Event management

Marketing tool Services of Event Management Companies Event Manager Event Management as an Industry Technology & Event Management Education Event management process Event Review Outage Review

Scope Roles & Responsibilities KPIs Owner Relationship Management

Customer (CRM)
CRM Software
1

Relationship

Management

Advantages of CRM The types of data CRM projects collect Customer Relationship Management (CRM) Key Business Process areas

Enterprise management
Need for ERM The Velox framework

relationship

Business management
Indicators and Drivers Modeling Approach

relationship

Artifacts, Assets, and Products BRM Relationship Types BRM Roles BRM Lifecycles BRM Principles Conclusion
2

Event management
Event management is the application of the management practice of project management to the creation and development of festivals, events and conferences. Event Management involves studying the details of the brand, identifying the target audience, devising the event concept, planning the logistics and coordinating the technical aspects before actually executing the modalities of the proposed event. Post-event analysis and ensuring a return on investment have become significant drivers for the event industry. The recent growth of festivals and events as an industry around the world means that the management can no longer be ad hoc (Ad hoc is a Latin term meaning "for this purpose". Something that's ad hoc is not generalizable. Ad hoc committees are formed to address specific issues.). Events and festivals, such as the Asian Games, have a large impact on their communities and, in some cases, the whole country.

The industry now includes events of all sizes from the Olympics down to a breakfast meeting for ten business people. Every industry, charity, society and group will hold events of some type/size in order to market themselves, build business relationships, raise money or celebrate.

Marketing tool
Event management is considered one of the strategic marketing and communication tools by companies of all sizes. From product create launches to press to conferences, help them companies promotional events

communicate with clients and potential clients. They might target their audience by using the news media, hoping to generate media coverage which will reach thousands or millions of people. They can also invite their audience to their events and reach them at the actual event.

Services of Event Management Companies

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Event management companies and organizations service a variety of areas press including conferences, corporate corporate (road events (product and grand launches, meetings shows,

conferences), like

marketing award

programs

opening events), and special corporate hospitality events concerts, ceremonies, such as film weddings premieres, and bar launch/release parties, fashion shows, commercial events, private (personal) events mitzvahs. Clients hire event management companies to handle a specific scope of services for the given event, which at its maximum may include all creative, technical and logistical elements of the event. (Or just a subset of these, depending on the client's needs expertise and budget).

Event Manager
The Event Manager is the person who plans and executes the event. Event managers and their teams are often behind-the-scenes running the event. Event managers may also be involved in more than just the planning and
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execution of the event, but also brand building, marketing and communication strategy. The event manager is an expert at the creative, technical and logistical elements that help an event succeed. This includes event design, audiovisual production, scriptwriting, logistics, budgeting, negotiation and, of course, client service. It is a multidimensional profession. The Event Manager may become involved at the early initiation stages of the event. If the Event Manager has budget responsibilities at this early stage they may be termed an Event or Production Executive. The early stages include: Site surveying, Client Service, Brief clarification, Budget drafting, Cash flow management, Supply chain identification, Procurement, Scheduling, Site design, Technical design, Health & Safety, An Event Manager who becomes involved closer to the event will often have a more limited brief. The key disciplines closer to the event are: Health & Safety including crowd management, Logistics, Rigging, Sound, Light, Video, Detailed scheduling, Security,''

Event Management as an Industry

Event Management is a multi-million dollar industry, growing rapidly, with mega shows and events hosted regularly. Surprisingly, there is no formalized research conducted to assess the growth of this industry. The industry includes fields such as the MICE (Meetings, Incentives, Conventions and Events), exhibitions, conferences and seminars as well as live music and sporting events. The logistics side of the industry is paid less than the sales/sponsorship side, though some may say that these are two different industries.

