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Event Management & Relationship Management
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Transcript of Event Management & Relationship Management
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Event management
Marketing tool
Services of Event Management Companies
Event Manager
Event Management as an Industry
Technology & Event Management
Education
Event management process
Event Review
Outage Review
Scope
Roles & ResponsibilitiesKPIs
Owner
Relationship Management
Customer Relationship Management
(CRM)
CRM Software
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Advantages of CRM
The types of data CRM projects collect
Customer Relationship Management (CRM) Key
Business Process areas
Enterprise relationship
management
Need for ERM
The Velox framework
Business relationship
management
Indicators and Drivers
Modeling Approach
Artifacts, Assets, and Products
BRM Relationship Types
BRM RolesBRM Lifecycles
BRM Principles
Conclusion
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Event management
Event management is the application of the management
practice of project management to the creation and
development offestivals, events and conferences.
Event Management involves studying the details of the
brand, identifying the target audience, devising the event
concept, planning the logistics and coordinating the
technical aspects before actually executing the modalities of
the proposed event. Post-event analysis and ensuring a
return on investment have become significant drivers for the
event industry.
The recent growth of festivals and events as an industry
around the world means that the management can no longer
be ad hoc (Ad hoc is a Latin term meaning "for this purpose".
Something that's ad hoc is not generalizable. Ad hoc
committees are formed to address specific issues.). Eventsand festivals, such as the Asian Games, have a large impact
on their communities and, in some cases, the whole country.
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The industry now includes events of all sizes from the
Olympics down to a breakfast meeting for ten business
people. Every industry, charity, society and group will hold
events of some type/size in order to market themselves,
build business relationships, raise money or celebrate.
Marketing tool
Event management is considered one of the strategic
marketing and communication tools by companies of all
sizes. From product launches to press conferences,
companies create promotional events to help them
communicate with clients and potential clients. They might
target their audience by using the news media, hoping to
generate media coverage which will reach thousands or
millions of people. They can also invite their audience totheir events and reach them at the actual event.
Services of Event Management Companies
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Event management companies and organizations service a
variety of areas including corporate events (product
launches, press conferences, corporate meetings and
conferences), marketing programs (road shows, grand
opening events), and special corporate hospitality events
like concerts, award ceremonies, film premieres,
launch/release parties, fashion shows, commercial events,
private (personal) events such as weddings and bar
mitzvahs.
Clients hire event management companies to handle a
specific scope of services for the given event, which at its
maximum may include all creative, technical and logistical
elements of the event. (Or just a subset of these, depending
on the client's needs expertise and budget).
Event Manager
The Event Manager is the person who plans and executes
the event. Event managers and their teams are often
behind-the-scenes running the event. Event managers may
also be involved in more than just the planning and
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execution of the event, but also brand building, marketing
and communication strategy. The event manager is an
expert at the creative, technical and logistical elements that
help an event succeed. This includes event design, audio-
visual production, scriptwriting, logistics, budgeting,
negotiation and, of course, client service. It is a multi-
dimensional profession.
The Event Manager may become involved at the early
initiation stages of the event. If the Event Manager has
budget responsibilities at this early stage they may be
termed an Event or Production Executive. The early stages
include:
Site surveying, Client Service, Brief clarification, Budget
drafting,Cash flow management,Supply chain identification,
Procurement, Scheduling, Site design, Technical design,
Health & Safety,
An Event Manager who becomes involved closer to the event
will often have a more limited brief. The key disciplines
closer to the event are:
Health & Safety including crowd management, Logistics,
Rigging,Sound,Light,Video,Detailed scheduling,Security,''
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Event Management as an Industry
Event Management is a multi-million dollar industry, growing
rapidly, with mega shows and events hosted regularly.
Surprisingly, there is no formalized research conducted to
assess the growth of this industry. The industry includes
fields such as the MICE (Meetings, Incentives, Conventionsand Events), exhibitions, conferences and seminars as well
as live music and sporting events.
The logistics side of the industry is paid less than the
sales/sponsorship side, though some may say that these are
two different industries.
