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How to Avoid Costly Mistakes and Big
 Headaches that Excedrin Can’t Help!




                                       1
   Hey, I did say “might!”

   My background:
    ◦ Themed birthday parties for my kids ~ every year
    ◦ Events for my own company for 12 years
    ◦ Events for clients such as Kodak and Xerox

   STC Program Manager for two years/Barbara
    Knight 2008. Spectrum Co-chair 2011.



                                                         2
   Develop your event based on consumer
    demand:
       * surveys
       * suggestions
       * data from past events

   Consider the “risk factors” regarding P & L




                                                  3
   Assessment

   Scoping
    ◦ Time and cost projections (“cost of goods sold”)
    ◦ Attendance projections
    ◦ Income projections (baseline, upside, downside)

   Venue arrangements
    ◦ Food, entertainment, raffles, presentations




                                                         4
   Size of event

   Target

   Competing events in your market




                                      5
   Scalability

    ◦ Venue flexibility
     *   Menu revisions
     *   “Lock-down” date
     *   Increasing/decreasing room space, menu items
     *   Volume discounts or freebies


   Event fee structure (…adequate for
    downside?)


                                                        6
   Is there a deposit required? What does it
    cover? When is it due?

   Are you required to sign a contract?
    ◦ Are you authorized to do so?
    ◦ If a written contract is not required, you are still in
      an oral contract. Get all of the details and fees in
      writing.




                                                                7
   Fees you need to inquire about:

    ◦ Room rental fees
    ◦ Food costs
    ◦ Gratuity (Standard 20% for some venues)
    ◦ Server fees for bar or food setup ($45 per hour?)
    ◦ Linen fees ($5-$7 per tablecloth, 50 cents per
      napkin?)
    ◦ Décor fees




                                                          8
   Fees you need to inquire about (cont.):

    ◦ Internet access fees
    ◦ AV fees (slide or overhead projector, screen, flip
      charts)
    ◦ Parking fees
    ◦ Promotional materials/signage fees
    ◦ Table and chair rental (if catered)
    ◦ Coat rack rental/coat room fees
    ◦ Security fees



                                                           9
   Do not forget to provide the venue with:

    ◦   Tax exempt certificate
    ◦   Certificate of insurance (if requested)
    ◦   Set-up instructions
    ◦   A list of any special food requests
    ◦   Your phone number to give to the chef or the event
        coordinator in case there are last minute changes.




                                                             10
   “Guarantees” are fees for unused
    food, rooms, etc. based on either “minimums”
    or “lock-down” dates.

    ◦ A contract is the place to START negotiations! It is a
      “suggestion” until it is signed.

    ◦ All establishments have policies, but most of them
      will be flexible to obtain business.




                                                               11
   Contract negotiations: to succeed in passing
    through, around, or over (as in a hiker
    negotiating a mountain pass)

   At its core, a negotiation is reaching an
    agreement…but sometimes you must get
    around or over policies of the venue that do
    not meet your customer needs.




                                                   12
   Things you might be able to negotiate:

    ◦ Free hotel rooms for event planners
    ◦ Donations from the venue to put into a raffle
    ◦ Free coffee or tea with a meal
    ◦ Less expensive dessert like cookies (even if those
      are not on the menu)
    ◦ Free use of the event room if you order meals
    ◦ Free speakers if you buy them dinner




                                                           13
   Things you might be able to negotiate:

    ◦ Better “lock-down” dates (Get these added to your
      contract!)

     Smaller events (up to 50 people) -- try to lock at
      24-48 hours in advance. Give updated counts at
      7, and 3 days in advance. Final lock 1 day in
      advance.

     Larger venues – Give count 2 weeks out, then 1
      week out. Lock 3-4 days before event.

                                                           14
   Publicize small community events 10 days to
    4 weeks in advance.

   Publicize larger events 2-3 months in
    advance, with increasing frequency until day
    before event.

