rdm event management guide full

1

Event Management Guide v.1.5

Event Management Guide

Version 1.5

A fresh perspective

2 Event Management Guide v.1.5

Contents

1. Introduction ............................................................ 3

2. Event selection and the Conference Diary .................. 4

3. Aims and objectives for an event .............................. 6

4. Campaign and event messaging .............................. 7

5. Event types ............................................................. 8

6. Event team roles .................................................... 10

7. Event checklist ....................................................... 12

8. Activity planning, timeline and monitoring ................ 23

9. Budget and expenditure ......................................... 33

10. At the event .......................................................... 34

11. Post-event activity ................................................. 38

Appendix A: Roles ...................................................... 44

Appendix B: Sample event checklist ............................... 53

Appendix C: Sample activity plan ..................................63

Appendix D: Sample budget proposal........................... 66

Appendix E: Sample lead forms .................................... 74

Notes ........................................................................ 76

Tables Table 1: Event types and characteristics .......................................... 8

Table 2: Examples of package variations ....................................... 14

Table 3: Activity plan resource sheet (part i) .................................. 67

Table 4: Activity plan resource sheet (part ii) ................................. 68

Table 5: Basic activity plan expenditure proposal and cash forecast . 69

Table 6: Detailed budget proposal and cash flow forecast .............. 70

Table 7: Sample lead form ......................................................... 75

Figures Figure 1: Event planning pathway .................................................. 3

Figure 2: Event attractiveness assessment ....................................... 4

Figure 3: Defining the value proposition .......................................... 7

Figure 4: Event roles in the event management value chain ............... 10

Figure 5: Sample planning chart .................................................. 24

Figure 6: Planning steps ............................................................. 25

Figure 7: Basic budget planning process ...................................... 33

© Rough Diamond Marketing Limited. 2014-2015. All rights reserved.

3 Marketing Management

1. Introduction

Event planning can be complex even for the smallest of gatherings. The sheer number of variables and people involved from multiple

departments, disciplines and even companies, all asked to deliver on time and at the same time, can make events rather confusing

and difficult to manage. However, by managing the event centrally and gaining all-party agreement and commitment to a shared

plan with clear timings, budgets and resources even the largest of conferences can be handled effectively and efficiently.

The aims of this guide are to provide a suggested

pathway for planning events, a reference document

to help managers navigate the complexities of event

management and sample templates for recording

and sharing event data, which can be adapted to

suit your needs. In fulfilling these aims the guide will

help to ensure you make most of the opportunity an

event provides and maintain an acceptable level of

return on your investment or other suitable level of

qualitative measure.

There are many different types of event (see Section

5) a company can become part of e.g. as a key

sponsor, sole organiser, small sponsor, thought

leadership provider, support partner or even just as

a delegate The assumption made in this document is

that in whatever capacity the company is attending

the event there is always a promotional outlet for the

company’s offerings and services.

Figure 1 illustrates the pathway that can help a company develop its events tactical action plan and indicates the applicable sections

in this document.

Figure 1: Event planning pathway


2. Event selection and the Conference Diary

One of the most useful activities and a priority of event management is to

compile a list of events that are happening throughout the year in the

market segments the company is operating in or targeting. For each event,

take note of the following:

Date

Time

Venue

Format

Theme

Delegate profiles and numbers

Competitor activity

Experience at previous events (if available)

Contractual and budgetary requirements

Sponsorship packages

Plot all of the events you discover on a calendar or Gantt chart and carry

out a quick SWOT analysis1 for each. This will help you to make an

informed decision on whether to attend, sponsor or avoid the event based

on its appropriateness for the company, fit with the marketing strategy,

timeliness and competitive advantage over other events.

The matrix shown in Figure 2 can also help to prioritise events and indicate the appropriate level of investment and sponsorship. The

size of the event marker can indicate the number of expected qualified leads or expected return on investment (ROI). Once assessed

a list of events can be built into a Conference Diary which should be shared at the earliest possible opportunity.

1 SWOT = (Strengths, Weaknesses, Opportunities and Threats). SWOT analysis is a fairly common tool used in marketing situationa l analysis to summarise the internal strengths and

weaknesses of a product or service (as seen through the customers eyes) and the external opportunities and threats that are expected to affect the successful sale of the product or service in

the target market place. Typically strengths and weaknesses are factors over which the company has control whilst opportuniti es and threats are generally outside of the company’s

governance. For more information on SWOT analysis please contact Rough Diamond Marketing [email protected]

Figure 2: Event attractiveness assessment

In

tere

st t

o t

he

clie

nt

Hig

h

Invest in event

Consider:

Partnership

Low

Consider:

Attending as a

delegate

Avoid

High Low

Attractiveness to the company

mailto:[email protected]


Occasionally opportunistic events do arise but before committing to these events it is worth evaluating their benefit and impact on the

overall marketing strategy. The company should only consider sponsoring them if they are strategically advantageous, likely to cement

important relationships and are likely to lead to profitable activity.

A Conference Diary can also become useful when planning company specific events to ensure that the target audience will not already

be elsewhere e.g. during major holidays, at a well-established major conference or peak customer client buying periods (e.g. end of

financial year).

Once collated and the events assessed, the Conference Diary becomes a root source of information on the most appropriate and most

likely events to achieve the desired goals selected (see Section 3 for more information on setting aims and goals).


3. Aims and objectives for an event

The aims and objectives of the company’s attendance at or sponsorship of an event should be clear, recorded and shared so that the

success or failure of the event can be measured and recommendations for the future made.

The aims and objectives should reflect the qualitative aims of the overall marketing strategy e.g. “raise awareness amongst a specific

target group” and include tangible, measureable key performance indicators such as:

The number of visitors to the stand.

This measure is not generally useful as many visitors could attend but few sales or marketing targets be

achieved, or alternatively, few visitors could attend but each one purchases a product.

The number of visitors to the stand that are converted to qualified leads.

What constitutes a qualified lead will depend on your definition and sales process but it is usually a person

that has the interest and authority to make or heavily influence a purchasing decision within a target

organisation.

The number of enquiries about a product or service from indirect customers or stakeholders e.g.

professional bodies, the press, regulatory authorities.

This measure indicates raised awareness even if it doesn’t reflect immediate sales opportunities.

The comparative cost of event vs. the number of qualified leads.

The cost of event vs. expected number and value of sales that will be influenced by the event.

The number and quality of responses to market research surveys.

Post-event brand recognition – checked by survey.

The quality and quantity of post-event collateral that can be generated.

For use in future promotions, e.g. videos, photographs, interviews, market research, blog content etc.

Press coverage – publication, time and column inches.

Whatever the chosen aims, objectives and measurable performance indicators are they need to be recorded and shared throughout

the event team to ensure everybody is focussed on achieving the same goals.


4. Campaign and event messaging

As with all marketing and sales activities, events should reflect the messages associated with the campaign, branding, product or

service under promotion. Sometimes specific messages are necessary for an event but these should reflect and not detract or diffuse

the brand or offering messages.

If not already created in the marketing plan or campaign strategy, follow the steps below to help develop the value proposition(s)

for an offering and the correct messaging for an event.

Identify features List its distinctive attributes or functions – (bear in mind features can be product, package and / or

delivery based)

Assess importance of

features

How important is it to do it the way your features do it compared to other methods of achieving the

same thing?

Identify unique features What does the offering have that nobody else’s has?

Is it a single feature or a combination of features?

Determine the benefits of

the features

What are the outcomes for your customer if they use your features?

Which three of those benefits are most important to your customers?

Articulate the value

proposition

Spell out the three key benefits of your product or service offering to the customer in a short

statement

Figure 3: Defining the value proposition


5. Event types

There are a number of different managed event formats to suit different purposes and they all have specific requirements. However,

here are some simple classifications to help distinguish the types of event:

Table 1: Event types and characteristics

Type 5.1. Exhibition 5.2. Conference 5.3. Symposium

Format Hall or room with vendors displaying their

offerings in a booth or stand – similar to a

market place

Format typically consists of presentations

followed by questions from the audience.

Conferences can be a single large meeting

(plenary session) or made up of smaller

events happening simultaneously.

A smaller meeting to discuss a particular

topic. Can be part of a conference or an

event in its own right. Generally less formal

than a conference.

Target Audience

Typically a large representation of a target

market segment or attendees at

complementary event.

Used often by organisations and associations

for regular meetings

Groups of delegates interested in sub-

segments of the market or specialised areas.

Organiser Objectives

To give parties interested in similar products

and services the opportunity to interact with

vendors and compare offerings in one place

and time.

To present new ideas, inform debate and

challenge assumptions.

Votes on issues may also be taken, recorded

and published.

To enable delegates to talk in detail about

their topics in a slightly more relaxed

environment than a conference. To

encourage debate and education.

Sponsor Requirements

Good booth or stand position in relation to

the likely “footfall” of the target delegates.

Attractive stand to differentiate offering from

others and draw people to the stand

Attractive event theme to draw customers in.

Acknowledged in the agenda, at the

conference venue and in the delegate

materials.

Mention in the opening speeches.

Participation in a presentation (if appropriate)

Ability to present offerings in an exhibition or

small stand.

Acknowledged in the agenda, at the venue

and in the delegate materials.

Participation in a symposium.


small stand outside of the meeting.

Competitor Targets

Sales

Qualified Leads

Raised awareness of offerings

Support for partners

To raise awareness amongst the

membership.

To show support for the industry /

organisation / association.

To show support for the industry/

organisation. To be associated with a

particular topic.