Technology & Event Management
Software companies service event planners with a complete
solution including Online Event Registration, Event Marketing
Tool, Hotel Booking Tool, Travel Booking Tool, BudgetingTool etc
Education
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There are an increasing number ofuniversities which offer
Graduate Degree/Diploma in Event Management, especially
in the UKwhere they have been quick to catch on to the new
interest and many are now offering certificate, diploma,
degree and masters degree coursework. In the Netherlands -
Rotterdam - EuroCollege University of Professional Education
offers Hospitality & Events Management. In India National
Academy of Event Management & Development - NAEMD
offers Diploma & Post Graduate Diploma in Event
Management.
In addition to these academic courses, there are many
associations and societies that provide courses on the
various aspects of the industry.
Study includes organizational skills, technical knowledge,
P.R., marketing, advertising, catering, logistics, decor,
glamor identity, human relations, study of law and licenses,
risk management, budgeting, study of allied industries like
television, other media and several other areas.
In a first for the industry, a National Student Events
Conference was held in 2008 with the aim of improving links
between students and industry. Topics covered included the
Olympics, health & safety, incentive travel and networking.
The NSEC took place on 18 April 2008 at the University of
Derby's Keddleston Road campus.
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Career opportunities are in the following Industries :
1. Event Management
2. Event Management Consultancy
3. Hotel, travel and hospitality Industries
4. Advertising Agencies
5. Public Relations Firms
6. Corporations
7. News Media
8. Non-profit organization
9. Integrated Marketing & Communications
10. Event Budgeting and Accounting
Relationship Management
The process of fostering good relations with customers to
build loyalty and increase sales is known as Relationship
Management.
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Customer Relationship Management
(CRM)
What is CRM?
CRM stands for Customer Relationship Management. It
is a process or methodology used to learn more about
customers' needs and behaviors in order to develop stronger
relationships with them. There are many technological
components to CRM, but thinking about CRM in primarily
technological terms is a mistake. The more useful way to
think about CRM is as a process that will help bring together
lots of pieces of information about customers, sales,
marketing effectiveness, responsiveness and market trends.
CRM helps businesses use technology and human resources
to gain insight into the behavior of customers and the value
of those customers.
CRM Software
Sales Force Automation
Contact management
Contact management software stores, tracks and
manages contacts, leads of an enterprise.
Lead management
Enterprise Lead management software enables an
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organization to manage, track and forecast sales leads.
Also helps understand and improve conversion rates.
ECRM or Web based CRM
Self Service CRM
Self service CRM (eCRM) software Enables web based
customer interaction, automation of email, call logs,
web site analytics, campaign management.
Survey Management Software
Survey Software automates an enterprise's ElectronicSurveys, Polls, Questionnaires and enables understand
customer preferences.
Customer Service
Call Center Software
Help Desk Software
Partner Relationship Management
Contract Management Software:
Contract Management Software enables an
enterprise to create, track and manage
partnerships, contracts, agreements.
Example: Upside Software, Accruent Software,
diCarta, I-Many.
Distribution management Software
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Advantages of CRM
Using CRM, a business can:
Provide better customer service
Increase customer revenues
Discover new customers
Cross sell/Up Sell products more effectively
Help sales staff close deals faster
Make call centers more efficient
Simplify marketing and sales processes
The advantages can be summarized according to the
Feature
Marketing
Make intelligent business decisions with enhanced
customer insights
Increase marketing velocity and speed to market
Maximize visibility into and control of your entire
marketing process
Drive customer demand
Increase returns on your marketing investments
Sales
Grow profitable relationships
Maintain focus on productive activity
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Eliminate barriers to productivity
Improve sales efficiency Service
Transform service into a profitable line of business
Increase customer loyalty
Drive revenue
Reduce costs of customer service and field service
Decrease service giveaways
Web channel enablement
Drive revenue and extend market reach Increase customer convenience and satisfaction
Reduce the cost of sales and support
Build lasting customer loyalty
Improve sales and service profitability
Running an interaction center
Increase customer satisfaction
Improve credibility with your customers
Increase revenue and productivity
Manage the customer interaction life cycle
Partner channel management
Boost revenue through channel collaboration
Reduce indirect channel support costs
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Increase partner satisfaction and ease of doing business
Maximize value to your customers by enabling your
partners
The types of data CRM projects collect
Responses to campaigns
Shipping and fulfillment dates
Sales and purchase data
Account information
Web registration data
Service and support records
Demographic data
Web sales data
Customer Relationship Management (CRM) Key
Business Process areas
Marketing
CRM aligns marketing processes and drive customer demand
using functionality to enhance management of marketing
resources, segments and lists, campaigns, leads, trade
promotions, and marketing analytics.