Technology & Event Management

Software companies service event planners with a complete solution including Online Event Registration, Event Marketing Tool, Hotel Booking Tool, Travel Booking Tool, Budgeting Tool etc

Education
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There are an increasing number of universities which offer Graduate Degree/Diploma in Event Management, especially in the UK where they have been quick to catch on to the new interest and many are now offering certificate, diploma, degree and masters degree coursework. In the Netherlands Rotterdam - EuroCollege University of Professional Education offers Hospitality & Events Management. In India National Academy of Event Management & Development - NAEMD offers Diploma & Post Graduate Diploma in Event Management. In addition to these academic courses, there are many associations and societies that provide courses on the various aspects of the industry. Study includes organizational skills, technical knowledge, P.R., marketing, advertising, catering, logistics, decor, glamor identity, human relations, study of law and licenses, risk management, budgeting, study of allied industries like television, other media and several other areas. In a first for the industry, a National Student Events Conference was held in 2008 with the aim of improving links between students and industry. Topics covered included the Olympics, health & safety, incentive travel and networking. The NSEC took place on 18 April 2008 at the University of Derby's Keddleston Road campus.

Career opportunities are in the following Industries : 1. Event Management 2. Event Management Consultancy 3. Hotel, travel and hospitality Industries 4. Advertising Agencies 5. Public Relations Firms 6. Corporations 7. News Media
8. Non-profit organization

9. Integrated Marketing & Communications 10. Event Budgeting and Accounting

Relationship Management
The process of fostering good relations with customers to build loyalty and increase sales is known as Relationship Management.

Customer (CRM)
What is CRM?

Relationship

Management

CRM stands for Customer Relationship Management. It is a process or methodology used to learn more about customers' needs and behaviors in order to develop stronger relationships with them. There are many technological components to CRM, but thinking about CRM in primarily technological terms is a mistake. The more useful way to think about CRM is as a process that will help bring together lots of pieces of information about customers, sales, marketing effectiveness, responsiveness and market trends. CRM helps businesses use technology and human resources to gain insight into the behavior of customers and the value of those customers.

CRM Software
Sales Force Automation

Contact management Contact management software stores, tracks and manages contacts, leads of an enterprise.

Lead management Enterprise Lead management software enables an

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organization to manage, track and forecast sales leads. Also helps understand and improve conversion rates.
ECRM or Web based CRM

Self Service CRM Self service CRM (eCRM) software Enables web based customer interaction, automation of email, call logs, web site analytics, campaign management. Survey Management Software Survey Software automates an enterprise's Electronic Surveys, Polls, Questionnaires and enables understand customer preferences.

Customer Service

Call Center Software Help Desk Software

Partner Relationship Management

Contract Management Software: Contract Management Software and enables an enterprise to create, track manage

partnerships, contracts, agreements. Example: Upside Software, Accruent Software, diCarta, I-Many.

Distribution management Software

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Advantages of CRM
Using CRM, a business can: Provide better customer service Increase customer revenues Discover new customers Cross sell/Up Sell products more effectively Help sales staff close deals faster Make call centers more efficient Simplify marketing and sales processes The advantages can be summarized according to the Feature Marketing

Make intelligent business decisions with enhanced customer insights Increase marketing velocity and speed to market Maximize visibility into and control of your entire marketing process Drive customer demand Increase returns on your marketing investments

Sales

Grow profitable relationships Maintain focus on productive activity

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Eliminate barriers to productivity Improve sales efficiency Service Transform service into a profitable line of business Increase customer loyalty Drive revenue Reduce costs of customer service and field service Decrease service giveaways

Web channel enablement

Drive revenue and extend market reach Increase customer convenience and satisfaction Reduce the cost of sales and support Build lasting customer loyalty Improve sales and service profitability

Running an interaction center

Increase customer satisfaction Improve credibility with your customers Increase revenue and productivity Manage the customer interaction life cycle

Partner channel management

Boost revenue through channel collaboration Reduce indirect channel support costs

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Increase partner satisfaction and ease of doing business Maximize value to your customers by enabling your partners

The types of data CRM projects collect

Responses to campaigns Shipping and fulfillment dates Sales and purchase data Account information Web registration data Service and support records Demographic data Web sales data

Customer Relationship Management (CRM) Key Business Process areas

Marketing CRM aligns marketing processes and drive customer demand using functionality to enhance management of marketing resources, segments and lists, campaigns, leads, trade promotions, and marketing analytics.

