Marketing,
PR, and branding involve many factors. For a large event
whose success depends on marketing, it is best to involve an experienced
PR/Marketing company to brand and promote the event. But, no matter
the size of the event and whether it is being done internally or externally,
the best way to market an event is be constantly aware of two things:
1. The reasons for holding the event
(the objectives).
2. The primary and secondary target audience (the attendees and the
people with whom they will share the knowledge and experiences gained
from the event).
Yet again, this goes back to the initial planning
stages of the event.
The more clearly the outcome objectives of the event are planned, the
easier it will be to market it. For example, if a small company, Widget
Inc., is launching an upgrade of its best-selling product, it may design
an event to meet the following
goals: introduce the product to:
1. Reassure existing clients that the upgrade will not be disruptive
and is worth paying for because it will add value through improved output.
2. Attract new clients.
A slightly different strategy is called for in the case of each target.
One involves maintaining an existing relationship, the other calls for
the creation of a brand new relationship.
To work with existing clients, Widget Inc. ensures that all sales people
are well trained on the upgrade and its benefits. They then ask a key
client with a good industry reputation to act as the beta tester and
co-present at the product launch. Widget Inc. tech and sales staff assist
with the upgrade transition, and use client feedback to improve the
training manual and run constant updates on the Widget Inc. website
tech blog.
The event is planned
as a combined social and introductory training session. Months in advance,
the look and branding materials have been created, along with press
kits. The trade magazines for any industry that might use the Widget
Inc. product are contacted and offered interviews, along with the materials
that will make it easy for staff writers to produce an article. If it
is in the budget, print ads are placed. Invitations are sent out. Existing
clients will receive follow-up calls from the Widget Inc. sales staff
that work with them, while new clients might receive calls from the
VP of marketing.
On the day of the event,
guests arrive at the venue and are greeted at the door with a well-designed
info pack that reflects Widget Inc.’s branding policy for the
upgrade. Once they are seated, a 45 minute co-presentation is given
by Widget Inc. and the client who acted as the beta tester. It is informative,
sometimes humorous as arising issues and how they were solved are outlined,
and gives the attendees a good general idea of why this product is desirable.
Following the presentation, a gourmet lunch
buffet, complete with fresh squeezed juices and a cappuccino station
(but no alcohol) is served, after which the training component of the
event begins.
Expect to lose many attendees at this point, but the seed has been
planted. Hopefully, the media representatives who attended will produce
articles, both in print and online, that, along with any radio or TV
coverage, will reinforce the newly created product awareness and lead
to sales down the road. Those who choose to stay are demonstrably interested
and are likely customers for Widget Inc.’s latest product. The
marketing strategy
involved pre-awareness of the product through both personal contact
and articles/ads in specific industry magazines,
customer testimonial during the event
(the co-presenter), and awareness afterwards through articles, interviews,
and follow-up calls to attendees.