Sales
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CRM enables you to acquire, grow, and retain profitable
relationships with functionality for sales planning and
forecasting and the management of territories, accounts,
contacts, activities, opportunities, quotations, orders,
product configuration, pricing, billing, and contracts.
Service
CRM can drive service revenue and profitability with support
for service sales and marketing. More effectively manage
service orders, contracts, complaints and returns, in-houseand depot repairs, warranties, resource planning, e-service,
and service analytics. Functionality to support call centers,
field service, and e-service provides flexible delivery options.
Partner channel management
With CRM you can attain a more profitable and loyal indirectchannel by managing partner relationships and empowering
channel partners. Improve processes for partner recruitment
and management, communications, channel marketing and
forecasting, collaborative selling, partner order
management, channel service, and analytics for partners
and channel managers.
Running an interaction center
Customer interaction centers are places where you meet
your customer face to face. With CRM, you can maximize
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customer loyalty, cut costs, and boost revenue by
transforming your interaction center into a strategic delivery
channel for marketing, sales, and service efforts across all
touch points. Effectively handle activities such as
telemarketing, telesales, customer service, human
resources, IT support, and interaction center management.
Web channel enablement
Increase sales and reduce transaction costs by turning the
Internet into a valuable sales, marketing, and service
channel for businesses and consumers. Increase profitability
and reach new markets with a fully integrated Web channel,
including support for e-marketing, e-commerce, e-service,
and Web channel analytics.
Business communications management
Manage inbound and outbound contacts across multiple
locations and channels. Integrate multi channel
communications with customer-facing business processes to
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provide customers and partners with seamless, consistent
experiences across all channels, including voice, text
messaging, the Web, and e-mail.
Real-time offer management
Turn all customer interactions into opportunities to build
customer relationships and generate revenue. Plan, develop,
and execute cross-selling, up-selling, and retention offers;
service-level agreements; and more. Take appropriate
subsequent actions to enhance customer relationships andensure relevant and personalized customer interactions.
Trade promotion management
CRM will boost a company's brand presence and profits with
visibility into and control of all trade related processes.
Increase accounting accuracy of trade and financial resultswith back-office integration. Gain key business insights to
help you optimize trade activities. Increase your trade
promotion success with analytics and enhanced
management of trade funds, promotions, claims, and retail
execution.
Enterprise relationship
management
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Enterprise relationship management or ERM is a
business method in relationship management beyond
customer relationship management.
"ERM - Enterprise Relationship Management is basically a
business strategy for value creation that is not based on cost
containment, but rather on the leveraging of network-
enabled processes and activities to transform the
relationships between the organization and all its internal
and external constituencies in order to maximize current and
future opportunities." [Galbreath, 2002]
Need for ERM
Why do we need an Enterprise Relationship Management
framework? Simply put, because relationships are becoming
more and more prevalent and more integral to an
organization's success. Although establishing inter-enterprise
links is far from a new science, Klambach and Roussel (1999)
affirm that nearly 60% of business alliances do not deliver
anticipated benefits while Lovallo & Kahneman (2003) and
Selden & Colvin (2003) estimate M&A (Mergers &
Acquisitions) failures range between 70% and 80%.
With statistics like these, the need to improve relationship
success rates seems quite obvious. Many authors have
addressed these issues from varying perspectives, including
technology enabling a firm, reviewing or re-designing
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operational & administrative processes, and transforming
the culture to one that is more adapted to collaboration. As
Galbreath (2002) and Norman & Ramirez (1993) state,
collaboration or rather the effective leveraging of
relationship resources to create new sources of value, is a
process of learning and developing new mental models and
competencies as well as obtaining resources through new
means/sources.
The Velox framework
Velox ERM is a product of Technology Partners. It integrates
ONA - organizational network analysis, process re-design,
IS/IT strategy, change management, supplier relationship
management, customer relationship management, and risk
and business continuity management into a comprehensive
and simple framework that supports people and
organizations in repeatably/consistently:
Mapping and understanding collaborative processes
and networks within and across organizational
boundaries Benchmarking collaborative capability
Identifying and selecting the best partners and
collaborators to minimize risk and improve agility of the
business network
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Understanding and deploying collaborative best
practices
Aligning and leveraging new and existing business
relationships to business objectives
Accelerating/Facilitating the adoption of business
change related to processes, policies, systems and
culture changes.