Sales
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CRM enables you to acquire, grow, and retain profitable relationships with functionality for sales planning and forecasting and the management of territories, accounts, contacts, activities, opportunities, quotations, orders, product configuration, pricing, billing, and contracts. Service CRM can drive service revenue and profitability with support for service sales and marketing. More effectively manage service orders, contracts, complaints and returns, in-house and depot repairs, warranties, resource planning, e-service, and service analytics. Functionality to support call centers, field service, and e-service provides flexible delivery options. Partner channel management With CRM you can attain a more profitable and loyal indirect channel by managing partner relationships and empowering channel partners. Improve processes for partner recruitment and management, communications, channel marketing and forecasting, collaborative selling, partner order management, channel service, and analytics for partners and channel managers. Running an interaction center Customer interaction centers are places where you meet your customer face to face. With CRM, you can maximize
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customer

loyalty,

cut

costs,

and

boost

revenue

by

transforming your interaction center into a strategic delivery channel for marketing, sales, and service efforts across all touch points. Effectively telesales, handle customer activities service, such as telemarketing, human

resources, IT support, and interaction center management.

Web channel enablement Increase sales and reduce transaction costs by turning the Internet into a valuable sales, marketing, and service channel for businesses and consumers. Increase profitability and reach new markets with a fully integrated Web channel, including support for e-marketing, e-commerce, e-service, and Web channel analytics.

Business communications management Manage inbound and outbound contacts across multiple locations and channels. Integrate multi channel communications with customer-facing business processes to

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provide customers and partners with seamless, consistent experiences across all channels, including voice, text messaging, the Web, and e-mail. Real-time offer management Turn all customer interactions into opportunities to build customer relationships and generate revenue. Plan, develop, and execute cross-selling, up-selling, and retention offers; service-level agreements; and more. Take appropriate subsequent actions to enhance customer relationships and ensure relevant and personalized customer interactions.
Trade promotion management

CRM will boost a company's brand presence and profits with visibility into and control of all trade related processes. Increase accounting accuracy of trade and financial results with back-office integration. Gain key business insights to help you optimize trade activities. Increase your trade promotion execution. success with analytics and enhanced management of trade funds, promotions, claims, and retail

Enterprise management

relationship

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Enterprise business

relationship in

management or ERM is a management beyond

method

relationship

customer relationship management. "ERM - Enterprise Relationship Management is basically a business strategy for value creation that is not based on cost containment, but rather on the leveraging of networkenabled processes and activities to transform the relationships between the organization and all its internal and external constituencies in order to maximize current and future opportunities." [Galbreath, 2002]

Need for ERM

Why do we need an Enterprise Relationship Management framework? Simply put, because relationships are becoming more and more prevalent and more integral to an organization's success. Although establishing inter-enterprise links is far from a new science, Klambach and Roussel (1999) affirm that nearly 60% of business alliances do not deliver anticipated benefits while Lovallo & Kahneman (2003) and Selden & Colvin (2003) estimate M&A (Mergers & Acquisitions) failures range between 70% and 80%. With statistics like these, the need to improve relationship success rates seems quite obvious. Many authors have addressed these issues from varying perspectives, including technology enabling a firm, reviewing or re-designing
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operational & administrative processes, and transforming the culture to one that is more adapted to collaboration. As Galbreath (2002) and Norman & Ramirez (1993) state, collaboration or rather the effective leveraging of relationship resources to create new sources of value, is a process of learning and developing new mental models and competencies as well as obtaining resources through new means/sources.

The Velox framework

Velox ERM is a product of Technology Partners. It integrates ONA - organizational network analysis, process re-design, IS/IT strategy, change management, supplier relationship management, customer relationship management, and risk and business continuity management into a comprehensive and simple framework that supports people and organizations in repeatably/consistently:

Mapping and understanding collaborative processes and networks within and across organizational boundaries

Benchmarking collaborative capability Identifying and selecting the best partners and collaborators to minimize risk and improve agility of the business network
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Understanding practices

and

deploying

collaborative

best

Aligning and leveraging new and existing business relationships to business objectives Accelerating/Facilitating culture changes. the adoption of business

change related to processes, policies, systems and Accelerating decision making resulting in improved corporate conditions. responsiveness to changing market

Business management

relationship

Business relationship management is a formal approach to understanding, defining, and supporting a broad spectrum of inter-business activities related to providing and consuming knowledge and services via networks, with an emphasis on the emergence of online networks as a primary medium through which business relationships are conducted.

