How To Strategize, Plan And Execute A Ve Final

How to Strategize, Plan and Execute a
Virtual Event

Kelly Graham, Cisco Systems
Helaine de Tomasi, Crawford Group

Subject Matter Expert

Kelly Graham
Cisco Systems
– Email: kgraham@cisco.com
– Twitter: KellyAGraham

Presentation_ID © 2009Cisco Systems, Inc. All rights reserved. Cisco Confidential 2

Agenda
I. Introduction
II. Virtual Events Defined
III. Virtual Events Strategy
IV. Methodology Blueprint
V. Measurement
VI. Q & A

Presentation_ID © 2009Cisco Systems, Inc. All rights reserved. Cisco Confidential 3

Virtual Events

Questions you may be asking…

 How do you define a virtual event?
 How does a hybrid event differ from a virtual event?
 What audience types are virtual events optimized for?
 How can we quickly and seamlessly integrate virtual
events into our event portfolio?
 How do we define success? What types of metrics
should we track?
 What are some virtual event best practices we should
follow?

Presentation_ID © 2006 Cisco Systems, Inc. All rights reserved. Cisco Confidential 4

Why Virtual?

 Extend content reach
 Extend/reduce spend
 Extend duration
 Support Green initiatives
 Demonstrate technology
capabilities
 Gain better metrics for business
intelligence


Virtual Events Defined


Virtual Events Defined

A gathering of individuals who
meet in an online environment
at a pre-arranged time to
acquire knowledge, share
information, network, and
engage in activities of common
interest.
Includes:
– WebEx
– Video webcasts
– Virtual environments
– TelePresence


Virtual Events Technology Tactics

Audio Video Live Audio Live Video WebEx
On Demand On Demand Webcasts Webcasts
Webcasts Webcasts

Live Mobile Virtual Virtual Web 2.0 E-learning TelePresence
Webcasts Tradeshows Worlds Enabled
and Events


Virtual Events Strategy


Customer Marketing Strategies

 Get more profitable customers
Get
 Increase market share

 Keep those customers longer
Keep
 Maintain market share

 Grow them into bigger customers
Grow
 Expand customer share


Virtual Event Strategy

Start with Understanding Your Audience
 Who is your audience?
 What do you know about them? What do you need to learn?
 What tactics & content would best resonant with them?

Document Your Objectives

 What will success look like?
 What are the obstacles to success?

Develop a Measurement Plan

 Identify how you are going to measure your objectives
 Review the metrics and reports that are available to you currently
 Understand what metrics and data the platform or technology can
deliver
 Compare to other like programs and results (benchmarking)



Promotion: Use Traditional Communication Tactics

 Targeted email invitations continue to be the #1 direct response tactic
 Newsletters
 Banner ad placements
 Strategic partnerships

DO
 Invest in good demand generation copywriting and design
 Communicate a clear and single call to action
 Create compelling email subject lines that stand out
 Articulate the value proposition of attending the event


Promotion: Embrace Social Media Tactics

 Find a social media expert within your organization. With a little training they
will be able to support the integration of social media into your
communications plan.
 Know where your target audience spends time online (watering holes).
Engage them in conversation, rather than shout.
 Encourage your audience to become your word-of-mouth advocates through
Twitter, blogs, uploading photos and movies
 Social media should be used throughout the lifecycle of the event
 Don’t forget your Twitter hashtag! (Virtual Edge Summit is #VE10)



Don’t Underestimate Resources

 Successful Virtual Events require the same attention as physical events-
don’t underestimate the planning and execution
 You will need a strategist, program manager, communications lead, social
media lead, registration, speakers, content developers, project manager,
audio visual, technical lead, SME staff, event staff, vendors
 An Event is an Event is an Event

Accommodate for the Learning Curve

 Ease the learning curve – contract or hire an experienced virtual event
manager
 Speaker, staff, sponsor trainings are a ‘must’
 Attend other virtual events yourself to understand what the user
experience will be for your audience