Table 1: Event types and characteristics (continued)

Type 5.4. Seminar 5.5. Workshop 5.6. Roundtable

Format A smaller meeting to discuss a particular

topic headed by a Key Opinion Leader with

subject matter ‘students’ contributing to the

discussion. Can be part of a conference or

an event in its own right.

A highly focussed event of a small group of

experts in a given field brought together to

discuss a problem in detail or to hone skills

and techniques.

A focussed event of a small group of experts,

typically keynote speakers, brought together

to discuss and debate a topic in detail. The

roundtable suggests all are equal and so

have an equal opportunity to contribute.

Target Audience

Key Opinion Leaders and students of the

specific topics.

Market segment leaders, Key Opinion

Leaders

Academics

Multidisciplinary team of experts

Market segment leaders, Key Opinion

Leaders

Academics

Multidisciplinary team of experts

Organiser Objectives

To give students the opportunity to present

their thoughts and ideas and have them

critiqued by their peers and Key Opinion

Leaders in a learning environment without

having to face a larger audience.

To gather significant thought leaders

together to obtain an output which will

benefit the market segment and or industry.

To obtain high-level inputs from experts from

different backgrounds.

To gather significant thought leaders

together to obtain an output which will

benefit the market segment and or industry.

To obtain high-level inputs from experts from

different backgrounds.

Sponsor Requirements



Observational Participation in the seminar.





Observational Participation in the workshop.





Observational Participation in the workshop.



Competitor Targets


organisation at grass roots. To be associated

with a particular topic.


organisation at the highest levels. To be

associated with a particular topic.


organisation at the highest levels. To be

associated with a particular topic.

NB: the remainder of this guide assumes there is exhibition or stand space available at every event.


6. Event team roles

Several roles need fulfilling in order to facilitate the smooth preparation of an event either as a sponsor or as an organiser. Please do

not confuse roles with job titles; the responsibilities of a role should be given to those most able and with the greatest capacity to

carry them out. Roles may need to be combined or shared depending on resources but they should always be duplicated in case o f

emergency.

Executive Sponsor

Marketing Manager (Corporate / Strategic)

Event Planner / Tactical Manager

Database Manager Designer Web Manager Proofreader PR ManagerSocial Media

Manager

Inbound

Target Customers

Offering

Event Opportunity

Operations

Planning &

Budgeting

Messaging

Segmentation

Channel -

Identification

Collateral Design

Stand Design

Presentation -

materials

Outbound

Tactical planTarget Database

Collateral -Generation

Presentation -Materials

PR CampaignStand EquipmentConference DiaryPromotional Gifts

Pre Event

Delegate Invites & KOL recruitment

Sales team promoWebsite links and registration pagesCollateral support

PR CampaignSocial Media

CampaignStand Logistics

At Event

Stand buildCollateral SupplyGiveaway supply

Sales - networkingSMEs1 - customer support / demo /presentationsSocial Media

Lead collectionLead qualification

Competitor Analysis

Post Event

Stand report

Follow up qualified -leads

Social media & PR -awareness -campaigns

Stand equipment -check

Event and Stand Logistics

Admin. Sales & Marketing Support

SalesStand ChampionSubject Matter Experts

Figure 4: Event roles in the event management value chain


At the heart of all of these roles is the need to ensure that the company sends the right messages, through the appropriate channels,

at the right time. This will help to maximise the customer facing time of the Subject Matter Experts and Sales Teams and help them

capture future commitment from the customer.

Appendix A: Roles provides a generic list of the typical roles and responsibilities required for a successful event. Names, terminology

and emphasis may change based on the event type, organisational resources available and marketing campaign(s). However, the

core responsibilities remain.


7. Event checklist

An event checklist is useful to help collate information, track activities and inform the event team of the arrangements. The number of

individuals involved, even with the most basic of events, can be significant so a shared aide memoire in the form of a checklist can

help significantly. It also serves as a useful reference tool for storing information that a diary or Gantt chart cannot communicate.

Appendix B: Sample event checklist contains a checklist that can be adapted for use. The following section lists some of the content

required in more detail.

7.1. Dates

Inform all stakeholders of the event dates, including setup and breakdown times, as quickly as possible to ensure they allocate their

time accordingly. A shared activity plan leading up to the event will also focus the efforts of the team members involved at the

appropriate times (see Section 8).

7.2. Venue

Whether the venue is organised by the company for an internal event or by a contract organiser for an association event, the venue

is key. Without a venue, there is no event; booking the venue should always be a priority. Some key considerations when looking at

a venue:

Is the size, layout and number of rooms suitable for the expected number of delegates and any exhibition area?

Is there easy access for delegates (of all abilities)?

Is there suitable lighting and electricity supply available?

What time are venue rooms accessible?

What time is the venue to be vacated?

Is there Internet access / Wi-Fi available?

Are the staff comfortable with supporting events?

Are there other events occurring at the same time in different rooms at the same venue?

Is there AV support available?

Is there storage space available for stand equipment, collateral and packaging?


How well is the venue connected to the transport network?

Is there accommodation available if required? Is it convenient for the venue?

Are there any rooms available for breakout sessions or private meetings?

Are there carpets, tiles, wooden or concrete floors?

How much does it cost and how do these costs compare with other venues or events?

7.3. Organisers

Record and share the names, roles and contact details of key personnel in the event organiser company/association

When communicating between the company and the organisers always have one person in each entity responsible for liaison.

Whilst those points of contact may not have all the answers they can ensure that responses are timely, coordinated and shared

appropriately. The alternative is to have individuals contacting individuals ad hoc; as the number of roles in a single organisation can

be significant, across two organisations it would be almost impossible to coordinate.

7.4. Theme

The theme of an event, particularly if not in the company’s control, can have a significant impact on the messaging and on the

delegate attendance from the target market segment. If you are running your own event then make sure that the theme is reflective of

the messaging. If, on the other hand, you are sponsoring an event, ensure that the event and theme of the event fit into your

marketing or campaign strategy.

Highlight the event and campaign themes to the event team to ensure consistency through communication and collateral materials.

7.5. Format

Again, the format of the event can have a significant impact on the messaging required. The format will also dictate the number and

quality of expected delegates at the event leading directly to the level of investment that is appropriate to sponsor or organise such

an event. See Section 5 (page 8) for a list of the different types of event and their characteristics.

Record and make clear to others the format of the event so that expectation levels can be set amongst the event team.


7.6. Package

When sponsoring an event through another company typically a choice of packages is on offer. These packages will include varying

levels of support and/or access to the delegates. Table 2 shows examples of the types of levels offered by event organisers.

Table 2: Examples of package variations

Gold Silver Bronze

Staff Passes 4 2 2

Guest Passes 4 2 0

Stand Space 6x4m 3x2m 3x2m

Stand Location Main refreshment area Side refreshment area Side room

Promotional assistance Logo in prominent positions

throughout the venue.

Recognition in the Chairman’s

speech.

Full company and offering

description in programme,

delegate materials, web space.

Target mailshot campaign – dual

branded.

Access to full delegate list.

Side symposium for a lunch time

meeting.

Logo and short description in

delegate materials.

Access to delegate list after the

event.

Logo and short description in

delegate materials.

Additional offers Access to the plenary sessions Access to the plenary sessions Discount on plenary session access

Select the appropriate package, record and relay to the event team so that any variations negotiated, costs, service levels and

material benefits are exploited before and during the event.

Packages of this type are normally subject to contract. Before signing check the contract before signing for cancellation clauses and

rights of redress should the event not occur as planned.


It is typical for event organisers to request a percentage of the payment up front, if not all of it. However, ensure that within the

contract there is a means by which some or all of this cost is recouped should the planned event not occur as described. Alternatively

consider taking out event insurance to cover the cost of the event preparation, booking and lost opportunity.

7.7. Objectives and key performance indicators

Record and share the main aims and objectives of an event. This will focus the event team’s activity and decision-making. See

Section 3 for typical examples of overall objectives and specific key performance measurements.

7.8. Key messages

Knowing the theme, format and reasons for wanting to attend, sponsor or create an event helps the event team ensure that the

messages used are consistent and appropriate. See Section 4 for message creation.

7.9. Key offerings

Typically, events are selected to support the promotion of a particular company’s offerings. However, there are occasions – such as

industry wide meetings - where the company’s presence can be more important than their offerings. Understanding which offerings

are appropriate for an event will again help to focus the message, collateral production, stand requirements and stand layout .

7.10. Target delegate profiles

Identify within the checklist the target market segment and target delegate profile. This will inform messaging, collateral production

and database creation. Create the target database and make sure sales management sign it off to ensure that it is up to date and

that any promotions will not interfere with current sales activity.

Request a delegate list from the organisers. If it is not possible for this event try to get the list from a previous event (if one was run). It

may need updating but could reduce database generation time significantly.

7.11. Agenda / Stand Diary

Try to get an advanced copy of the event agenda or programme to ensure the timings and theme of the event have not changed.

Also record your teams planned activities e.g. client meetings, key times and stand events in a diary format so that everybody in the


team is aware of events and the whereabouts of others for resource management. It is always worth including or attaching a copy of

the event agenda in the Sand diary.

7.12. Staffing and badges

Once the Conference Diary has been set, try to allocate the appropriate member of staff to each event to give them time to prepare

and plan. Staffing may change, of course, but if it is recorded and shared the event team will know who to support, with what and

when.

Depending on the package (see Table 2) or negotiated contract with the event organisers the number of staff and guest access

badges allowed will determine who can attend the event and when.

