1. The document discusses how technology can be used to generate real-time event intelligence and insights for clients from events. It provides a case study of how a beer company, Light Beer Company, used data collected from sampling events to analyze brand performance and identify emerging competitors like Lagunitas. 2. Light Beer Company collected data from on-premise sampling events on consumer questions and used this along with third-party social media data to benchmark brand performance, identify emerging brands like Lagunitas, and develop a predictive beer consumption model. 3. Analyses of the internally-generated and third-party data showed that Lagunitas was an emerging threat, especially in California and Illinois, and recommended adding it to

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GEORGE TAN & DR. E. CRAIG STACEY
USING TECHNOLOGY TO GENERATE
REAL-TIME EVENT INTELLIGENCE

2. Today’s Objectives
Turn your events into opportunities to regularly generate insights for clients
Answer critical questions that keep your clients awake at night
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3. The Event Intelligence Lifecycle
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IDENTIFY OBJECTIVES
COLLECT RELEVANT DATA
ANALYZE FOR INSIGHTS
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Turn key client questions into clear objectives (don’t just think of sales ROI!)
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Consider 3rd party information and also what you are uniquely generating
Leverage available tools to identify trends

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Case Study: Light Beer Company

5. The Power of Beer
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Light Beer Company (LBC)
•Experiential marketing agency hired to conduct on-premise sampling events in bars, clubs, etc. in 2013 and 2014
•Importer of light, lager-style beer
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6. Translate client conversations into clear primary and secondary objectives
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KRISTINA
•“Where should I be spending my limited marketing budget?”
BUDGET RELATED (PRIMARY GOALS)
•Determine ROI
MARKET SHARE RELATED (SECONDARY GOALS)
CMO, Light Beer Co.
•“What emerging light beer brands do I need to watch out for?”
•Identify trending light beer brands
•Isolate causes of share shift
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7. Advances in event technology make capturing information nearly effortless
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8. Not all data is equal, more granular information is always preferred and sometimes required
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• Large B2B events
• Multi-day, multi-location B2C campaigns
Acceptable when you can collect many observations (n>100) or are looking for directional answers
•Small B2B events
•Single day, single-location B2C campaigns
Required when you are only able to collect fewer observations (n<100) or need precise answers
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Clearer (1-to-1)
Fuzzier
GRANULARITY

9. Post-Event Recap
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Clearer (1-to-1)
Consumer Surveys (at event)
Fuzzier
Sales Data (3rd party)
Online Activity: Social Media (e.g., DataSift)
Online Activity: Search (e.g., Google)
GRANULARITY
INCREMENTAL COST REQUIRED
Attendee Tracking: 1-to-1 Technologies (e.g., RFID)
Attendee Tracking: Counters (e.g., Turnstiles)
Consumer Surveys (email or panel-based)
Sales Data (Internal)
Less Expensive
More Expensive
INTERNAL SOURCES
EXTERNAL SOURCES
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Granular info is often more costly; internally-generated data is often high quality and free

10. We have decided on key objectives and necessary data to capture, now what?
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Unique Internal Sources
Simple consumer surveys conducted at on-premise sampling events
Identify trending light beer brands for Kristina at Light Beer Company
Available 3rd Party Sources
Online Activity (Google Trends, Social Media)
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IDENTIFY KEY OBJECTIVES
CAPTURE DATA
ANALYZE FOR INSIGHTS

11. Analytical techniques vary in cost and complexity; advanced techniques often provide richer answers
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More Complex
Less Complex
COMPLEXITY & COST
Benchmark Relative Performance Compare your brand to the market
LBC is one of the most considered import beers in the U.S. and has gained share against domestics
Competition’s higher quality at a similar price point is causing some share loss
A 1% decrease in LBC’s price would yield a +0.4% increase in LBC sales volume
Identify Underlying Performance Drivers Answer why a behavior occurs
Develop Predictive Model Links performance and underlying drivers
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12. Start with basic benchmarking
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Benchmark against another point in time
Benchmark data against known competitors
AND
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MIN. COST
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13. Unique data generated at LBC events identifies emerging brands to track further
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Q: What other beer brands do you most frequently consider drinking?
(YTD 2014)
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LBC On-Premise Event Surveys
SOURCE
YTD 2014
TIMEFRAME
Brand names of beers considered by bar patrons
METRIC
MIN. COST

14. Unique data generated at LBC events identifies emerging brands to track further
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Q: What other beer brands do you most frequently consider drinking?
(YTD 2014)
Higher Growth
EMERGING THREATS ZONE
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LBC On-Premise Event Surveys
SOURCE
YTD 2014
TIMEFRAME
Brand names of beers considered by bar patrons
METRIC
IMPORTS
DOMESTIC
CRAFT BREWS
MIN. COST
Rolling Rock

15. Augmenting LBC’s event data with 3rd party sources can provide additional insights
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Beer Comps Mind Share Relative to LBC (as of September 2014)
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Number of brand mentions
METRIC
Social media
SOURCE
YTD 2014
TIMEFRAME
MIN. COST

16. Viewing the same data over time shows change in
share among key competitors
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0
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4
5X
LBC Co.
Coors Light
1/1/2008
7/1/2008
1/1/2009
7/1/2009
1/1/2010
7/1/2010
1/1/2011
7/1/2011
1/1/2012
7/1/2012
1/1/2013
7/1/2013
1/1/2014
7/1/2014
Lagunitas
Miller Lite
Beer Comps Mind Share Relative to LBC
(January 2008– September 2014)
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Number of brand
mentions
METRIC
Social media
SOURCE
JAN 2008 to
SEP 2014
TIMEFRAME
MIN. COST