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Business relationship management (BRM) is distinct from, but related to, concepts such as Enterprise relationship management and Customer relationship management. It also exceeds the scope of the limited context of describing a liaison that aligns business interests with IT deliverables. BRM seeks to provide a complete and holistic model of business relationships and business relationship value over time, in order to make the various aspects of business relationships both explicit and measurable. A mature BRM model will ultimately support both:

strategic business research and development efforts tools and techniques that implement BRM principles

BRM as a discipline seeks to enable all stakeholders to develop, evaluate, and leverage high-value relationships throughout the network.

Indicators and Drivers

The BRM concept is an outgrowth of observation and analysis of the transformational effects of certain features of the emerging network economy, including:

advances in network scale, scope, and sophistication constant disruption as the 'new normal' business dynamic

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decentralization of knowledge and the devaluation of traditional IP and increased openness of networked knowledge and decline of command and control management

The impact of these trends on business relationships provides an opportunity to discover and align both principles and practice as the foundation of a distinct discipline.

Modeling Approach
The approach to the BRM modeling process is to identify and describe various aspects of business relationships in terms of:

defined relationship types; each type having a specified purpose, associated roles, and a measurable outcome a set of processes that make up the business relationship lifecycles a set of principles that apply specifically to these lifecycle processes

Artifacts, Assets, and Products

Assets and products derived from the BRM model will eventually inform and support:

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a practice derived from applying BRM principles, analyzing iterations tools and outcomes, and refining (platform) over multiple from

methodologies

derived

successful practice that further support and optimize BRM as a discipline

BRM Relationship Types

The BRM model will identify and categorize business relationships according to type:

each

type

has by

a a

discrete unique

and

clear

purpose, of roles,

characterized

combination

functions, and activities

instances of each type can be identified, quantified, and analyzed

BRM Roles
The BRM model identifies two roles, provider and consumer; a given business by necessity participates in both roles.

BRM Lifecycles

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The concept of business relationship lifecycle and builds on interest in charting the complexities of changing values of business relationships over time in contrast to simple transactional value. BRM lifecycles include:

a macro grow and sustain cycle, characterized by oneto-many and many-to-one relationships. Activities in this cycle are more or less continuous and overlapping (include marketing, online customer/product community) and supporthave maintenance,

indeterminate outcomes

a micro engagement cycle, characterized by one-toone, discrete or transactional, with discrete cycles and negotiated outcomes

BRM Principles
Measurement and Analysis The goals of BRM require that its concepts and principles be identifiable and measurable; that is to say, given the model, a person should be able to identify the Business Relationships that they are engaged in,

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and measure them (quantity, duration). The same holds for any aspect of BRM, such as type, role, or principle. Purpose Every Business Relationship has a purpose that requires participation of multiple roles to accomplish. The purpose of a given Business Relationship is discrete and quantifiable. Reputation and Trust The BRM model should attempt to model and quantify the related concepts of Reputation and Trust. Every relationship, and every interaction within the relationship, contributes to reputation. Reputation functions to mitigates risk and reduce friction within business processes. Concern for reputation incents good behavior. Absence of trust will cause a Business Relationship to fail Governance The BRM model needs to account for and align with models of corporate governance, including business ethics, legal constraints, and social norms as they apply to business relationships. Exchange and Reciprocity The BRM model of exchange and reciprocity must extend traditional dimensions to account for not only financial exchange, but also time, money, knowledge, and reputation that are a key feature of business relationships.