New Metrics and Measurement

 Paradigm Shift: Virtual Events provide marketers with
true marketing data for advanced business intelligence
 Unlike physical events, virtual events capture
aggregate metrics and individual data based on
behaviors
 Metrics + data=actionable intelligence with closed loop
reporting
 Every virtual event plan needs to include a well-thought
measurement strategy to ensure the robust level of
data outputs are effectively captured and analyzed


Methodology Blueprint


Strategic Methodology

Mark Your
Audience Strategy Execution

M A S T E R

Assess Your Technology Review and
Objectives and Review Rebalance
Goals

Source: MASTER Co-developed by Cisco and George P. Johnson Co.


M.A.S.T.E.R.
M M=Mark Your Audience
 Even though technology is at the heart of a Virtual Event, the
audience and the desired outcome are the top points of consideration
A when defining the strategy

 All successful marketing efforts begin with the identification of your
S target audience - don’t begin planning an event until you understand the
audience you’re trying to reach and look at the world from their point of
view
T  Furthermore, understanding the techno-make up of your audience will
prevent you from potential technology misalignments

E Input
Knowledge of situation and past event experience
Output
Target audience blue print
R


Target Audience Blueprint
Who is the event targeting? Drive deep into their description. Try to keep in their words to capture
essence of client expectations. Keep an eye out for key words or concepts
like “technical”, “business”, certain titles or positions in companies,
technical expertise, or any baseline requirements.
If multiple audiences: prioritize (if possible)

Complete a separate copy of this form for each target audience segment identified above.
What is/are the typical job titles best suited for this Often titles don‟t map to needs. Don‟t put too much weight on titles as they
event? don‟t indicate the amount of influence the individual holds.

What kind of Decision Maker is the audience?

What is/are the decision making levels of attendees? Decision making levels often map to needs. If there are different levels,
there are most likely different need sets as well.
What are the technical expectations of the audience? Very high High Medium Low None

Events targeted to “technical” audiences must meet medium or higher
ranking.
Where is your audience likely to be when they
participate in your event? Home Cisco Office Cisco Office w/ TP
Mobile Other _________________
How many unique people will be attending the event? Number of attendees at any one time will be important for potential booth
support and bandwidth issues
Will the event be delivered entirely in English? If the client wants multi-language support, education on realities via
technology, resources, support etc, need to be discussed.
If no, what language(s) besides English would need to
be supported?

Audience Technographics

Describe your audience’s online behavior. (Where they go Understanding how the audience represents itself online will help
online and what they do)? determine which sort of strategies will make sense to use to reach
the audience.

Do they make content: write blogs or upload video, music, Yes No
or text. Yes/No
If so, they are CREATORS

Do they respond to content from others: Post reviews, Yes No
comment on blogs, and contribute to articles (wiki) or
forums? If so, they are CRITICS

Do they organize content for themselves or others: Use Yes No
RSS, add tags to web pages or photos, or vote on line?
If so, they are COLLECTORS

Do they connect in social networks: Have profiles or visit Yes No
social networking sites: i.e., Twitter, Facebook, MySpace, If so, they are JOINERS
Linkedin?

Do they consume content, read blogs, watch videos, listen Yes No
to podcasts, read forums or reviews?
If so, they are SPECTATORS


Audience Technographics
What are the needs of the audience? Understanding the needs of the audience is critical to the next step. If
there are multiple audience segments (roles, titles), work to understand
how the needs are different.
Does your audience have any special needs? If yes, to
that extent do you plan to cater to these?

Are there any cross-cultural issues that should be
considered? If yes, what are they?