Accelerating decision making resulting in improved
corporate responsiveness to changing market
conditions.
Business relationshipmanagement
Business relationship management is a formal approach
to understanding, defining, and supporting a broad spectrum
of inter-business activities related to providing and
consuming knowledge and services via networks, with an
emphasis on the emergence of online networks as a primary
medium through which business relationships are conducted.
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Business relationship management (BRM) is distinct from,
but related to, concepts such as Enterprise relationship
management and Customer relationship management. It
also exceeds the scope of the limited context of describing a
liaison that aligns business interests with IT deliverables.
BRM seeks to provide a complete and holistic model of
business relationships and business relationship value over
time, in order to make the various aspects of business
relationships both explicit and measurable. A mature BRM
model will ultimately support both:
strategic business research and development efforts
tools and techniques that implement BRM principles
BRM as a discipline seeks to enable all stakeholders to
develop, evaluate, and leverage high-value relationships
throughout the network.
Indicators and Drivers
The BRM concept is an outgrowth of observation and
analysis of the transformational effects of certain features of
the emerging network economy, including:
advances in network scale, scope, and sophistication
constant disruption as the 'new normal' business
dynamic
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decentralization of knowledge and the devaluation of
traditional IP and
increased openness of networked knowledge and
decline of command and control management
The impact of these trends on business relationships
provides an opportunity to discover and align both principles
and practice as the foundation of a distinct discipline.
Modeling Approach
The approach to the BRM modeling process is to identify and
describe various aspects of business relationships in terms
of:
defined relationship types; each type having a
specified purpose, associated roles, and a measurable
outcome
a set of processes that make up the business
relationship lifecycles
a set of principles that apply specifically to these
lifecycle processes
Artifacts, Assets, and Products
Assets and products derived from the BRM model will
eventually inform and support:
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a practice derived from applying BRM principles,
analyzing outcomes, and refining over multiple
iterations
tools and methodologies (platform) derived from
successful practice that further support and optimize
BRM as a discipline
BRM Relationship Types
The BRM model will identify and categorize business
relationships according to type:
each type has a discrete and clear purpose,
characterized by a unique combination of roles,
functions, and activities
instances of each type can be identified, quantified, and
analyzed
BRM Roles
The BRM model identifies two roles, provider and consumer;
a given business by necessity participates in both roles.
BRM Lifecycles
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The concept of business relationship lifecycle and builds on
interest in charting the complexities of changing values of
business relationships over time in contrast to simple
transactional value.
BRM lifecycles include:
a macro grow and sustain cycle, characterized by one-
to-many and many-to-one relationships. Activities in
this cycle are more or less continuous and overlapping
(include marketing, customer/product support-maintenance, online community) and have
indeterminate outcomes
a micro engagement cycle, characterized by one-to-
one, discrete or transactional, with discrete cycles and
negotiated outcomes
BRM Principles
Measurement and Analysis The goals of BRM require that
its concepts and principles be identifiable and measurable;
that is to say, given the model, a person should be able to
identify the Business Relationships that they are engaged in,
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and measure them (quantity, duration). The same holds for
any aspect of BRM, such as type, role, or principle.
Purpose Every Business Relationship has a purpose that
requires participation of multiple roles to accomplish. The
purpose of a given Business Relationship is discrete and
quantifiable.
Reputation and Trust The BRM model should attempt to
model and quantify the related concepts of Reputation and
Trust. Every relationship, and every interaction within therelationship, contributes to reputation. Reputation functions
to mitigates risk and reduce friction within business
processes. Concern for reputation incents good behavior.
Absence of trust will cause a Business Relationship to fail
Governance The BRM model needs to account for and align
with models of corporate governance, including business
ethics, legal constraints, and social norms as they apply to
business relationships.
Exchange and Reciprocity The BRM model of exchange
and reciprocity must extend traditional dimensions to account
for not only financial exchange, but also time, money,
knowledge, and reputation that are a key feature of business
relationships.
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Boundaries The BRM model should define the boundaries of
Business Relationships within the larger continuum of
interpersonal relationships. In addition to legal and ethical
(governance) issues, are there optimal levels of personal
connection, and do they differ by type, role, or other
attribute, the model should help define boundaries that
optimize effectiveness while support good governance
practices.