   Use a variety of distribution channels:




                                                   15
   Social media (Facebook, Twitter, LinkedIn)

   Professional organization web sites and info
    boards

   Local and regional colleges and universities

   Professional trade shows (Digital Rochester)



                                                   16
   Direct e-mails and invitations

   Word of mouth/personal invitations

   Company contacts such as HR departments

   Event Planning mailing lists such as EventBrite

   Literature and “leave-behinds”


                                                      17
   Media (TV, radio, newspapers, magazines)

   Blogs

   Event web site (Spectrum), chapter/co. web
    sites, my STC

   Member communications



                                                 18
   Communication targets:

    ◦ Capture and maintain contact
     information and continue mailings until
     “targets” opt out (non-renewals and
     referrals)

    ◦ In business, this may refer to former
      clients or sales contacts.


                                               19
   In all publicity, include:

    ◦ Clean, motivational copy and custom
      graphics

    ◦ Perceived benefits (Why should you
      come?/What will you get out of it?)

    ◦ Motivational copy/R.O.I info for the money
      manager (Why should you send your
      employee?/How will your company
      benefit?)

                                                   20
   NOTE: It is not enough to sell the attendee
    on the event. You must “up-sell” whoever is
    paying for the event (the ultimate end–
    user).




                                                  21
   NOTE: All of the PR in the world can’t
    overcome resistance when:

    ◦ there is no money to spend to get the R.O.I.

    ◦ the perceived value is less than the price.

    ◦ there are two good choices, and the
      competing event makes a better business
      case than you do.




                                                     22
   the competing event is not a business
    event, it is a personal one.

   the weather is bad.




                                            23
   Your best publicity comes from people who
    enjoyed past events, so:

    ◦ meet everyone who attends your events if possible,

    ◦ help guests meet others who will build personal
      and business connections with them, and

    ◦ make your events fun as well as educational.




                                                           24
   Provide quality! Bad food (or sparse food)
    and run-down venues communicate, “We will
    do as little for you as possible, to improve
    our bottom line.”

   Negotiate the best value you can provide for a
    quality event. People remember a good meal
    spent with “friends.”




                                                     25
   Warm chocolate chip cookies will make you a
    hero!

   Good-bye, good luck…and let’s have fun out
    there!




                                                  26
   Marilynw@wingzcreative.com

   Marilyn.woelk@gmail.com

   @bluestoneriver




                                 27

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Providing and Marketing High-Value Programs