What could prevent your audience from attending or These are called INHIBITORS. Factors that might degrade the
engaging? customer experience or drive incorrect behavior should be addressed
upfront. Examples of inhibitors might be:
Lack of perceived value of the event
Slow broadband access / poor available PC hardware /
firewall problems
Target audience are technophobes
Governments blocking of access.
Especially note technology inhibitors that would impact an
attendee‟s experience (i.e. slow broadband, old hardware,
firewall issues)

What factors will motivate your audience to attend and These factors are called DRIVERS. Examples might include:
engage to your objectives? Looking for information on cloud computing
Keen to participate in new and „cool‟ events.
Keen to network with industry peers.
Upfront identification of key factors will help drive processes that
support these factors.


M.A.S.T.E.R.

M A=Assess Your Objectives and Goals

 This phase begins with the identification of event objectives
A  Clearly defining event objectives at the start of the event planning
process is a critical step to engineer your desired customer journey
S  Event Objectives will be greatly affected by your marketing objectives

T  When the objectives are understood, Virtual Events will improve your
ability to Get, Keep and Grow valuable customers

E Input
Target Audience blue print
Output
Event Objectives
R


Event Objectives
Complete the form for each audience segment you are targeting.
What are you trying to achieve with this event? SMART Objectives:
Specific: Measurable, Achievable, Realistic, Time-phased

What is the privacy level of your event? Why? Public
Private (invitation only not strictly confidential)
Confidential

What is your customer strategy for the event? 1. Get: Lead Generation (increase market share)
2. Keep: Reinforce Relationship(increase market share)
3. Grow: Expand Relationship(increase customer share)

How would you want your target audience to If your customers were interviewed after the event, what would you
describe your successful event afterwards? like to hear them say? What would you not like to hear?

How will you measure this success? Ensure that these objectives can be measured and state how it will be
measured. If it cannot be measured, discussion of how success will
be determined should happen.

What do you want your audience to do as a result of
attending this event? What are their desired post-
event actions?
What is the intended next use of the content? How Best Practice is that all content be optimized and reused. If no,
will you reuse this content? consult with client on different ways to take leverage time and money
spent to create content. If video, think audio stream. If video or audio,
thing text.
How long will this archived content be made Is content transitory? Is it no longer relevant after a period of time?
available? Are there any copy right restrictions?


Marketplace Considerations
How is the client perceived with this target audience
segment?
Who are the client’s relevant key competitors?

What are the competitive considerations with the audience
within this industry?
Are there any competitor events or activities that may
impact this event?

Are there any other major initiatives or activities internally Review company event calendars, public/religious
or externally that may compete for staff time or audience holidays.
attention?
Messaging and Branding
What client campaigns, messages or themes will be
leveraged?
Are there any significant branding issues that need
consideration? For example, key logos content, audio or
video theme-ing.
Risk Management
Discuss your attitude towards risk for this event.

Are there any significant risks to this event you are aware of
at this stage?
How do you plan to monitor and mitigate these risks?


Strategic Methodology

Mark Your
Audience Strategy Execution

M A S T E R

Assess Your Technology Review and
Objectives and Review Rebalance
Goals

Source: MASTER Co-developed by Cisco and George P. Johnson Co .

M.A.S.T.E.R.

M S=Strategy
 At this point you have developed your Target Audience Blueprint and
A defined your Event Objectives, now you are ready to build your
strategic plan

 Your Customer Experience blueprint will define the desired customer
S journey and inform your strategic plan and ultimately impact your
technology solution

T Input
Event Objectives & Target Audience blue print

E Output
Customer Experience blue print, Strategic plan

R


Customer Experience Blueprint
Target Audience
 Customer Experience Event Objective(s)
blueprint will define the Aligned to this audience
segment
desired customer journey Triggers
that will resonate with your List their ‘hot buttons’ or areas
of relevance
target audience and
Inhibitors
support the overarching List their pain points or
key challenges
event objectives
 Ensuring that the right Desired Response
What would success look like
individuals participate in for this particular audience
segment?
this session will
significantly help to Actions : What do we need the target audience to do in
order to be motivated to act upon our objectives?
mitigate future roadblocks Pre Event
List Specific Activities /
or challenges and keep Communications
the event planning During Event
List the key parts / focus
process on course of the event
Post Event
List Specific Activities /
Communications