17. Lagunitas Google Search Activity, US Only
(YTD 2014)
Lagunitas appears to be a particularly interesting brand in California and Illinois
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MIN. COST
Number of brand searches
METRIC
Google Trends
SOURCE
JAN 1, 2014 to
APR 2014
TIMEFRAME

18. Machine scoring of event commentary suggests Lagunitas acts as a stepping-stone to other beer types
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LBC Sampling Event Sentiment Scores: What do you think about the Lagunitas beer?
Range of Scores
-1
(most negative)
0
(neutral)
+1
(most positive)
-0.02
A little too bitter, but not too bad
+0.68
Great. I suggest it to anyone looking to upgrade from store bought light beer into a quality beer
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-0.58
This beer had zero aroma…I think they are shipping their beer all over the place and its ruining the quality
+0.50
Good flavor and no foul aftertaste
+0.38
A very good and easy to drink IPA
Emotional sentiment of event commentary
METRIC
LBC On-Premise Event Survey
SOURCE
YTD 2014
TIMEFRAME
MOD. COST

19. Upcoming Tech: Facial detection software can count and quantify emotion in all submitted photos adding a new level of quantifiable data depth
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DETECTED
4 FACES
GENDER 50% MALE
50% FEMALE
PRIMARY EMOTION
100% JOY
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MOD. COST
Sentiment of event photos
METRIC
LBC Sampling Event Photos
SOURCE
TBD
TIMEFRAME

20. Combining 3rd party market and internally generated event data can yield very powerful, predictive models
Business Cycle
Disposable Income
+
A 1% increase in disposable income per capita implies a 0.75% increase in beer consumption
Consumer Sentiment (Michigan Index)
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Each 1% increase in the index reduces volume 0.1%
Price
Price:
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A 1% increase in the price of the real beer CPI implies a 0.15% decrease in current year beer consumption rising to a cumulative -0.4% over two years
Alcohol CPI On-Premise/Alcohol CPI Off- Premise
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A 1% increase in the relative price of alcohol on-premise implies an approximate 0.5% decrease in beer consumption
Beer Price Off-Premise/ (Wine Price Off- Premise + Spirits Price Off- Premise)
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A 1% increase in the beer off-premise price relative to other alcohol off- premise prices implies a 0.4% decrease in beer sales
Marketing
Beer Ad Spend (Real $)
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A 1% increase in Beer Ad Spend implies a 0.12% increase in Beer Consumption
Liquor Ad Spend (Real $)
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A 1% increase in Liquor Ad Spend implies a 0.04% decrease in Beer Consumption
Wine Ad Spend (Real $)
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A 1% increase in Wine Ad Spend implies a 0.03 decrease in Beer Consumption
Societal & Population
Legal Sub 21 Drinkers as a Percentage of the Population
+
Allowing legal drinking for 1% of the population adds 0.8% to consumption
Average Age (Beyond Mix Correction in Weighted Population)
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A 1% increase in the average age of the population has a -0.1% impact on beer consumption through “social direction”
Diet Mentions
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A doubling of publicity on low-carb diets reduces consumption 2.2%
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Beer Consumption Model
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VERY HIGH COST
DRIVER
COEFFICIENT
DESCRIPION

21. A combination of available business cycle, pricing, marketing and
population factors model beer consumption accurately
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-2%
-1%
0%
1%
2%
3%
4%
5%
6%
7%
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Unexplained Volume
(model residual as a % of actual)
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Volume in MM Barrels (Acutal and Modeled)
ACTUAL
MODELED
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VERY HIGH COST
Volume of beer
consumed
METRIC
Multiple sources
SOURCE
1960–2012
TIMEFRAME
Beer Volume
(Actual and Modeled)

22. Summary of Findings from LBC On-Premise Sampling Campaign
•LBC is one of the most popular import beers and is gaining share from domestics
•Lagunitas is an emerging threat, especially in CA and IL
oConsidered an entry option for lager drinkers looking to expand their taste profile
oAn affordable, high-quality beer alternative to cheaper light beers
oRecent expansions in IL will make this an immediate national threat
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KRISTINA
•“Let’s add Lagunitas to your regular watch list”
CMO, Light Beer Co.
•“Can’t wait to see next month’s update”

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The Brandscopic Leadership Team
GEORGE B. TAN
CEO
George joined the Brandscopic team in 2013 and brings with him over a decade of strategy consulting, private equity and data analytics experience.
George holds a B.S. in Computer Engineering from Northwestern University, and an M.B.A. from the MIT Sloan School of Management.
CHRIS JASKOT
CTO
Chris founded Brandscopic in 2005 as an experiential marketing management solution focused in the nightlife marketing industry. Chris holds a B.S. in Computer Science from the University of Michigan .
DR. E. CRAIG STACEY
Analytics Advisor
Dr. Stacey is a recognized expert
in the area of marketing analysis
and provides input to Brandscopic analytics.
He is currently a Founding Partner at The Marketing Productivity Group and the Director of NYU Stern’s Center for Measurable Marketing

24. GEORGE B. TAN
gtan@brandscopic.com
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(855) 5-SCOPIC x101

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PRESENTATION RESOURCES
brandscopic.com/eventtech2014

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