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Boundaries The BRM model should define the boundaries of Business Relationships within the larger continuum of interpersonal relationships. In addition to legal and ethical (governance) issues, are there optimal levels of personal connection, and do they differ by type, role, or other attribute, the model should help define boundaries that optimize practices. effectiveness while support good governance

Conclusion
Customer relationships are the lifeblood of every good company. Relationships between a company and their customers, distributors, employees, referral sources, are vital to continued, sustained growth, and stability. Loyal relationships with these valued individuals make for a strong bottom line. Also, the promotion of the product, cause, services or any organization through various events are very vital for building a strong foundation between the client and the organization.

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CASE STUDIES
Event Management Case Study Ellis.Salsby
New company launch Brief We were asked to put together a 24 date UK launch tour to promote the creation of a brand new company in the finance sector. They were looking to move away from the traditional presentation in a conference room and wanted a cost effective different.
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and

interesting

way

of

providing

something

Solution Working in consultation with the client, the solution was to offer a specially customised coach (complete with 'wrap' which would act as transportation for key team members as well as an exhibition facility and sleeping accommodation. Working with the various speakers, we created a schedule for maximum coverage of the country and delegates registered online to attend the seminars. At each location, a meeting room was required for refreshments and the presentation and more importantly; conspicuous parking for the coach. Benefit A highly visual Company launch was achieved and successfully communicated to over 5,000 delegates.

Event

Management

Case

Study

AllOut

Marketing
Situation A manufacturer of clinical diagnostic instrumentation and assays sought to increase visibility at its 20,000-attendee
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national trade show to obtain more leads and expand booth traffic while increasing awareness of key product lines. Solution In partnering with the client, AllOut Marketing:

developed information

interactive

game

reinforcing

product

created integrated communications materials designed and produced reusable game cards implemented giveaway strategy with immediate showfloor visibility and long-term product reminder coordinated and managed on-site customer events and workshops

Deliverables By partnering with AllOut Marketing, the client received:

spectacular on-floor tradeshow buzz and excitement increased corporate visibility and product awareness as never done before constant, high booth traffic throughout the entire show, from booth opening to booth close effective pre-show mailer that delivered a high number of attendees to booth

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Measurements of Success By partnering with AllOut Marketing, the client:

drew from 750 to 1000 booth visitors per day increased hot leads by 225% was the hit of their annual key tradeshow

Customer

Relationship

Management

Case

Study - McKinsey & Company

Background A leading retail bank wanted to boost the effectiveness of its cross-selling programs. Brokers were particularly interested in identifying and reaching out to banking customers who could benefit from higher-value products like brokerage accounts, credit cards, or home equity loans. Client executives asked for a tactical CRM program that would get results in 3 to 6 months. Analysis and Teamwork We worked with our client to understand customer segment groups and historic preferences by segment. Our team developed customer profiles based on propensity-to-buy

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assessments

and

profitability

analysis,

resulting

in

prioritized list of cross-sell opportunities. We then developed support tools for frontline staff, tailored to the cross-sell efforts for each product type. Materials included a script to use when making calls, strategies for successful customer conversations, and a tracking system to record contact rates, rates of follow-up appointments, and other measures of impact. Over 7 weeks, we helped the client pilot the program in 30 branches across three regions. The team held meetings every week with area and branch managers to share results and best practices.

Results
Pilot branches opened 10 percent more brokerage accounts than no pilot branches. And home equity loan applications jumped by 20 percent. The bank achieved bottom-line impact during the fiscal year in which the pilot program was launched, with no significant systems or organizational changes. A full rollout of the program followed.

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Event management process

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a Event Handling
After the registration of a new event by a network or system management application, the operator reviews its information to determine which configuration item (CI) has failed, or is about to fail, and to find out the apparent cause of the event. Next, the operator reviews the other recently generated events to ensure that the event was not raised because the network or system management application could no longer accurately determine the CI's status due to the failure of another CI elsewhere in the infrastructure. In addition, the operator checks if the event is the result of a planned change or planned eventIf the event represents the first warning of an impending capacity shortage (e.g. because a capacity threshold has been exceeded), the operator registers a new incident request to prevent this imminent incident. The operator sets the service type to "Infrastructure Event" and ensures that the CI and the service infrastructure it supports are linked to the incident request. The operator