Decision Tree
 The Customer Experience blueprint will guide the development of
your Strategic Plan based on your desired customer journey
 First determine the quantity and type of real-time components you
plan to include in your virtual event
 Real-time elements may change during the event planning
process, however, it is important to understand your client’s
expectations to ensure content, communications, demand gen and
training plans are developed accordingly


Strategic Plan Development Level I Level II Level III

Pre-recorded content X X X
Delivered at designated time X X X
Real-time elements X X
(i.e.: Q &A, text or video)
Live primary content delivery (i.e.: Keynote, X
General session)
Content Management X X X
Communications Plan X X X
Demand Generation X X X
Measurement Plan w/targets X X X
Community/Web 2.0 Tactics X X X
Sponsor/Exhibitor Sales & Management X X X
Registration Plan X X X
Speaker Training X X X
Support Staff Training X X
Post event Measurement & Analysis X X X


M.A.S.T.E.R.

M T=Technology Review

 Once you Mark your audience, Assess your objectives, and define the
A Strategy… THEN you can address the Technology landscape

 Discovery findings to this point will influence technology selection
S enabling you to pick the best tools to deliver the desired outcome

 Though selecting the technology platform is critical to executing a
T virtual event, the steps prior to this section cannot be skipped and must
be conducted thoroughly to ensure technology selected meets your
target audience needs

E Input
Strategic plan, any knowledge of technology
Output
R List of technologies identified and how they fit into the strategy


Low
Med High

$ $$ $$$
$

Single Topic Multiple Topics
Content

Demos Presentation Demos & Presentations Demos , PresentationsDiscussions
Demos, Presentations, &
Demos & Presentations
Discussions
Risk

Low High
Visibility and Complexity Visibility and Complexity
Engagement

Passive Active
text
listening watching text Q&A Individual chat Video Video Video
Q&A group chat individual Presence
text chat
group chat

On-Demand Live
Format

On Demand Specialist Solution
On Demand On Demand Live Audio/ Virtual
Audio/Video Virtual World Event
Audio Video Video Tradeshow
w/live Q&A Telepresence

Level I Level II Level III

Virtual Event Environments


Virtual Event Lobby


Integrated Flash Webcasts


Interactive Exhibit Booth


Virtual Platform Vendors


Choosing a Virtual Vendor

 How long have they been in business?
 How financially secure is their business or funding?
 What features do they offer that are a priority for your
event?
 Do they offer live day event support?
 What type of training do they offer?
 Is their platform integrated with social media,
registration tools or other software programs?
 Does their platform and content have translation or
localization options?


Key Virtual Show Features

 Strategic user design  Video production
 Customizable booth designs  Comprehensive web-based show
 Registration with configurable pages reporting and metrics
 Training  Video greeting, green screen
integration
 Webcasting (audio, video)
 Event management
 Live Q&A
 Help booth
 Banner advertising within virtual
environment  Prize center
 Show microsite  Search (within content, titles, profiles)
 CMS/Repository for content  Alerts & announcements with time
bracketing
 Group and 1:1 chat
 Moderated chats
 Video chats


M.A.S.T.E.R.

M E=Execution Plan
 At this stage you are building a tactical program plan that will serve as
A your event roadmap for all key internal and external stakeholders
defining:
Internal resources
Vendor resources
S Roles & responsibilities
Budget
Training
Support staff
T Speakers
Milestones & Timeline

E Input
Strategic plan, technology
Output
R Execution plan


Execution
 Execution plan is divided into four key stages all supported by the
foundation architecture:
 Program Design: timeline development, budget creation, roles & responsibilities,
content framework
 Program Development: iterative process with Program Design, components of
Design now progress from discovery stage
 Program Testing: technology staging environment, content finalized and ongoing
training of speakers and support staff
 Program Deployment: go live, speakers and support staff on call