Conclusion
Customer relationships are the lifeblood of every good
company. Relationships between a company and their
customers, distributors, employees, referral sources, are
vital to continued, sustained growth, and stability. Loyal
relationships with these valued individuals make for a
strong bottom line.
Also, the promotion of the product, cause, services or any
organization through various events are very vital for
building a strong foundation between the client and the
organization.
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CASE STUDIES
Event Management Case Study Ellis.Salsby
New company launch
Brief
We were asked to put together a 24 date UK launch tour to
promote the creation of a brand new company in the financesector. They were looking to move away from the traditional
presentation in a conference room and wanted a cost
effective and interesting way of providing something
different.
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Solution
Working in consultation with the client, the solution was to
offer a specially customised coach (complete with 'wrap'
which would act as transportation for key team members as
well as an exhibition facility and sleeping accommodation.
Working with the various speakers, we created a schedule
for maximum coverage of the country and delegates
registered online to attend the seminars. At each location, a
meeting room was required for refreshments and the
presentation and more importantly; conspicuous parking for
the coach.
Benefit
A highly visual Company launch was achieved and
successfully communicated to over 5,000 delegates.
Event Management Case Study AllOut
Marketing
Situation
A manufacturer of clinical diagnostic instrumentation and
assays sought to increase visibility at its 20,000-attendee
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national trade show to obtain more leads and expand booth
traffic while increasing awareness of key product lines.
Solution
In partnering with the client, AllOut Marketing:
developed interactive game reinforcing product
information
created integrated communications materials
designed and produced reusable game cards
implemented giveaway strategy with immediate show-
floor visibility and long-term product reminder
coordinated and managed on-site customer events and
workshops
Deliverables
By partnering with AllOut Marketing, the client received:
spectacular on-floor tradeshow buzz and excitement
increased corporate visibility and product awareness as
never done before
constant, high booth traffic throughout the entire show,
from booth opening to booth close effective pre-show mailer that delivered a high number
of attendees to booth
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Measurements of Success
By partnering with AllOut Marketing, the client:
drew from 750 to 1000 booth visitors per day
increased hot leads by 225%
was the hit of their annual key tradeshow
Customer Relationship Management Case
Study - McKinsey & Company
Background
A leading retail bank wanted to boost the effectiveness of its
cross-selling programs. Brokers were particularly interested
in identifying and reaching out to banking customers who
could benefit from higher-value products like brokerage
accounts, credit cards, or home equity loans. Client
executives asked for a tactical CRM program that would
get results in 3 to 6 months.
Analysis and Teamwork
We worked with our client to understand customer segment
groups and historic preferences by segment. Our team
developed customer profiles based on propensity-to-buy
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assessments and profitability analysis, resulting in a
prioritized list of cross-sell opportunities.
We then developed support tools for frontline staff, tailored
to the cross-sell efforts for each product type. Materials
included a script to use when making calls, strategies for
successful customer conversations, and a tracking system to
record contact rates, rates of follow-up appointments, and
other measures of impact.
Over 7 weeks, we helped the client pilot the program in 30branches across three regions. The team held meetings
every week with area and branch managers to share results
and best practices.
Results
Pilot branches opened 10 percent more brokerage accounts
than no pilot branches. And home equity loan applications
jumped by 20 percent.
The bank achieved bottom-line impact during the fiscal year
in which the pilot program was launched, with no significant
systems or organizational changes. A full rollout of the
program followed.
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Event management process
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a Event Handling
After the registration of a new event by a network or system management
application, the operator reviews its information to determine which
configuration item (CI) has failed, or is about to fail, and to find out the
apparent cause of the event.
Next, the operator reviews the other recently generated events to ensure that
the event was not raised because the network or system management
application could no longer accurately determine the CI's status due to the
failure of another CI elsewhere in the infrastructure. In addition, the operator
checks if the event is the result of a planned change or planned eventIf theevent represents the first warning of an impending capacity shortage (e.g.
because a capacity threshold has been exceeded), the operator registers a
new incident request to prevent this imminent incident. The operator sets the
service type to "Infrastructure Event" and ensures that the CI and the service
infrastructure it supports are linked to the incident request. The operator
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assigns the incident request to the capacity manager of the service
infrastructure to which the CI is linked.