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assigns the incident request to the capacity manager of the service infrastructure to which the CI is linked. If the event represents the first notification of an unplanned service outage or degradation, the operator registers a new incident request of the service type "Infrastructure Restoration" for it. The operator ensures that the incident request is linked to the affected CI and service infrastructure. If the operator is able to resolve this incident request (in terms of skills, access rights and time restrictions), he/she resolves and closes it. If not, the operator ensures that the incident request gets assigned to the appropriate group. The operator closes the event after he/she has either resolved it, or assigned the incident request that he/she registered for it. Closing the event ensures that it is removed from the list of open events. The operator also closes the event if it was not the first event that was generated for a current or future incident (i.e. when an incident request had already been registered for this), or if the event represents a service degradation or outage that was planned.

Procedure 1 event handling

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Event Review
The operations manager regularly reviews all events that have been handled by the operators. He/she also considers suggestions offered by operators and specialists for the improvement of the manner in which the service infrastructures are being monitored by the network and system management applications. The operations manager does this in order to identify: monitoring jobs that generate unnecessary events, missing or ineffective automated event correlation rules, and missing or inadequate event handling instructions for the operators.

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When the operations manager has identified an improvement opportunity, he/she opens a new incident request and explains what should be changed. Having filled out the new incident request, the operations manager ensures that it gets assigned to the group that will be responsible for implementing the requested improvement.

Procedure 2, Event Review

Outage Review
The operations manager periodically reviews all high-impact incident requests (i.e. all service outages that affected multiple users). For each of these incident requests, the operations manager first determines whether or not an event was generated to notify the service provider organization of the outage.

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If an event was generated, the operations manager finds out whether or not the operator(s) followed the event handling instructions correctly. If this was not the case, the operations manager collects the information for review with the operators. If an event was not generated for the service outage, this might be correct (e.g. because it has been decided that it is too expensive to automatically monitor the service infrastructure that was affected). If an event should have been registered, however, the operations manager finds out whether this was prevented by the automated correlation rules, or because a monitoring job needs to be created or adjusted. The operations manager subsequently registers a new incident request to request a correction in the automated correlation rules or the (re)configuration of a monitoring job. After completing the review of a high-impact incident request, the operations manager reviews the next one until all of the high-impact incident requests that were resolved during the past review period have been reviewed.

Procedure 3, Outage Review

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Scope
The scope of the Event Management process is limited to events generated by network and system management tools.

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Roles & Responsibilities

The table below lists the different roles that are involved in the Event Management process, along with their respective responsibilities. Role Responsibility Operations manager Ensures that each new event gets closed in an efficient and consistent manner, as specified by the Event Handling procedure. Reviews all closed events to identify opportunities for improvement of the efficiency with which events are handled. Reviews all service outages that affected multiple users to check whether the automated monitoring functionality of the network and system management applications is working correctly, and also to make sure that the event handling tasks are carried out properly. This is done to ensure that downtime is minimized when an outage occurs. Reviews all new events. Correlates each new event with other events and with information regarding planned changes and events. Registers an incident request for each event that represents the first warning of an impending capacity shortage and assigns the incident request to the responsible capacity manager. Registers an incident request for each event that represents the first notification of an unplanned service degradation or outage and ensures that the incident request information is complete and meaningful. Assigns the incident requests for unplanned service degradations or outages to another group when this is specified in the event handling instructions or if the event handling instructions are not yet available for the type of event for which the incident requests was registered. Resolves the incident requests for unplanned service degradations or outages when this is dictated by the event handling instructions.

Operator

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KPIs
The table below lists the key performance indicators (KPIs) that have been selected for tracking the success of the Event Management process. KPI Definition Frequenc Unit y Time to close Operator resolutions
The average time it takes for an event to get from being generated to being closed.

Monthly Monthly

# of hours %

The number of incident requests that were both registered and resolved by an operator, divided by the total number of incident requests registered by operators. The number of events that have not yet been closed.

Backlog of events

Daily

# of events

Owner
The owner of the Event Management process is the Service Management CAB. This CAB is responsible for reviewing, and subsequently approving or rejecting, requests for improvement of the Event Management process and its supporting functionality in the service management application.

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