Design Training
Speakers & Support Staff
Develop
Testing
Deploy
Foundation Architecture
(Infrastructure)

Live Webcast Timeline Example
Starting Time Description
11 weeks prior Determine show requirements, program planning, plan audience acquisition,
social media and communications plan
10 weeks prior Program Strategy Brief due, speakers confirmed, evaluation incentive item
finalized
9 weeks prior Hold kick-off meeting with agency, identify Question Managers, contact web
hosting vendor, reserve fiber line
7 - 8 weeks prior Invitation and registration copy deck in review, draft media plan

6 weeks prior URL matrix due, submit all copy to editors, reserve banner ads

5 weeks prior Final of copy deck due, draft of PPT presentation due, creative due

4 weeks prior Final PPT presentation, polling questions and seed questions due, final demand
generation assets due to virtual events and service bureau, registration page
set up complete
3 weeks prior PDF invitations to Field Marketing, test email blast, all pre-recorded segments
complete
2 weeks prior Blast initial email invitation, final presentation approved, submit banner ad for
posting
1 week prior Blast non-responder email invitation, Webcast rehearsal

Week of live event Send reminder email, Live event execution
Post event Summary reports, mail incentive items, Webcast archive available for on
demand viewing, drop Thank You / Missed You emails


Webcast Components
Critical Elements of a Live Webcast Event

 Slide Presentation  Polling questions
 Video Script  Video/flash clips
 Registration with configurable pages  Field sales support
 Email invitations and promotion
 Anonymous Q&A chat
 Training
 Question managers
 Comprehensive show reporting
 Banner advertising

Average cost to produce can range from $5,000 - $18,000


Virtual Event Timeline Example

17 - 18 weeks prior Strategy kick-off call, show requirements, project planning. Identify roles and
responsibilities. Secure agencies.
16 weeks prior Create URL matrix and set up registration page

14 -15 weeks prior Initiate copywriter for email invitations

13 weeks prior Creative final for all copy deck

12 weeks prior Identify question managers

11 weeks prior Show Registration, create environment framework

10 weeks prior Create microsite

8 weeks prior Content collection, show setup, promotion and marketing

6 weeks prior Provide video recordings, PPT decks and webcast content

4 weeks prior Provide booth assets and collateral

2 weeks prior Exhibitor and booth staff training

1 week prior Email reminders and announcements, rehearsal

Live Event Event execution

Post Event Set up for on demand viewing, produce summary reports


Virtual Show Components
Critical Elements of a Virtual Event
 Strategic user design  Comprehensive show reporting
 Registration with configurable pages  Event management
 Training  External banner advertising
 Email invitations and promotion  Social marketing (Twitter, Facebook,
 Banner advertising within virtual blogs, uTube, etc.)
environment  Paid / SEM advertising
 Show microsite  Live streaming
 Group chat
 Conference hall / Webcasts
 Virtual booths, lounges
 Video production

Average cost to produce can range from $65,000 - $85,000


Hybrid Event Timeline Example
20 - 24 weeks prior Strategy kick-off call, set show requirements, project planning, identify team roles, contact and
secure all agencies, engage with copywriter for invitations and emails

19 weeks prior Invitation to partners and exhibitors for participation

18 weeks prior Build email campaign template, copy for pre-show, partners initiated. Finalize booth builds.

16 -17 weeks prior Content due for microsite and invitations, initiate webcast submission process, finalize exhibitor
participation
14 -15 weeks prior Content for pdf invite for partners to email

12 - 13 weeks prior Creative final for all copy deck, booth builder training

11 weeks prior Create environment framework

9 - 10 weeks prior Set up registration and confirmation emails to attendees, finalize microsite

6 - 8 weeks prior Promotion and marketing, provide video recordings, PPT decks and webcast content due

4 - 5 weeks prior Complete booth build process, QA virtual conference space, webcast schedule finalized, send
non-responder email

