event management & relationship management

8/3/2019 Event Management & Relationship Management

1/40

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 & ResponsibilitiesKPIs

Owner

Relationship Management

Customer Relationship Management

(CRM)

CRM Software

1


2/40

Advantages of CRM

The types of data CRM projects collect

Customer Relationship Management (CRM) Key

Business Process areas

Enterprise relationship

management

Need for ERM

The Velox framework

Business relationship

management

Indicators and Drivers

Modeling Approach

Artifacts, Assets, and Products

BRM Relationship Types

BRM RolesBRM Lifecycles

BRM Principles

Conclusion

2


3/40

Event management

Event management is the application of the management

practice of project management to the creation and

development offestivals, 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.). Eventsand festivals, such as the Asian Games, have a large impact

on their communities and, in some cases, the whole country.

3
http://en.wikipedia.org/wiki/Managementhttp://en.wikipedia.org/wiki/Festivalhttp://en.wikipedia.org/wiki/Brandhttp://en.wikipedia.org/wiki/Target_audiencehttp://en.wikipedia.org/wiki/Concepthttp://en.wikipedia.org/wiki/Logisticshttp://en.wikipedia.org/wiki/Technicalhttp://en.wikipedia.org/wiki/Asian_Gameshttp://en.wikipedia.org/wiki/Managementhttp://en.wikipedia.org/wiki/Festivalhttp://en.wikipedia.org/wiki/Brandhttp://en.wikipedia.org/wiki/Target_audiencehttp://en.wikipedia.org/wiki/Concepthttp://en.wikipedia.org/wiki/Logisticshttp://en.wikipedia.org/wiki/Technicalhttp://en.wikipedia.org/wiki/Asian_Games


4/40

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 launches to press conferences,

companies create promotional events to help them

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 totheir events and reach them at the actual event.

Services of Event Management Companies

4
http://en.wikipedia.org/wiki/Olympicshttp://en.wikipedia.org/wiki/Industryhttp://en.wikipedia.org/wiki/Charitable_organizationhttp://en.wikipedia.org/wiki/Societyhttp://en.wikipedia.org/wiki/Strategic_marketinghttp://en.wikipedia.org/wiki/Strategic_marketinghttp://en.wikipedia.org/wiki/Communicationhttp://en.wikipedia.org/wiki/News_mediahttp://en.wikipedia.org/wiki/Olympicshttp://en.wikipedia.org/wiki/Industryhttp://en.wikipedia.org/wiki/Charitable_organizationhttp://en.wikipedia.org/wiki/Societyhttp://en.wikipedia.org/wiki/Strategic_marketinghttp://en.wikipedia.org/wiki/Strategic_marketinghttp://en.wikipedia.org/wiki/Communicationhttp://en.wikipedia.org/wiki/News_media


5/40

Event management companies and organizations service a

variety of areas including corporate events (product

launches, press conferences, corporate meetings and

conferences), marketing programs (road shows, grand

opening events), and special corporate hospitality events

like concerts, award ceremonies, film premieres,

launch/release parties, fashion shows, commercial events,

private (personal) events such as weddings and bar

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

5
http://en.wikipedia.org/wiki/Corporate_hospitalityhttp://en.wikipedia.org/wiki/Weddingshttp://en.wikipedia.org/wiki/Bar_mitzvahshttp://en.wikipedia.org/wiki/Bar_mitzvahshttp://en.wikipedia.org/wiki/Teamshttp://en.wikipedia.org/wiki/Corporate_hospitalityhttp://en.wikipedia.org/wiki/Weddingshttp://en.wikipedia.org/wiki/Bar_mitzvahshttp://en.wikipedia.org/wiki/Bar_mitzvahshttp://en.wikipedia.org/wiki/Teams


6/40

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, audio-

visual production, scriptwriting, logistics, budgeting,

negotiation and, of course, client service. It is a multi-

dimensional 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,''