Firstly, ensure your key roles are able to attend i.e. Sales, Stand Champion, Subject Matter Expert(s) and Admin Sales and Marketing

support. This may mean that one or two people have to take on two or three roles so make it clear who is responsible for what

leading up to the event.

Secondly, if you have guest passes make sure the most appropriate KOL/Thought Leaders for the offering and event are available

and recruited. These can help to reinforce the message, act as references during the event and attract other decision makers.

Note any additional badge/pass requirements for management or ancillary staff.

Create and share a central Stand Diary outlining who will attend on what dates and times and what their roles will be during those

times. Do not forget to add rest breaks in for staff – particularly at open exhibitions that can last for many hours. Within the Stand

Diary include any planned customer meetings or activities of interest but always ensure that the exhibition stand is sufficien tly manned

during the appropriate times.

It is also worth adding into the diary the activities shown in the events agenda such as networking and refreshment breaks, lunch

times, exhibition opening hours, sessions of relevance to the offering and stand breakdown times.


7.13. Delegate fees

Determine if the delegate has to pay to attend the event or if it is free entry. The delegate fees serve to indicate the value of an event

to the target customer base and the organisers’ strategy for delegate numbers. High delegate fees usually indicate exclusivity and

therefore few target delegates whilst free entry suggests an event with broader appeal.

For events with high delegate fees there may be an opportunity for a company to support key customers and opinion leaders through

sponsorship. However, care should be taken to ensure that this is not perceived as an inducement or bribe.

7.14. Staff and guest accommodation and transport

To avoid lost opportunities and reduced staffing levels ensure that both staff and guests have access to appropriate transport and, if

necessary, accommodation during the event. There should be no reason, outside of injury or illness, family crisis, major

environmental or political emergency, for allocated staff not to be present at a planned event. Communicate the arrangements

within the checklist.

7.15. Exhibition stand

Within the checklist record as much about the stand as possible including:

Size (length, width, height).

Position in the room/venue – relative to refreshments, seating areas, entrances, exits, pathways, power supplies,

other exhibitors and facilities. Include a map/diagram where possible.

Design and layout – include CAD and graphic profiles where possible.

Equipment provided by the event organisers/venue.

Record colour and style – use photographs where possible.


List the equipment required by event team including:

Graphics.

Pull-ups/pop-ups/panels/banners.

Lighting.

Flooring.

Screens.

Electrical outlets.

Power adapters.

Chairs.

Tables.

Table coverings.

Plinths.

Shelving.

Display cabinets.

Storage units.

Literature stand.

Computer equipment.

Cabling.

Software.

Hardware.

Admin stationery.

Lead capture forms/hardware.

Giveaways and promotions.

Signage.

Stand Diary.

List any details for the stand build and breakdown logistics:

Delivery address and contact details.

Transport access.

Opening and closing times.

Insurance.

Health and safety requirements.

Ceiling heights.

Flooring.


7.16. Collateral requirements

It is essential that a list of the collateral needed for the event, existing and to be created, is generated and added to the checklist. This

will help with budgeting and planning later on and will ensure that the correct support tools with the correct messages will be present

at the event. A typical (but not exhaustive) collateral list for an event would include:

Brochures / Sales Sheets / Technical specification sheets (printed).

Thought leadership pieces / supporting evidence (printed and electronic).

Mailshot content.

Advertising content.

Delegate pack entry content.

Digital presentations (on screen/on device).

Web presence;

Banners (web and email signatures).

Links.

Microsites;

Collateral download pages.

Registration pages.

Social Media;

Blogs.

Formatted content for Twitter / Facebook / LinkedIn etc.

PR Campaign;

Plan and content.

Channels.

Timing.

External agency details.

Internal communication content;

Newsletters.

Sales emails.

Promotional items and giveaways.


Whatever the message, content or channel, always ensure that the designer is fully briefed on the output media for the collateral to

ensure compatibility.

For print items: follow printers instructions but typical requirements include:

Images;

General print A4 or smaller >300 dpi resolution.

A3 or greater >600 dpi.

Large banners and stand graphics should be 1200-6000 dpi.

CYMK colour profiles.

Suitable bleed on the page to prevent cutting errors.

Specify page order.

Ensure fonts are licenced correctly.

Appropriate file formats – e.g. PC/MAC - High quality PDF, AI, PSD, AID.

Spelling and grammar.

For on screen digital presentations: typical requirements include:

Images;

Laptop screen to 46” plasma screen>72 – 300 dpi resolution.

Projected slide show for presentations >600- 1200 dpi.

Resolutions;

1024 x 768 minimum.

Check projector specifications and match resolutions for best results.

RGB colour profiles;


Appropriate file formats – e.g. MS PowerPoint, PDF, Adobe Captivate.



For on screen web presentations: typical requirements include:

Images;

>72 – 200 dpi resolution.

Resolutions;

Check target device specifications i.e. desktop, laptop, tablet, mobile phone, and have separate matching

resolutions for best results.

RGB colour profiles.


Appropriate browser capable formats.

Bug free coding.

Correct and working hyperlinks.


For Social Media: follow platform owners instructions however typical requirements include:

Images;

>72 – 200 dpi resolution.



Appropriate browser capable formats.

Blogs – ensure copy is good, place key messages at the beginning then more in-depth information further down the

page, all hyperlinks are correct and work.

LinkedIn – ensure images are sized correctly, text is written with the key message visible, and hyperlinks work

correctly.

Facebook - ensure images are sized correctly and text is written with the key message visible.

Twitter – text is written with the key message visible (within 140 characters) and hyperlinks work correctly.

Pinterest – suitable images at the correct resolution, hyperlinks work correctly.



For press releases: typical requirements include:

Images;

General print A4 or smaller >300 dpi resolution.



Format: Headline, date and city, 1 paragraph synopsis of the news, then include who, what, when, where, why

and how.

Appropriate file formats – e.g. High quality PDF, web page.


7.17. Additional in-event activity

On occasions it may be possible and desirable to participate, sponsor or run activities complementary to, but outside of, the main

agenda or programme. Ensure these activities are recorded and communicated so they can be included in planning and delivery,

particularly if they require additional collateral materials or unique resources.

7.18. Post-event activity

Record any activities that are planned or likely to take place following the event. In this way the event team can ensure these activities

are planned for, budgeted, supported by appropriate collateral and referenced before and during the event. For example, a

workshop or roundtable discussion may generate information that would benefit the target customer base and so needs to be

communicated after the event through the appropriate channels.

Don’t forget to thank the delegates who visited the event/stand and offer shared experience report of the event to a wider target

market.


8. Activity planning, timeline and monitoring

Once an event is specified by the Marketing Manager, and included in the Conference Diary, the Event Planner / Tactical Manager

is responsible for generating an event checklist (see Section 7), activity plan, and budget vs expenditure sheet (see Section 9).

As the event checklist nears completion, an activity plan leading up to the event should be developed and shared amongst the key

contributors. Whilst it is the responsibility of the Tactical Manager to generate these reports they will need to consult with other key

managers on their tasks, time scales and costs in order to give an accurate and realistic picture of what will be achieved.

There are a number of different tools used to develop an activity plan including spreadsheets, calendars, diaries and Gantt charts.

The aim is to create a simple and easily updated view of the tasks, the time it will take to complete those tasks, their dependencies

and the costs and resources associated with each task.

Appendix C: Sample activity plan: illustrates a simple Gantt chart including examples of the information required. The information

shown is for example only. Costs, resource allocation and activities will very much depend on the overall strategy, event objectives

and available resources. A spreadsheet with similar information can be equally as effective (see Figure 5).

The tasks and activities can be organised in whatever way makes the most sense to the team members, although typically they are in

time order. Regardless of how the plan is organised ensure that the following are included somewhere and an appropriate amount

of time and consideration given to each:

Planning time and budget approval.

Venue booking and arrangements.

Target customer segmentation and database

development.

Collateral preparation.

Promotional Activity.

Equipment Preparation.

Event Logistics.

At Event Activity.

Post-Event Activity.

See the rest of this section for more detail on the tasks typically associated with these activities.


Figure 5: Sample planning chart

ID Activity Start Finish Predecesso

r

Resources Cost J F M A M J J A S O N D

8.1 Planning 5/1 20/1 Market Manager £0.00

8.2 Venue 21/1 28/2 1 Event Manager / Venue £10,000

8.3 Database

development

21/1 15/2 1 Database Manager £0.00

8.4 Collateral 1/3 15/5 1,2 Designer, SME £3700

8.5 Promotional

Activity

16/5 2/8 1,2,3,4 Sales, Marketing Team, PR £2500

8.6 Stand equipment 16/5 2/8 1,2,4 Sales and Marketing Admin,

contractor, Event Manager

£2000

8.7 Logistics 15/7 3/8 2,4,6 Event Manager, Logistics

Manager

£750

8.8 Event 2/8 3/8 1,2,3,4,5,6

,7

Sales, SMEs, Stand Manager £3000

8.9 Post Event 3/8 30/9 1,2,3,4,5,6

,7,8

Sales, Marketing Team, PR £1200

8.10 Risk Management

& Monitoring

5/1 30/9 1,2,3,4,5,6

,7,8,9

Event Manager, all team

members

£0.00

The timing of these activities can vary dramatically depending on the needs of the event. It is always worth starting preparations for

an event as soon as possible. It is still possible to change prepared items fairly close to the event if changes are required and within

reason but unprepared items could be conspicuous in their absence, dilute the message, impact on the event and even put the return

on investment (ROI) at risk.