  • 1. How to Avoid Costly Mistakes and Big Headaches that Excedrin Can’t Help! 1
  • 2. Hey, I did say “might!”  My background: ◦ Themed birthday parties for my kids ~ every year ◦ Events for my own company for 12 years ◦ Events for clients such as Kodak and Xerox  STC Program Manager for two years/Barbara Knight 2008. Spectrum Co-chair 2011. 2
  • 3. Develop your event based on consumer demand: * surveys * suggestions * data from past events  Consider the “risk factors” regarding P & L 3
  • 4. Assessment  Scoping ◦ Time and cost projections (“cost of goods sold”) ◦ Attendance projections ◦ Income projections (baseline, upside, downside)  Venue arrangements ◦ Food, entertainment, raffles, presentations 4
  • 5. Size of event  Target  Competing events in your market 5
  • 6. Scalability ◦ Venue flexibility * Menu revisions * “Lock-down” date * Increasing/decreasing room space, menu items * Volume discounts or freebies  Event fee structure (…adequate for downside?) 6
  • 7. Is there a deposit required? What does it cover? When is it due?  Are you required to sign a contract? ◦ Are you authorized to do so? ◦ If a written contract is not required, you are still in an oral contract. Get all of the details and fees in writing. 7
  • 8. Fees you need to inquire about: ◦ Room rental fees ◦ Food costs ◦ Gratuity (Standard 20% for some venues) ◦ Server fees for bar or food setup ($45 per hour?) ◦ Linen fees ($5-$7 per tablecloth, 50 cents per napkin?) ◦ Décor fees 8
  • 9. Fees you need to inquire about (cont.): ◦ Internet access fees ◦ AV fees (slide or overhead projector, screen, flip charts) ◦ Parking fees ◦ Promotional materials/signage fees ◦ Table and chair rental (if catered) ◦ Coat rack rental/coat room fees ◦ Security fees 9
  • 10. Do not forget to provide the venue with: ◦ Tax exempt certificate ◦ Certificate of insurance (if requested) ◦ Set-up instructions ◦ A list of any special food requests ◦ Your phone number to give to the chef or the event coordinator in case there are last minute changes. 10
  • 11. “Guarantees” are fees for unused food, rooms, etc. based on either “minimums” or “lock-down” dates. ◦ A contract is the place to START negotiations! It is a “suggestion” until it is signed. ◦ All establishments have policies, but most of them will be flexible to obtain business. 11
  • 12. Contract negotiations: to succeed in passing through, around, or over (as in a hiker negotiating a mountain pass)  At its core, a negotiation is reaching an agreement…but sometimes you must get around or over policies of the venue that do not meet your customer needs. 12
  • 13. Things you might be able to negotiate: ◦ Free hotel rooms for event planners ◦ Donations from the venue to put into a raffle ◦ Free coffee or tea with a meal ◦ Less expensive dessert like cookies (even if those are not on the menu) ◦ Free use of the event room if you order meals ◦ Free speakers if you buy them dinner 13
  • 14. Things you might be able to negotiate: ◦ Better “lock-down” dates (Get these added to your contract!)  Smaller events (up to 50 people) -- try to lock at 24-48 hours in advance. Give updated counts at 7, and 3 days in advance. Final lock 1 day in advance.  Larger venues – Give count 2 weeks out, then 1 week out. Lock 3-4 days before event. 14
  • 15. Publicize small community events 10 days to 4 weeks in advance.  Publicize larger events 2-3 months in advance, with increasing frequency until day before event.  Use a variety of distribution channels: 15
  • 16. Social media (Facebook, Twitter, LinkedIn)  Professional organization web sites and info boards  Local and regional colleges and universities  Professional trade shows (Digital Rochester) 16
  • 17. Direct e-mails and invitations  Word of mouth/personal invitations  Company contacts such as HR departments  Event Planning mailing lists such as EventBrite  Literature and “leave-behinds” 17
  • 18. Media (TV, radio, newspapers, magazines)  Blogs  Event web site (Spectrum), chapter/co. web sites, my STC  Member communications 18
  • 19. Communication targets: ◦ Capture and maintain contact information and continue mailings until “targets” opt out (non-renewals and referrals) ◦ In business, this may refer to former clients or sales contacts. 19
  • 20. In all publicity, include: ◦ Clean, motivational copy and custom graphics ◦ Perceived benefits (Why should you come?/What will you get out of it?) ◦ Motivational copy/R.O.I info for the money manager (Why should you send your employee?/How will your company benefit?) 20
  • 21. NOTE: It is not enough to sell the attendee on the event. You must “up-sell” whoever is paying for the event (the ultimate end– user). 21
  • 22. NOTE: All of the PR in the world can’t overcome resistance when: ◦ there is no money to spend to get the R.O.I. ◦ the perceived value is less than the price. ◦ there are two good choices, and the competing event makes a better business case than you do. 22
  • 23. the competing event is not a business event, it is a personal one.  the weather is bad. 23
  • 24. Your best publicity comes from people who enjoyed past events, so: ◦ meet everyone who attends your events if possible, ◦ help guests meet others who will build personal and business connections with them, and ◦ make your events fun as well as educational. 24
  • 25. Provide quality! Bad food (or sparse food) and run-down venues communicate, “We will do as little for you as possible, to improve our bottom line.”  Negotiate the best value you can provide for a quality event. People remember a good meal spent with “friends.” 25
  • 26. Warm chocolate chip cookies will make you a hero!  Good-bye, good luck…and let’s have fun out there! 26
  • 27. Marilynw@wingzcreative.com  Marilyn.woelk@gmail.com  @bluestoneriver 27