6
http://en.wikipedia.org/wiki/Logisticalhttp://en.wikipedia.org/wiki/Audio-visualhttp://en.wikipedia.org/wiki/Audio-visualhttp://en.wikipedia.org/wiki/Logisticshttp://en.wikipedia.org/wiki/Logisticalhttp://en.wikipedia.org/wiki/Audio-visualhttp://en.wikipedia.org/wiki/Audio-visualhttp://en.wikipedia.org/wiki/Logistics


7/40

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, Conventionsand 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, BudgetingTool etc

Education

7
http://en.wikipedia.org/wiki/Event_planninghttp://en.wikipedia.org/wiki/Event_planning


8/40

There are an increasing number ofuniversities which offer

Graduate Degree/Diploma in Event Management, especially

in the UKwhere 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.

8
http://en.wikipedia.org/wiki/Universitieshttp://en.wikipedia.org/wiki/UKhttp://en.wikipedia.org/wiki/Certificatehttp://en.wikipedia.org/wiki/Diplomahttp://en.wikipedia.org/wiki/Academic_degreehttp://en.wikipedia.org/wiki/Masters_degreehttp://en.wikipedia.org/wiki/Industryhttp://en.wikipedia.org/w/index.php?title=National_Student_Events_Conference&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=National_Student_Events_Conference&action=edit&redlink=1http://en.wikipedia.org/wiki/Universitieshttp://en.wikipedia.org/wiki/UKhttp://en.wikipedia.org/wiki/Certificatehttp://en.wikipedia.org/wiki/Diplomahttp://en.wikipedia.org/wiki/Academic_degreehttp://en.wikipedia.org/wiki/Masters_degreehttp://en.wikipedia.org/wiki/Industryhttp://en.wikipedia.org/w/index.php?title=National_Student_Events_Conference&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=National_Student_Events_Conference&action=edit&redlink=1


9/40

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.

9
http://en.wikipedia.org/wiki/Non-profit_organizationhttp://en.wikipedia.org/wiki/Non-profit_organization


10/40

Customer Relationship Management

(CRM)

What is CRM?

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

10


11/40

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 ElectronicSurveys, Polls, Questionnaires and enables understand

customer preferences.

Customer Service

Call Center Software

Help Desk Software

Partner Relationship Management

Contract Management Software:

Contract Management Software enables an

enterprise to create, track and manage

partnerships, contracts, agreements.

Example: Upside Software, Accruent Software,

diCarta, I-Many.

Distribution management Software

11


12/40

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

12


13/40

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

13


14/40

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

14


15/40

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-houseand 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 indirectchannel 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

15


16/40

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 handle activities such as

telemarketing, telesales, customer service, 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

16


17/40

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 andensure 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 resultswith back-office integration. Gain key business insights to

help you optimize trade activities. Increase your trade

promotion success with analytics and enhanced

management of trade funds, promotions, claims, and retail

execution.

Enterprise relationship

management

17


18/40

Enterprise relationship management or ERM is a

business method in relationship management beyond

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 network-

enabled 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

18
http://en.wikipedia.org/wiki/Relationship_managementhttp://en.wikipedia.org/wiki/Customer_relationship_managementhttp://en.wikipedia.org/wiki/Relationship_managementhttp://en.wikipedia.org/wiki/Customer_relationship_management


19/40

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

19
http://en.wikipedia.org/wiki/Organizational_network_analysishttp://en.wikipedia.org/w/index.php?title=Process_re-design&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=IS/IT_strategy&action=edit&redlink=1http://en.wikipedia.org/wiki/Change_managementhttp://en.wikipedia.org/wiki/Supplier_relationship_managementhttp://en.wikipedia.org/wiki/Supplier_relationship_managementhttp://en.wikipedia.org/wiki/Customer_relationship_managementhttp://en.wikipedia.org/w/index.php?title=Risk_and_business_continuity_management&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=Risk_and_business_continuity_management&action=edit&redlink=1http://en.wikipedia.org/wiki/Organizational_network_analysishttp://en.wikipedia.org/w/index.php?title=Process_re-design&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=IS/IT_strategy&action=edit&redlink=1http://en.wikipedia.org/wiki/Change_managementhttp://en.wikipedia.org/wiki/Supplier_relationship_managementhttp://en.wikipedia.org/wiki/Supplier_relationship_managementhttp://en.wikipedia.org/wiki/Customer_relationship_managementhttp://en.wikipedia.org/w/index.php?title=Risk_and_business_continuity_management&action=edit&redlink=1http://en.wikipedia.org/w/index.php?title=Risk_and_business_continuity_management&action=edit&redlink=1