For each activity record:

A description of the task.

Start and finish dates or duration.

Resource requirements and allocation – materials, staff and work.

Costs (even if only estimates).


Plans to monitor the identified activities and the projects’ overall progress also need to be included in any activity plan.

8.1. Planning time and budget approval

Start as early as possible and allow for contingency. There are a number of activities in the run up to an event that will be outside of

the company’s control; as a rule of thumb the more outside parties are involved the more contingency and flexib ility is required in the

plan.

Activities under this heading are predominantly about putting together a coherent plan, communicating that plan and demonstra ting

to the Executive Sponsor(s) that the deliverables for the event will be on time, within budget and that any risks are understood and

mitigated.

Figure 6: Planning steps

Plans are always subject to change but these steps will provide the baseline and drive to stimulate the required activities.

Aims and objectives setting

Draft Event checklist

Venue selection (if appropriate)

Activity identification and timing

Resource allocation

Baseline budget generation

Budget and activity plan submission

Budget and activity plan approval


8.2. Venue booking and arrangements

Whether booking the venue for the company/organisation, or attending an event where somebody else has booked it, the basic

activities surrounding the venue remain. They include:

• suitability, safety, access, theme, service, layoutVenue site survey

• costs, layouts, fixtures, columns and pillars, contract, timescales, cancellation policiesBooking and room hire

• electrical outlets, lighting, access to AV equipmentElectrical/Audio/Visual requirements

• differentiated from delegate accessAccess and equipment transport

• stand height, materials, fixtures, electrics, displays, boundariesHealth and Safety Survey Requirements

• venues, organisers, company’s public and employee liabilityInsurance requirements

• access, quality, cost, booking conditions Staff and guest accommodation

• mode, times, dates, mobility considerations, booking conditionsStaff and guest travel arrangements


8.3. Target database development

A segmented database of the target customers is essential for any event and the promotional activities leading up to it. Sign ificant

amounts of resources are required to produce or sponsor an event and without a promotional database to target decision makers,

the event becomes a very big gamble. A segmented database will help to target those customers who would be interested in the

company’s offerings and help to differentiate the decision makers that the company is aiming to influence. Too many non-influential

delegates can be almost as damaging as too many influential ones.

Whatever the source of the data2, it needs to be updated, drafted, checked, cleaned, segmented, shared and reviewed before

being signed off and made available for use. This can sometimes be a timely process and therefore needs to be included in the

activity plans.

8.4. Collateral preparation

Generally, the most time consuming activities revolve around the production of the sales and marketing materials presented at the

event (i.e. the collateral). The process can be as simple as ordering extra prints for sales sheets that already exist to a fully themed

redesign and re-branding or the generation of a fully researched collaborative piece of thought leadership.

Whatever the requirements (specified by the Go-To-Market strategy) listing the desired materials and the processes required to

develop them will help to visualise the timescales and the resources required.

When listing activities and timeframes keep in mind an activities predecessor (i.e. what has to come before) to enable that task to be

completed. Does the task rely on another or will it run independently and be achieved concurrently?

2 It is highly recommended that bought lists are avoided wherever possible


Here are some examples of collateral generated for an event and typical, but not absolute, timescales:

Supportive evidence / thought leadership piece (estimated 63 days);

Research and Development – 30 days.

Review and approval – 20 days.

Design and layout – 5 days.

Print – 5 days.

Shipping – 3 days.

Printed materials – sales sheet (estimated 20 days);

Messaging, story and technical details – 5 days.

Design and layout - 3 days.

Review and approval – 2 days.

Print – 5 day.

Shipping – 5 days.

Stand design and build (estimated 54 days);

Messaging, theme and concept (5 days).

Material Specification - bespoke or pre-formed (2 days).

Planning CAD/Drawings (10 days).

Health and safety review (2 days).

Design approval and sign off (3 days).

Materials manufacture (20 days).

Build instructions (5 days).

Build setup test and final sign off (2 days).

Shipping (5 days).


Other mainstream collateral generation activities include:

Mailshot content.

Advertising content and adverts.

Web and digital presentations.

Social Media content.

PR campaign content.

Internal communications.

Promotional items and giveaways.

Note these items and timescales are examples. They illustrate the time it takes to receive an item not the work hours or days it takes

to create it; for example – it may take a printer less than half a day to print an order but from the time they received the order to the

time the product is ready to ship may be 5 days.

8.5. Promotional activity timing

Having generated the collateral based on the Go-To-Market messaging the pre-event promotional activity can begin. Again listing

the promotional activities, their content requirements and “active periods” will help to make sense of the promotional plan and avoid

unintended quiet times or, conversely, over exposure.

Direct Mail or advertising campaign

Printed material or advert design.

Advertising channel (Post and Press etc.).

Shipping and delivery / Start date, duration, end date.

Cost per time period.

Responsible manager and ancillary staff resources.


Focussed Media Campaign;

Appropriate collateral predecessor.

Advertising channel (TV, Radio, Web, etc.).

Start date, duration, end date.

Cost per time period.

Supporting activities.

Responsible manager and ancillary staff resources.

Other promotional activities that may require planning before an event include:

Mailshots to target database.

Social Media Campaigns.

PR Campaigns.

Internal communications.

8.6. Equipment preparation

Having prepared the collateral and promoted the event the next step is to ensure that all the necessary equipment and materials are

ready, of good quality and available for the event itself. Therefore, 4-6 weeks before an event it is a good idea to bring together the

required equipment elements check them for quality, working order and damage and, if ready, then package them in preparation

for the event itself.

Again assuming that a form of exhibition area accompanies every event, a typical equipment list will look something like this:

Stand Framework.

Stand graphics and

panels.

Lighting.

Electronic equipment.

Cabling.

Chairs.

Tables / plinths.

Table coverings.

Display screens.

Display cabinets.

Shelving, storage.

Products or items illustrating the

service offerings.

Literature stand.

Software and digital

presentations.

Stationery.

Lead forms/lead capture device.

Giveaways and promotions.

Signage.


Use the checklist to identify and catalogue all of the equipment that will be required at the event. If a third party is supplying any part

of the list of equipment allow additional time and resource on the activity plan.

8.7. Event logistics

The venue may be ready along with all of the promotional materials. However, all of the equipment, collateral and staff resources

need to be at the event on time and in good order. Any transport materials need to be safely stored or removed in time for the event

to open. Wherever possible add Event Logistics to the plan and recognise that these activities are important and should not be

organised at the last minute.

Health and Safety – should have formed part of the site survey but worth revisiting at every stage.

Shipping – allow reasonable time and contingency to get the equipment to the venue.

Set-up – The organisers will give a time (usually limited) to setup the stand and promotional materials before delegates

enter to ensure safety. Ensure there are enough resources to build the stand safely.

Breakdown – the event organisers will specify breakdown times, usually after the last delegate has left the exhibition area.

Ensure there are enough resources to breakdown the stand safely.

Quarantine and Checking – on return all equipment should be quarantined and checked before being put back into stock

or storage. This will reduce the incidence of last minute repairs or replacements for the next event.

Storage – all equipment and materials to be catalogued and stored safely.

8.8. The Event

The work does not stop once the stand is setup and the event is open. During the event, time and resource must be given to taking

care of the stand, organising the Stand Diary, observing the agenda for peak and quiet times, looking after stand staff and visitors

and attending any additional activities. Carrying out Social Media and PR activities, researching competitors and generating

qualified sales leads are also crucial to the success of the event.

These activities benefit from planning to ensure that there are enough staff and material resources to fulfil the needs of the customers.


8.9. Post event activity

Having spent a considerable amount of time preparing for and attending an event it is worth documenting how the information and

material gathered at the event is going to be converted into sales and collateral materials that will influence the purchasing decisions

of target customers.

General activities following an event revolve around one or more of the following:

Stand lead and delegate list collation.

Targeted promotion to delegates e.g. thank you for visiting the event email shot.

Sales lead follow up.

Follow up on commitments given at the event.

News/reportage items.

Thought leadership collateral generation.

Social Media and PR Publications.

Stand report and Event Analysis.

8.10. Risk management and monitoring

During the planning and implementation stages it is important to have regular progress reviews with all key roles to ensure that

activities on the critical path are being started and completed on time and within budget. If not, then through regular monitoring, any

deviations from the plan will be identified, rectified or suitable accommodations made before they become a risk.

In addition to regularly updating the event checklist and Gantt chart or spreadsheet a regular SWOT1 analysis can help to identify

any problems as can maintaining a RAID (Risk Assumptions Issues and Dependencies) Log. In this way, any risks or significant issues

can be identified, resolved or escalated and resolved quickly before they influence the event campaign.

As with all other activities leading up to, during and after the event – monitoring of progress is an activity in itself and should be

recorded in the plan to ensure adequate resources are made available.


9. Budget and expenditure

Sponsoring events can be extremely expensive particularly if the company is ill-prepared for the additional activities required or is

unable to convert the event into an opportunity for influencing purchasing decision makers. Therefore, it is important to identify,

monitor and maintain appropriate cost levels.

Budgeting can reach a significant level of complexity with numerous activities, multiple subtle resource requirements and suppliers.

Appendix D illustrates a resource sheet, simple expenditure table and a detailed cash flow forecast for a sample event. Generating

the tables shown by adding cost and resource information to a Gantt chart is relatively simple (see Appendix C). However,

spreadsheets and tables will do an equally effective job.