If the event represents the first notification of an unplanned service outage or
degradation, the operator registers a new incident request of the service type
"Infrastructure Restoration" for it. The operator ensures that the incident
request is linked to the affected CI and service infrastructure. If the operator
is able to resolve this incident request (in terms of skills, access rights and
time restrictions), he/she resolves and closes it. If not, the operator ensures
that the incident request gets assigned to the appropriate group. The operator
closes the event after he/she has either resolved it, or assigned the incident
request that he/she registered for it. Closing the event ensures that it is
removed from the list of open events.
The operator also closes the event if it was not the first event that wasgenerated for a current or future incident (i.e. when an incident request had
already been registered for this), or if the event represents a service
degradation or outage that was planned.
Procedure 1 event handling
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Event Review
The operations manager regularly reviews all events that have been handled
by the operators. He/she also considers suggestions offered by operators and
specialists for the improvement of the manner in which the service
infrastructures are being monitored by the network and system managementapplications. The operations manager does this in order to identify:
monitoring jobs that generate unnecessary events,
missing or ineffective automated event correlation rules, and
missing or inadequate event handling instructions for the operators.
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When the operations manager has identified an improvement opportunity,
he/she opens a new incident request and explains what should be changed.
Having filled out the new incident request, the operations manager ensures
that it gets assigned to the group that will be responsible for implementing
the requested improvement.
Procedure 2, Event Review
Outage Review
The operations manager periodically reviews all high-impact incident
requests (i.e. all service outages that affected multiple users). For each of
these incident requests, the operations manager first determines whether or
not an event was generated to notify the service provider organization of the
outage.
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If an event was generated, the operations manager finds out whether or not
the operator(s) followed the event handling instructions correctly. If this was
not the case, the operations manager collects the information for review with
the operators.
If an event was not generated for the service outage, this might be correct
(e.g. because it has been decided that it is too expensive to automatically
monitor the service infrastructure that was affected). If an event should have
been registered, however, the operations manager finds out whether this was
prevented by the automated correlation rules, or because a monitoring job
needs to be created or adjusted. The operations manager subsequently
registers a new incident request to request a correction in the automated
correlation rules or the (re)configuration of a monitoring job.
After completing the review of a high-impact incident request, the
operations manager reviews the next one until all of the high-impact incident
requests that were resolved during the past review period have been
reviewed.
Procedure 3, Outage Review
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ScopeThe scope of the Event Management process is limited to eventsgenerated by network and system management tools.
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Roles & Responsibilities
The table below lists the different roles that are involved in the Event Management
process, along with their respective responsibilities.
Role Responsibility
Operations manager Ensures that each new event gets closed in an
efficient and consistent manner, as specified by theEvent Handling procedure.
Reviews all closed events to identify opportunities for
improvement of the efficiency with which events are
handled.
Reviews all service outages that affected multiple
users to check whether the automated monitoringfunctionality of the network and system management
applications is working correctly, and also to makesure that the event handling tasks are carried outproperly. This is done to ensure that downtime is
minimized when an outage occurs.
Operator Reviews all new events.
Correlates each new event with other events and withinformation regarding planned changes and events.
Registers an incident request for each event that
represents the first warning of an impending capacity
shortage and assigns the incident request to theresponsible capacity manager.
Registers an incident request for each event thatrepresents the first notification of an unplanned
service degradation or outage and ensures that the
incident request information is complete andmeaningful.
Assigns the incident requests for unplanned service
degradations or outages to another group when this is
specified in the event handling instructions or if the
event handling instructions are not yet available for
the type of event for which the incident requests wasregistered.
Resolves the incident requests for unplanned service
degradations or outages when this is dictated by the
event handling instructions.
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KPIs
The table below lists the key performance indicators (KPIs) that have been selected for
tracking the success of the Event Management process.
KPI Definition Frequenc
y
Unit
Time to close The average time it takes for an event to getfrom being generated to being closed.
Monthly # of hours
Operatorresolutions The number of incident requests that wereboth registered and resolved by an
operator, divided by the total number of
incident requests registered by operators.
Monthly %
Backlog of
events
The number of events that have not yet
been closed.
Daily # of events
Owner
The owner of the Event Management process is the Service Management CAB.
This CAB is responsible for reviewing, and subsequently approving or rejecting, requestsfor improvement of the Event Management process and its supporting functionality in the
service management application.