3 weeks prior Staff hours finalized, booth staff training

2 weeks prior Send email for pre-show for exhibitors and booth staffers, send last chance email

1 week prior Send show reminder email to registrants, rehearsal

Week of Event Event execution, send general session to agency one day before

Post Event Set up for on demand viewing, produce summary reports


Hybrid Event Components
Critical Elements of Hybrid Event
 Strategic User Design  Comprehensive show reporting
 Registration with configurable pages  Event management
 Training  External banner advertising
 Email invitations and promotion  Social marketing (Twitter, Facebook,
 Banner advertising within virtual blogs, uTube, etc.)
environment  Live streaming
 Show microsite
 Group chat
 Conference hall / Webcasts
 Virtual booths, lounges
 Video production

Average cost to produce can range from $65,000 - $$$$


M.A.S.T.E.R.

M R=Review and Rebalance

 The final phase, Review & Rebalance, occurs post event
A  Rebalancing is the process of assessing where there were gaps in
planned vs. actual alignment to outcomes & goals and revising the plan
S for future use

 Taking the time to review and revisit your event will enable you to learn
T from your successes & challenges and apply these key learnings to
future engagements

E Input
Post event experience, metrics, and feedback
Output
Review brief
R


Review Brief
What worked – what were the key success stories? Capture all that worked. Do a deeper dive on any
comment that needs more clarification.

What did not work – what areas need improvement? Capture all that worked. Do a deeper dive on any
comment that needs more clarification.

If applicable: what areas improved over last year’s event?
What specific areas could still use improvement?
Did the event align to goals and objectives? List each
objective and rate outcomes
What objective(s) were not met? Provide insight if possible. If not met, why? Was it not possible to measure? Did
the objective arise during the event? Were
measurement tools not in place?
Were attendee goals met? (i.e.: attendee numbers vs.
registered)
Did event achieve any noteworthy records? (i.e.: number of
global attendees)
Rate the technology (1-5, 5 highest)
Indicate where the technology worked very well in enabling
the strategy?
List any technical issues that occurred during event.

Any key learnings that should be addressed with technology
provider?
Any anecdotal feedback & quotes from attendees?

Any anecdotal feedback & quotes from clients?


Measurement
Examples User Type
Number
Registered
Number
Attended
%
Attended
Metrics Attendees 1263 636 50%

 Reach Exhibitors 31 19 61%

 User Type Total 1294 655 51%
 # Total Registrants
 # Attendees Target
Attendee Time Spent in Booth (Total & Avg.)
 # Attendees Actual (% of Target)
 # of Unique Attendees Total Time Avg. Time
Booth
(hrs) (min)
 # of Countries represented
Booth 1 111.38 11.37
 Attendee job title
 Attendee Decision Making role Booth 2 79.12 7.86
 Customer Business size
Booth 3 125.98 13.38
 Engagement
Booth 4 49.18 5.5
 Total & average time spent: event, booth, presentations, lounge
 Total & average #: chats, emails, vCards, briefcase downloads Booth 5 39.85 4.99

 Conversion
 Compared with costs ROI
Total Time Avg. Time
 Acceleration of time User Type Spent in Spent in
Booths Booths
 Increase in value
 Content Lifecycle Attendees 1478 hours,
9 minutes
17 minutes,
48 seconds
 # of On-Demand presentations accessed
 # of Post event comments, chats
Exhibitors 105 hours, 12 minutes, 48
23 minutes seconds


Measurement
Data Example

 Individual
 Company
 Title
 Duration
 Activity
 Comparative
booths, presentations, briefcase
downloads, networking lounge


Measurement
Real time reporting Example

 Total Traffic
Peak Users: 317 at 12pm CT
 Peak Usage
 Chat
 Blogs
 Email
 vCard
 Booth Activities
 Presentation Attendance
 Networking Lounge
Attendance


Thank You!

Kelly Graham
Cisco Systems
– Email: kgraham@cisco.com
– Twitter: KellyAGraham


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