Budgeting and cash flow forecasting tables are relatively simple to produce but actual expenditure can be difficult to monitor and

control especially with a large number of event team members, suppliers and resources. Activity managers and the Event Manager

must be aware of the budget status at all times, stressing the need for regular reviews (as described in Section 8.10). The basic

budget planning process is illustrated in Figure 7.

Please note delays happen, deliveries fail; allow for contingency in the time plan and in the budget.

Prioritise and sacrifice activities if needed to ensure the event reaches its targets ROI and objectives.

Define the objectives

of the event

List the required activitiesestablish expected costs and

associated risks

Establish cost/benefits

Define a target ROI.

Set total expenditure budget

include contingency for over expenditure, shifting dates

and costs, emergencies and unforeseen requirements.

Produce cash flow forecast

to provide a comparative analysis tool for the

Executive Sponsor and useful baseline to use whilst

monitoring

Monitor all expenditure

regularly and assess the impact of any deviations

from the plan on the overall budget or cash flow.

Figure 7: Basic budget planning process


10. At the event

There is a considerable amount of planning and preparation leading up to an event but the work does not stop there. Too many

companies prepare high impact, successful promotions prior to an event only to fail at the last hurdle by not putting the work in at the

event itself. Most events are organised around an agenda or range of activities led by the organisers. However, planning the

company’s own activities at the event will help to achieve its goals.

10.1. Stand Diary

A Stand Diary, as mentioned in previous sections, will help to coordinate staffing resources during busy periods and staff breaks,

collateral requirements, client meetings, VIP visits, PR activities and additional activities not on the official agenda e.g. demonstration

times, promotional prize draws.

The diary itself should remain fluid as circumstances change constantly but having a time ordered list of events and resource

requirements helps to manage staff time effectively and efficiently.

It is typically the Stand Manager or Champion that is responsible for the Stand Diary but all staff should follow it or share when

changes are necessary. It can also help with Health and Safety to know who should be in attendance and who is absent, in a

meeting or on a break.

10.2. Stand maintenance

Often neglected, it is not just the responsibility of the stand manager or cleaning staff to maintain the cleanliness and tidiness of a n

exhibition stand or booth. All company staff have a responsibility to represent the company in the best light at all times.

Where possible do not allow food or drink on the stand unless to be served as part of the stand and in a customer rest area. If this is

the case then allocate suitable tools and areas for consumption, provide bins and regular cleaning. A dirty or untidy stand will reflect

badly on the company and its staff and will turn off potential decision makers.

Similarly, if a piece of equipment or a demonstration device does not function replace it as soon as possible preferably during

plenary sessions when there will be few delegates around the exhibition area.


If a device or piece of equipment is at all dangerous or a risk to staff and/or the public it must be removed straight away.

If unsure about Health and Safety, consult the organisers and/or venue for expert support.

Stand security can also be an issue:

Never leave unattended valuables lying around.

Do not leave the stand unattended when the exhibition is open.

Whenever possible remove valuable products (including laptops) or designs from the stand overnight or lock in a suitable

storage unit.

Make sure the venue and exhibition hall is secured at night. If necessary request additional security.

Record the part numbers, serial numbers and photographs of any equipment taken to the event in case of an insurance

claim.

10.3. Social Media

People still use Social Media at an event and in some cases their usage is increased. It is worth ramping up any Social Media

campaign whilst at the event particularly if you have sub events happening, VIP guests arriving, a launch or a competition prize draw

to shout about.

As with all Social Media campaigns keep them targeted, relevant and timely. Do not spam and do not push too hard if the staff on

the stand cannot keep up with the existing demand.

10.4. PR activity

Again, it is always useful to know what is going to happen at an event including PR activities, press releases and key interviews.

Wherever possible be in control of any press statements or interviews with press agencies. Ensure key personnel are press-trained,

trusted and comfortable answering questions on behalf of the company.

In conjunction with Social Media – announce any PR events prior and during the event to gain maximum exposure. Include any events

in the Stand Diary so colleagues are aware of any issues likely to impact on the sales effort and operation of the stand.


10.5. Additional activities

Plan additional events such as side symposiums, workshops, demonstrations in the same manner as the main event i.e. target,

message, format, promote, support, follow up. Again, include any side event in the Stand Diary to ensure all are aware and

promote to the delegates through their preferred channels.

10.6. Promotions & giveaways

Ensure any promotions, e.g. competitions, go ahead as advertised, are fairly run and seen to be so, and actually result in recipient s

or winners. Shout about the promotion at the event to ensure maximum impact.

Stocks of giveaways, depending on the quality, message design and value, are generally depleted quickly. When offering

giveaways it is advisable to consider two or three value levels – one level of gift for the general delegate population, a second level

for VIP target customers and possibly a third level for Key Opinion Leaders and supporters. Each type of giveaway should reflect the

message you are trying to convey to the subsegment of the market being targeted.

If the value of a giveaway is seen as excessive this may have a negative impact on the reputation of the company under accusations

of enticement and bribery and so high value items are worth avoiding. Note the number of delegates of all types expected on each

day and limit the number of gifts given out to ensure all target customers receive a suitable promotional item.

10.7. Lead collection

Many modern events and venues provide electronic data collection services. They are fast and simple to use devices particularly if

you have a considerable number of visitors to the stand during the event and few staff. However, there are some downsides to a

managed electronic system in that the data collected belongs to the service provider/organisers not necessarily the data collectors,

the collated data can take time to be forwarded to the company and its delivery and safety are not always assured.

Electronic lead collection devices are valuable tools. However, for more influential and notable customers a separate record of their

requirements in a simple lead form (see Appendix E) will ensure that the information is held internally and the company is not reliant

on third parties to deliver the key information from the event. If you do use an electronic system, even one as simple as a


spreadsheet, always remember to back up the data regularly and if necessary make hardcopies. Most venues will have a business

office facility.

10.8. Competitor research

Depending on staff levels and the amount of free time between delegate sessions, events are an excellent opportunity for discovery

and monitoring of competitor offerings. The simplest and quickest way is to network with the other companies’ staff, compare notes

on the event and talk about the industry in general. It is unlikely any trade secrets will be given out but by gathering enough

competitor information a reasonable attempt at understanding their strategy and competitor targets can be made. It is also an

opportunity to make use of secret shoppers if the industry is large enough to allow it.

Initiating partnerships, mergers and acquisitions is not outside the realms of possibility and are quite commonplace at indus try events.

They are also opportunities to carry out due diligence observations into target company customer handling and customer experience.

10.9. Professional behaviour

Events can be both professional affairs and social gatherings or even a mix of the two. Many events occurring over more than one

day include a drinks reception, evening meal or gathering to encourage networking. The mistake that many companies and staff

make is to operate under the misconception that once the main day is over they are now “off-duty”. It is highly recommended that

staff be encouraged to go to these additional events but with a reminder that they are representing themselves and the company at

all times and the behavioural requirements of their normal working day still apply.

The “morning after the night before” can also be an issue if the night before did not end in time for the staff member to get enough

sleep before coming to the event to work. Again, a subtle reminder of expectations and company policies will not hurt.

That is not to say staff should not be rewarded for their efforts. Unless it is their full time job staff can find managing or even just

participating in an event exhausting and their efforts should be acknowledged. However try not to reward the staff by ‘partying and

letting your hair down’ at the event; it is much ‘safer’ to publicly acknowledge their efforts and reward them after the event.


11. Post-event activity

The work carried out after an event can make the difference between a successful investment and an anathema. The aims, post-

event, are to secure the opportunities opened or developed, acknowledge the industry segments for their contributions, make good

any promises made, capitalise on the potential thought leadership collateral generated and report and celebrate the outcomes of

the event.

11.1. Stand lead and delegate list collation

Often seen as the number one activity following an event, collating the stand leads and delegate list into a usable database of target

customers holds the key to securing commitment and sales from key decision makers. See Section 10.7 for collection methodologies.

Comparisons between the final lead database and the original ‘mailshot’ databases to compare the hit / success rate are usefu l, as

is entering the data into the company CRM3 system for sharing, tracking, research and sales management. Comparisons between

this year’s event and previous years are also useful in judging the success of the event and informing future investment decisions.

11.2. Sales lead follow up

Possibly the second most important activity, and following on from the collation of the “Lead” database, is the sales lead follow up.

Nothing beats the personal networking of a sales team to convert a lead into a sale. Sharing priority sales leads with the appropriate

manager/executive during the event allows the sales activity to focus on following up on pre-qualified leads and reduces sales lead

times. Targeted post event promotions based on the lead database may also bring in leads where there was none before.

In short, ensure those responsible for sales are fully informed of the activities at the event, any leads or requirements from the event

and any subsequent promotions that will be taking place.

3 CRM = Customer Relationship Management system – a method of storing data on clients and competitors. Helps to turn collected data into useful sales and sales forecasting inf ormation as

well as informing sales management performance and market insights. For more information on suitable CRM solutions please contact Rough Diamond Marketing

[email protected].



11.3. Follow up on commitments given at the event

Any commitments offered to clients at the event, for further product or service information, consultative meetings or thought

leadership collateral, are to be fulfilled as swiftly and as accurately as possible. If a customer is kept waiting for information or a

follow up call to their request, they are highly likely to go elsewhere to get their service. Where no competitor exists a failure to

follow up in a timely manner will reduce entry barriers for newcomers or substitutes.

11.4. Targeted “thank you” promotion (through appropriate channels)

Once collated and segmented, the “lead” database informs post-event promotions and research e.g. thank you mailshots to

attendees, targeting non-attendees to understand why they did not attend, to share celebrations, images of the event, to reinforce

the shared experience, and to share any thought leadership, research outcomes or developments that arose from the event.

