customer up at a later date - how will you follow up the non-attendees such like. So having a optimistic, concise plan about how the pre-event, running the event and post event follow up is all part of running a successful event
Interviewer: Health advantages of implementing an integrated solution for both the event and also incorrect delegate management?
DL: It's about putting the customer in control of what's going on but every one controlling what they manage. Putting an online system is important, but it has reached interface with back practice systems. The whole customer experience may be the complete package. It is about people the opportunity to book online and being able to book over the mobile, it's having their details recorded to help you follow them up - so you will be aware what their dietary requirements are on the way to the event. It's about making sure people attend, should they don't attend it's about finding why they didn't be involved in. It's about finding out what they thought about the event on the day, and perhaps finding out about what they thought of the consequences of that event in six months time.
Quite often people will fill in the 'happy sheet' - we've all had happy sheets that before hand an event, and generally people beat the happy boxes to allow them to get away as fast as possible, but we find that if you follow up an event a week later or six months past, you get a better to view of what's in reality happened. That therefore enables you to target further events to the same customer or similar customers in ways that's appropriate for them and provides them value. Delegates will come back if they get excellent value; if they don't get value they cannot come back. It's throughout integrating all those situations together, of which the concern and delegate management system is an important part of, but it's not the only part.
Interviewer: What sort of things do you want to consider when you're selecting the best kind of system?
DL: The most important thing to do it not to look at the system in. It's to look at your business process. It's to look at who does what and when in terms of the customer engagement. Look at what you are at the moment. Go through the plethora of spreadsheets you inevitably have, the pieces of paper that fly around - where will they go? What does the client get when he books onto an event, how does he find your event from the start? Does he ring then you up, go onto your website or get back to you? How does it work right this moment and do you want it to work? What needs to interface into many things in the business? An event manager will interface into all parts of the business and could have many hats undergoing. They'll be a sales person to make people the event, they'll be salespeople after the event to market them on the benefits and to get them to register for the next event, they'll be an advertising manager, they'll be an IT manager in the manner getting the systems so as; there's a wide multitude of things they do, so look at what you are at the moment, go through the ideal model.
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