20/40

Understanding and deploying collaborative best

practices

Aligning and leveraging new and existing business

relationships to business objectives

Accelerating/Facilitating the adoption of business

change related to processes, policies, systems and

culture changes.

Accelerating decision making resulting in improved

corporate responsiveness to changing market

conditions.

Business relationshipmanagement

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.

20


21/40

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

21
http://en.wikipedia.org/wiki/Enterprise_relationship_managementhttp://en.wikipedia.org/wiki/Enterprise_relationship_managementhttp://en.wikipedia.org/wiki/Customer_relationship_managementhttp://en.wikipedia.org/wiki/Network_effecthttp://en.wikipedia.org/wiki/Enterprise_relationship_managementhttp://en.wikipedia.org/wiki/Enterprise_relationship_managementhttp://en.wikipedia.org/wiki/Customer_relationship_managementhttp://en.wikipedia.org/wiki/Network_effect


22/40

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:

22


23/40

a practice derived from applying BRM principles,

analyzing outcomes, and refining over multiple

iterations

tools and methodologies (platform) derived from

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 a discrete and clear purpose,

characterized by a unique combination of roles,

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

23


24/40

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 one-

to-many and many-to-one relationships. Activities in

this cycle are more or less continuous and overlapping

(include marketing, customer/product support-maintenance, online community) and have

indeterminate outcomes

a micro engagement cycle, characterized by one-to-

one, 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,

24


25/40

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 therelationship, 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.

25
http://en.wikipedia.org/wiki/Corporate_governancehttp://en.wikipedia.org/wiki/Reciprocity_(social_and_political_philosophy)http://en.wikipedia.org/wiki/Corporate_governancehttp://en.wikipedia.org/wiki/Reciprocity_(social_and_political_philosophy)


26/40

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 effectiveness while support good governance

practices.

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.

26


27/40

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 financesector. They were looking to move away from the traditional

presentation in a conference room and wanted a cost

effective and interesting way of providing something

different.

27


28/40

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

28


29/40

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 interactive game reinforcing product

information

created integrated communications materials

designed and produced reusable game cards

implemented giveaway strategy with immediate show-

floor 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

29


30/40

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

30


31/40

assessments and profitability analysis, resulting in a

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 30branches 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.

31


32/40

Event management process

32


33/40

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 theevent 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

33


34/40

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 wasgenerated 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

34


35/40

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 managementapplications. 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.

35


36/40

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.

36


37/40

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

37


38/40

ScopeThe scope of the Event Management process is limited to eventsgenerated by network and system management tools.

38


39/40

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 theEvent 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 monitoringfunctionality of the network and system management

applications is working correctly, and also to makesure that the event handling tasks are carried outproperly. This is done to ensure that downtime is

minimized when an outage occurs.

Operator Reviews all new events.

Correlates each new event with other events and withinformation 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 theresponsible capacity manager.

Registers an incident request for each event thatrepresents the first notification of an unplanned

service degradation or outage and ensures that the

incident request information is complete andmeaningful.

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 wasregistered.

Resolves the incident requests for unplanned service

degradations or outages when this is dictated by the

event handling instructions.

39


40/40

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

y

Unit

Time to close The average time it takes for an event to getfrom being generated to being closed.

Monthly # of hours

Operatorresolutions The number of incident requests that wereboth registered and resolved by an

operator, divided by the total number of

incident requests registered by operators.

Monthly %

Backlog of

events

The number of events that have not yet

been closed.

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, requestsfor improvement of the Event Management process and its supporting functionality in the

service management application.

event management & relationship management

Documents