For event related matters always follow up with promotions, research or announcements within two weeks or there is a risk of

dissociation with that event.

11.5. News/reportage items

Use the company’s support of the event for PR purposes – reinforce the message that the company wholeheartedly supports the

industry, segment and customer base through sponsorship and contributing to the development of the body of work.

If anything significant happens at the event it should be reported (good or bad). If good, be associated with it but with res traint – do

not be presented as the glory taker unless wholly justified. If the happening at the event was bad then try not to give comment or

opinion at all. If absolutely necessary then acknowledge it, offer commiserations, apologies (only under legal advisement) and offer

solutions to prevent it happening again.

11.6. Thought leadership collateral generation

If, as the result of an event, delegates reach agreement on an academic topic or wish to expand a debate to a wider audience then

the company can assist by publishing and aiding in the distribution of any suitable content or collateral generated.


Before publishing any content the contributory parties must be appropriately sourced and credited; it is also good form for them to

be given the opportunity to review and sign off the material before publication in case they wish to change or retract a statement

made in the heat of the moment or later to be found to be incorrect. Embarrassing eminent Key Opinion Leaders maybe newsworthy

but its shows a lack of integrity and would reflect badly on a company if it was wrongly accredited with a particular statement.

It is perfectly acceptable for a company or its staff to publish information in its own right but any collateral created must be clearly

identifiable as a Point of View piece or White Paper (grey literature) not as a peer reviewed academic publication unless approval

as such has been granted.

11.7. Social Media publications

As with pre-event Social Media promotions, post event thank you, news items and announcements it is worth attempting to

anticipate what the Social Media resource requirements are likely to be before the event. Social Media is a relatively inexpensive

way of getting a message across however try not to over use it, spam people or offer too many ‘bland’ messages.

Direct mail / email campaigns, sales team activity and direct PR activity support targeted messages whilst Social Media tools are

used to reinforce the message on a wider scale (e.g. “what a great event it has been”) and although some targeting is availab le, it is

not as precise as the delegate lead database, for example.

Social Media messages should be timely, have impact and be relevant and consistent.

11.8. Stand report and event appraisal

Plan to conduct an event appraisal following any event with key members of the event team. From this, judge the success of the event

by the performance against the set objectives and KPIs and make recommendations for this and future events.

Event appraisals should include:

Background to the event summary

Reasons for sponsoring / attending / running the event?


Overall perception of the success of the event

Did it meet expectations generally?

Is the mood positive or negative following the event?

Event theme relevance / Messaging relevance

Did the company message match the theme of the event?

Was the theme of the event as promised by the organisers or did it turn into something else?

Collateral quality and availability and promotional activity

Did all the collateral arrive on time and was it fit for purpose?

Was it well received?

Could it be improved?

Was it necessary?

Did the promotional activity (from either the company or the organisers) have any benefit?

Stand location

Where was the stand in relation to the exhibitor’s hall and venue, refreshment and break areas, competitors, delegate

pathways and main entrances and exits?

Was the lighting adequate?

Was the space provided put to good use?

Include photographs of the stand and exhibition hall.

Stand management and staffing resources

Was the Stand Diary accurate and useful?

Was it followed?

Was there enough, too few or too many staff on the stand vs the number of delegates or visitors?

Was the stand kept clean and tidy at all times?

Did anything get broken or need to be replaced?

Was there enough room to talk to delegates comfortably?


Attendance to the event and the stand (taken from the delegate “lead” list and organisers delegate list…)

How many visitors came to the event?

How many of those visited the stand?

How many visitors to the stand were from the target market segment?

Number and quality of leads

How many sales leads were generated?

What is the qualifying status of each lead?

Who is to follow up and when?

What resources are required?

Performance vs expenditure and measurements against chosen KPIs

What was the total expenditure? How did it compare to budget?

What was the number of visitors to the stand that were converted to qualified leads?

Number of enquiries about a product or service?

Cost of event vs. of qualified leads?

Cost of event vs. expected number and value of sales influenced by the event?

Number of responses to market research surveys?

Post-event brand recognition – checked by survey?

Availability and quality of post-event collateral for use in future promotions?

Press coverage – publication, time and column inches?

Competitor information

What are the competitor strategies, new product/service launches or new markets for existing products/services?

At event special offers, promotions?

Key messages?

Key media channels used?

Staff turnover?


11.9. Considerations and recommendations for the future

Using information gained from working through the above topics, it is relatively easy to conduct a SWOT1 analysis and develop an

overall picture of the success of the event. In principle, weaknesses will be improved on, threats can be identified and prepared for,

opportunities are made available to capitalise on and strengths of the current offerings support the rest of the activities. The SWOT

analysis will identify the critical factors that need to be addressed for both the successful conclusion to the event under scrutiny and

for setting recommendations for the preparation of future events. For more information on Event Management or SWOT analysis

please contact Rough Diamond Marketing ([email protected])



Appendix A: Roles


Page

A.1 Executive Sponsor 46

A.2 Marketing Manager (Corporate / Strategic) 46

A.3 Event Planner / Tactical Manager 46

A.4 Database Manager 47

A.5 Designer 47

A.6 Web Manager 48

A.7 Proofreader 48

A.8 PR Manager 49

A.9 Social Media Manager 49

A.10 Event and Stand Logistics 49

A.11 Administration/Sales and Marketing Support 50

A.12 Stand Champion / Manager 50

A.13 Subject Matter Experts (SMEs) / Product Service Managers 51

A.14 Sales 52


A.1. Executive Sponsor

Assess, guide and sign off on the activity plan, budget and spend.

Signs off on contractual obligations with organisers and/or suppliers.

Regularly reviews progress.

Provides escalation support if required.

Make decisions on behalf of the management team.

Post event – assess the overall success of the event.

A.2. Marketing Manager (Corporate / Strategic)

Develops the Conference Diary.

Determines the target audiences.

Determines appropriate events to attend.

Proposes and manages overall budget.

Develops messaging to be used for the event(s).

Ensures messaging and materials stay within corporate branding and marketing strategies.

Has final sign off on all collateral.

A.3. Event Planner / Tactical Manager

Planning and budgeting.

Message confirmation and dissemination.

Collateral design, production and quality control.

Promotional activities – timing and channels.

Event organiser liaison.

Stand equipment requirements.

Logistics (equipment and staffing).

Stand Diary.


The event planner also

Seeks sign off for all activities.

Drives, guides and tracks progress and evaluates risk.

Shares progress with all team members.

Regularly reports to the Executive Sponsor.

Takes ownership of issues that put the plan at risk.

Delegates tasks to appropriate event team members.

A.4. Database Manager

Segments the target delegate database appropriately.

Determines the most appropriate channels to use to attract delegates.

Determines the most appropriate calls to action.

Collates the final promotional database(s).

Provides the infrastructure/methodology for targeting recipients.

Manages the roll-out and monitoring of the database promotions including follow up, bounce back, unsubscribes,

registrations and completed calls to action.

A.5. Designer

Brand the collateral appropriately.

Provides bespoke designs where necessary.

Layout the collateral in an attractive digestible format.

Ensures technical functionality of collateral – (print/screen/media ready)

Requests sign off of collateral by

Subject matter expert.

Corporate marketing / marketing manager.

Proofreader.


A.6. Web Manager

Layout the collateral in an attractive, digestible, usable format.

Ensures technical functionality and compatibility of collateral appropriate for the recipients devices (screen, mobile, tablet).

Ensures domain and links are functional.

Ensures SEO where necessary.

Enables links to content services.

Ensures usage is monitored and reported.

Requests sign off of collateral by.

Subject matter expert.


Proofreader.

Protects the site and limits access until “go-live” date.

Monitors performance.

A.7. Proofreader

Ensures all materials – printed and digital are

Legible.

Grammatically and technically correct.

In the right languages.

In line with corporate messaging.

Works with the SME to ensure

All claims are supported by evidence.

All sources are cited correctly.


A.8. PR Manager

Liaise with marketing strategic and tactical managers to understand messaging and channel requirements.

Inform and maximise pre and post event promotions.

Notify all appropriate press bodies and customer channels of the company’s presence, activity and support at an event.

Responsible for all Social Media activity.

Ensure all public facing staff are trained in communication.

Ensure all junior staff understand the escalation route in case of a public incident.

Ensure all senior staff are comfortable talking to the press and understand the boundaries in which they can comment.

A.9. Social Media Manager

Assist the PR Manager and Marketing Manager with timely and accurate publishing of key messages.

Format the messages appropriately for the chosen media channel.

Maintain company accounts with appropriate Social Media tools.

Monitor and report on publications.

Feedback on new channels and changing customer requirements.

A.10. Event and Stand Logistics

Aids in the design and layout of a stand (if required).

For larger meetings / stands ensures all plans are submitted to the organisers with the appropriate designs and health and

safety regulations adhered to.

To setup the stand offsite prior to the event (when possible) and check for damage or missing parts.

To arrange packaging, delivery and receipt of stand equipment and materials.

To ensure the stand is built and broken down within specifications and within Health and safety regulations.


A.11. Administration/Sales and Marketing Support

Organiser and venue liaison.

External service provider liaison and coordination e.g. graphic designers, web managers.

Collateral collation and quality control.

Database collation.

To assist and guide stand build and Event and stand logistics coordination.

Track Payments and receipts (budget monitoring).

Coordinates the Stand Diary.

Ancillary arrangements – e.g. transport, accommodation.

Secondary event coordination – e.g. restaurant meals etc.

Aid the sales team in conducting competitor research and analysis.

Support specific customer requirements.

Help the SME to insure any technical equipment required for demonstrations at the event is complete, delivered, set-up

and working to specification.

Provide sales and administration support at the event including:

Recording of leads and visitors to the event / stand.

Ensure stand is kept attractive and tidy.

Ensure stand is well stocked with collateral materials.

Ensure staff take appropriate breaks away from the stand.

Act as a point of contact at the event to the outside world.

Ensure all Health and Safety matters are managed at the stand.

Compile and complete a stand and event report following the event.

A.12. Stand Champion / Manager

Usually a member of the sales team or an SME if there is no sales and marketing support available. In addition to their normal roles:

Organiser and venue liaison.

To assist and guide stand build and Event and stand logistics coordination.

Coordinates the Stand Diary.


Ancillary arrangements – e.g. transport.

Help the SME to insure any technical equipment required for demonstrations at the event is complete, delivered, set-up

and working to specification.

To provide sales and administration support at the event including:

Recording of leads and visitors to the event / stand.

Ensure stand is kept attractive and tidy.

Ensure stand is well stocked with collateral materials.

Ensure staff take appropriate breaks away from the stand.

Act as a point of contact at the event to the outside world.

Ensure all Health and Safety matters are managed at the stand.

Compile and complete a stand and event report following the event.

A.13. Subject Matter Experts (SMEs) / Product Service Managers

Help to define the messaging.

Identify target customer groups.

Audit the current collateral and identify gaps.

Produces or delegates the production of collateral content.

Organises sign off of collateral by.

A peer.


Proofreader.

Provide key customer support at the event.

Aid the sales team in conducting competitor research and analysis.

Provide any presentations, demonstrations, company representations that are required at the event – ensure the format

specifications are met.

Ensure any technical equipment required for demonstrations at the event is complete, delivered, set-up and working to

specification.

Feedback on success of the event.

Be interviewed by the Press as the voice of the project/company (if required).


A.14. Sales

Help identify the target audience and key decision makers.

Promote the event through customer channels.

Arrange for key customers attending the event to visit the booth / connect with SMEs.

Attend and network at the event and provide human resource for the stand.

Gain commitment for future sales or discussions from key customers and stand visitors (even if they are customers from

.outside of their geographical area or discipline).

Provide any presentations, demonstrations, company representations that are required at the event.

To conduct and report on competitor research and analysis.

To feedback on success of the event.


Appendix B: Sample event checklist


© Rough Diamond Marketing™ Ltd. 2014 - 2015. All rights reserved.

Event Checklist

Event

Date(s) of event

Time(s) of event

Setup / Breakdown

Setup Date and Time Breakdown Date and Time

Venue

Project or Event

Manager

Name

Contact No.

Email

Checklist version no.

Publication date:

Budget Submitted

(date)

Budget Approved

(date)

Approved by Cost

Centre/Code(s)

Venue (full address)

Venue telephone

Venue email

Web link

Map link

Venue Site Surveyed Yes Date:

No

Event organisers

Event manager

Key contact details

Other contacts Name Role Contact No. Email

Event

Theme

Format (tick all that

apply)

Exhibition

Conferenc

e

Symposium

Seminar

Workshop

Roundtable



Package /

Sponsorship

details

Package Cost

Event Objectives

General Aims

Specific Measures

Key Messages

Key Offerings

Target Delegate

Profiles

Delegate List Available Received

Yes No Yes No

Target Database

Generated Yes No

Last updated



Agenda / Stand Diary

Date Time(s) Description Stand Staff

required



Roles, Staffing and Badges Staff

Member

Role At Event Time In Time Out Hotel

Required

Hotel

Booked

Transport

Required

Transport

Booked

Yes

No

Yes

No

Yes

No

Yes

No

Yes

No

Yes

No

Yes

No

Yes

No

Yes

No

Yes

No

Yes

No

Yes

No

Yes

No

Yes

No

Yes

No

Yes

No

Yes

No

Yes

No

Yes

No

Yes

No

Yes

No

Yes

No

Yes

No

Yes

No

Yes

No

Yes

No

Yes

No

Yes

No

Yes

No

Yes

No

Yes

No

Yes

No

Yes

No

Yes

No

Yes

No

Yes

No

Yes

No

Yes

No

Yes

No

Yes

No

Yes

No

Yes

No

Yes

No

Yes

No

Yes

No

Guests Role /

Organisa

tion

Delegate

Fee

Time In Time Out Hotel

Required

Hotel

Booked

Transport

Required

Transport

Booked

Yes

No

Yes

No

Yes

No

Yes

No

Yes

No

Yes

No

Yes

No

Yes

No

Yes

No

Yes

No

Yes

No

Yes

No

Yes

No

Yes

No

Yes

No

Yes

No

Yes

No

Yes

No

Yes

No

Yes

No

Yes

No

Yes

No

Yes

No

Yes

No

Yes

No

Yes

No

Yes

No

Yes

No

Yes

No

Yes

No

Yes

No

Yes

No

Package Entry Badge

Allocation

Total Entry Passes

Required

Shortfall to be

negotiated / paid for

Staff Passes

Guest Passes

Sponsored

Guest Passes



Delegate Fees Main event

Sub events

Accommodation Details

Hotel 1 Hotel 2 Hotel 3

Address

Contact No.

Staff Member /

Guest

From To From To From To

Transport Requirements

Guest/Staff

Member

Date / Time From To Mode



Exhibition Stand

Size Width

Length

Height

Shell scheme Yes No

Position (attach map of exhibition

position where possible)

Design and Layout (attach CAD / drawings /

photos where possible)

Equipment provided

by Organisers/Venue (Attach drawings / photos

where possible. Describe

style and colouring)

Additional Insurance

Required

Yes (attach copy of certificate(s) to this

checklist)

No

Stand build and breakdown

Set-up Date and Time(s)

Breakdown Date and Time(s)

Equipment delivery and pick up

address

Transport Access

Health and Safety Requirements

Along delivery pathway:- Flooring Surfaces to be negotiated

Ceiling heights, Door widths, Stairs, Lifts

Obstructions



Equipment Requirements

Specify Equipment (type, qty.,

colour, specification)

Owned To be

developed

To be

hired

Inc. in

package

Stand Framework

Graphics and Panels

Flooring

Lighting

Electrical Outlets

Multi-socket power adapters

Chairs

Tables / plinths

Table coverings

Display Screens

Display Cabinets, Shelving, Storage



Equipment Requirements

Specify Equipment (type, qty.,

colour, specification)

Owned To be

developed

To be

hired

Inc. in

package

Literature Stand

Electronic Equipment (e.g. computers,

tablets, phones, Wi-Fi)

Cabling

Software

Stationary

Lead forms / lead capture device

Giveaways / Promotions

Additional Signage

Stand Diary / Information Pack



Additional Activities

Date Time(s) Description Location Staff

required

Equipment /

Materials

Required

Post Event Activities

Responsible

Staff member

Resource

Requirements

Material

Requirements

Completed

Stand lead and Delegate list

collation

Targeted thank you

promotion

(check appropriate channels)

Sales lead follow up

Follow up on commitments

given at the event

News/Reportage items

Thought leadership

collateral generation

Social Media Publications

Stand report and Event

Analysis


Appendix C: Sample activity plan


Appendix D: Sample budget proposal


Table 3: Activity plan resource sheet (part i)

Unit Cost Quantity Baseline Cost Actual Cost Variance

Fixed Costs Additional Insurance £450.00 1.00 £450.00 £450.00 0%

Admin Marketing Support - - £0.00 £0.00 0%

Cables £10.00 12.00 £120.00 £120.00 0%

Database Manager - - £0.00 £0.00 0%

Designer - - £0.00 £0.00 0%

Event booking £10,000.00 1.00 £10,000.00 £10,000.00 0%

Event Manager - - £0.00 £0.00 0%

Executive Sponsor - - £0.00 £0.00 0%

Literature stand £60.00 2.00 £120.00 £120.00 0%

Logistics Manager - - £0.00 £0.00 0%

Pop-up £750.00 1.00 £750.00 £750.00 0%

PR Manager - - £0.00 £0.00 0%

Proof Reader - - £0.00 £0.00 0%

Sales - - £0.00 £0.00 0%

Shipping and transport £250.00 3.00 £750.00 £750.00 0%

Social Media Manager - - £0.00 £0.00 0%

Stand Champion - - £0.00 £0.00 0%

Strategic Marketing

Manager

- - £0.00 £0.00 0%

Subject Matter Expert(s) - - £0.00 £0.00 0%

Web Manager - - £0.00 £0.00 0%

Total Fixed Costs £12,190.00 £12,190.00 0%


Table 4: Activity plan resource sheet (part ii)

Unit Cost Quantity Baseline Cost Actual Cost Variance

Variable costs Accommodation £250.00 10.00 £2,500.00 £2,500.00 0%

Audio visual equipment hire £250.00 3.00 £750.00 £750.00 0%

Chair Hire £20.00 3.00 £60.00 £60.00 0%

Design and Layout £250.00 9.00 £2,250.00 £2,250.00 0%

Display cabinets hire £100.00 3.00 £300.00 £300.00 0%

Display screen hire £125.00 2.00 £250.00 £250.00 0%

Giveaway £5.00 300.00 £1,500.00 £1,500.00 0%

PCs & Tablets £500.00 3.00 £1,500.00 £1,500.00 0%

PR Piece £360.00 5.00 £1,800.00 £1,800.00 0%

Print £2.50 800.00 £2,000.00 £2,000.00 0%

Signage £10.00 20.00 £200.00 £200.00 0%

Site Survey £233.33 3.00 £700.00 £700.00 0%

Stationary £0.40 300.00 £120.00 £120.00 0%

Table covering £5.00

2.00

£10.00 £10.00 0%

Table Hire £60.00 2.00 £120.00 £120.00 0%

Transport £166.67 6.00 £1,000.00 £1,000.00 0%

Variable cost total £15,060.00 £15,060.00 0%

Grand Total £27,250.00 £27,250.00 0%


Table 5: Basic activity plan expenditure proposal and cash forecast

2015 2015 Total

Activity Jab Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Planning time and

budget approval

£0 £0 £0 £0 £0 £0 £0 £0 £0 £0 £0 £0 £0

Venue booking and

arrangements

£350 £10,420 £770 £770 £3,035 £770 £35 £0 £0 £0 £0 £0 £16,150

Target customer

segmentation and

database development

£0 £0 £0 £0 £0 £0 £0 £0 £0 £0 £0 £0

Collateral preparation £0 £200 £1,167 £3,483 £1,300 £0 £0 £0 £0 £0 £0 £6,150

Promotional activity £0 £0 £0 £0 £0 £0 £0 £0 £0

Equipment preparation £205 £288 £631 £2,043 £580 £41 £11 £0 £3,800

Event logistics £0 £0 £0 £0 £0 £0 £0 £0 £0

"The Event" £0 £0 £0 £0 £0

Post Event Activity £417 £433 £150 £150 £1,150

Grand Total £350 £10,420 £970 £1,937 £6,723 £2,358 £666 £2,043 £997 £474 £161 £150 £27,250


Table 6: Detailed budget proposal and cash flow forecast

Activity 2015 2015

Total

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Planning time and

budget approval

Planning time and budget

approval

£0 £0 £0 £0 £0 £0 £0 £0 £0 £0 £0 £0 £0

Aims and objectives setting £0 £0 £0 £0 £0 £0 £0 £0 £0 £0 £0 £0 £0

Draft Event checklist £0 £0 £0 £0 £0 £0 £0 £0 £0 £0 £0 £0 £0

Venue selection (if

appropriate)

£0 £0 £0 £0 £0 £0 £0 £0 £0 £0 £0 £0 £0

Activity identification and

timing

£0 £0 £0 £0 £0 £0 £0 £0 £0 £0 £0 £0 £0

Resource allocation £0 £0 £0 £0 £0 £0 £0 £0 £0 £0 £0 £0 £0

Budget generation £0 £0 £0 £0 £0 £0 £0 £0 £0 £0 £0 £0 £0

Budget and activity plan

submission

£0 £0 £0 £0 £0 £0 £0 £0 £0 £0 £0 £0 £0

Budget and activity plan

approval

£0 £0 £0 £0 £0 £0 £0 £0 £0 £0 £0 £0

Venue booking and

arrangements

Venue booking and

arrangements

£0 £0 £0 £0 £0 £0 £0 £0 £0 £0 £0 £0 £0

Venue site survey £350 £0 £0 £0 £0 £0 £0 £0 £0 £0 £0 £0 £350

Booking and room hire £10,000 £0 £0 £0 £0 £0 £0 £0 £0 £0 £0 £10,000

Audio/Visual requirements £750 £0 £0 £0 £0 £0 £0 £0 £750

Access and equipment

transport

£750 £0 £0 £0 £0 £0 £0 £0 £750

Health and Safety Survey £350 £0 £0 £0 £0 £0 £0 £0 £350

Insurance requirements £450 £0 £0 £0 £0 £0 £0 £0 £450

Staff and guest

accommodation

£300 £550 £550 £525 £550 £25 £0 £0 £0 £0 £0 £2,500

Staff and guest travel

arrangements

£120 £220 £220 £210 £220 £10 £0 £0 £0 £0 £0 £1,000

Target customer

segmentation and

database

development

Target customer segmentation

and database development

£0 £0 £0 £0 £0 £0 £0 £0 £0 £0 £0 £0

Request input (sales or market

research)

£0 £0 £0 £0 £0 £0 £0 £0 £0 £0 £0 £0

Draft £0 £0 £0 £0 £0 £0 £0 £0 £0 £0 £0

Clean £0 £0 £0 £0 £0 £0 £0 £0 £0 £0 £0


Activity 2015 2015

Total


Segment £0 £0 £0 £0 £0 £0 £0 £0 £0 £0 £0

Share/Review £0 £0 £0 £0 £0 £0 £0 £0 £0 £0 £0

Approve £0 £0 £0 £0 £0 £0 £0 £0 £0 £0

Publish £0 £0 £0 £0 £0 £0 £0 £0 £0 £0

Collateral

preparation

Collateral preparation £0 £0 £0 £0 £0 £0 £0 £0 £0 £0 £0 £0

Supportive evidence / thought

leadership

£0 £200 £233 £317 £0 £0 £0 £0 £0 £0 £0 £750

Printed materials £250 £850 £650 £0 £0 £0 £0 £0 £0 £1,750

Stand design £250 £0 £0 £0 £0 £0 £0 £0 £0 £250

Mailshot content £250 £0 £0 £0 £0 £0 £0 £0 £0 £250

Advertising content £250 £0 £0 £0 £0 £0 £0 £0 £250

Web and digital presentations £250 £0 £0 £0 £0 £0 £0 £0 £250

Social Media content £0 £0 £0 £0 £0 £0 £0 £0 £0

PR campaign content £900 £0 £0 £0 £0 £0 £0 £0 £900

Internal communications £0 £0 £0 £0 £0 £0 £0 £0 £0

Promotional items and

giveaways

£183 £917 £650 £0 £0 £0 £0 £0 £0 £1,750

Promotional activity

Promotional activity

£0 £0 £0 £0 £0 £0 £0 £0 £0

Mailshots to target database £0 £0 £0 £0 £0 £0 £0 £0 £0

Social Media Campaign £0 £0 £0 £0 £0 £0 £0 £0

PR Campaign £0 £0 £0 £0 £0 £0 £0 £0

Internal communications £0 £0 £0 £0 £0 £0 £0 £0

Equipment

preparation

Equipment preparation £0 £0 £0 £0 £0 £0 £0 £0 £0

Stand Framework £142 £183 £192 £175 £58 £0 £0 £0 £750

Stand graphics and panels £31 £41 £43 £39 £44 £41 £11 £0 £250

Electrical survey £216 £1,134 £270 £0 £0 £0 £1,620

Chairs £8 £42 £10 £0 £0 £0 £60

Tables / plinths £16 £84 £20 £0 £0 £0 £120

Table coverings £1 £7 £2 £0 £0 £0 £10

Display screens £33 £175 £42 £0 £0 £0 £250

Display cabinets £28 £58 £53 £13 £0 £0 £0 £150

Shelving, storage £32 £37 £38 £35 £8 £0 £0 £0 £150


Activity 2015 2015

Total


Literature stand £80 £40 £0 £0 £0 £120

Software & Digital

Presentations

£0 £0 £0 £0 £0 £0 £0

Stationary £80 £40 £0 £0 £0 £120

Lead forms/lead capture

device

£0 £0 £0 £0 £0 £0

Giveaways and promotions £0 £0 £0 £0 £0 £0 £0 £0

Signage £27 £140 £33 £0 £0 £0 £200

Stand Diary / Information pack £0 £0 £0 £0 £0 £0 £0

Event logistics

Event logistics £0 £0 £0 £0 £0 £0 £0 £0 £0

Health and Safety £0 £0 £0 £0 £0 £0 £0 £0 £0

Shipping £0 £0 £0 £0 £0

Set-up £0 £0 £0 £0 £0

Break-down £0 £0 £0 £0 £0

Shipping £0 £0 £0 £0 £0

Quarantine & Checking £0 £0 £0 £0 £0

Storage £0 £0 £0 £0 £0

"The Event"

"The Event" £0 £0 £0 £0 £0

Exhibition Stand £0 £0 £0 £0 £0

Additional activity £0 £0 £0 £0 £0

Social Media £0 £0 £0 £0 £0

PR activity £0 £0 £0 £0 £0

Lead collection £0 £0 £0 £0 £0

Competitor research £0 £0 £0 £0 £0

Post Event Activity Post Event Activity £0 £0 £0 £0 £0

Stand lead and Delegate list

collation

£0 £0 £0 £0 £0

Targeted thank you promotion £0 £0 £0 £0 £0

Sales lead follow up £0 £0 £0 £0 £0

Follow up on commitments

given at the event

£0 £0 £0 £0 £0

News/Reportage items £150 £0 £0 £0 £150


Activity 2015 2015

Total


Thought leadership collateral

generation

£117 £133 £0 £0 £250

Social Media and PR

Publications

£150 £300 £15

0

£150 £750

Stand report and Event

Analysis

£0 £0 £0 £0 £0

Grand Total £350 £10,420 £970 £1,937 £6,723 £2,358 £666 £2,043 £997 £474 £161 £150 £27,250


Appendix E: Sample lead forms


Table 7: Sample lead form

Event:

Date: Time:

Name:

Email Address:

Phone Number:

Organisation:

Interests:

Requirements:

Budget: Yes No Proposed

Key Decision Maker: Yes No

If not details of decision maker(s):

Commitments:

Book meeting Call Back Email information

Notes:

Taken by: Referred to:


Notes

rdm event management guide full

Documents