Whether in-person, virtual or hybrid, and whether it’s a summit, conference, webinar, forum, roadshow, round table, or something else, every B2B marketing event has an objective. For example, the objective might be to function as a sales enablement tool to drum up new leads, help sales close pipeline opportunities, or to train clients to reduce tech-support call volumes. In most cases, organizations have multiple event marketing goals.
Understanding why a marketing event exists and what an organization hopes to achieve is a strong mechanism to drive alignment and create an action plan focused on driving these outcomes forward. Without this alignment, the event may be fun, and attendees may cite it as something they would attend again, but it’s less likely that the event will actually drive the organization’s business objectives forward.
Also, keep in mind that event goals and objectives change.
As a marketing event—and an organization—matures, event goals and objectives may shift. New types of attendees, competitive and economic movements, changing business priorities, and changing the event from in-person to virtual (or back again) all contribute to this shift.
From a broad perspective, there are eight goals and objectives frequently cited for virtual and in-person events. Does this mean that there are only eight event goals and event objectives an organization should consider? Of course not! However, based on our client engagements, these are the most common. They fit into three buckets: revenue enhancement, cost reduction and intangibles.
These event marketing goals focus on creating revenue for the sponsoring organization.
These event goals focus on reducing an organization’s expenses and mitigating the potential of customer churn.
The event focus is on enhancing perceptions of the organization within a given segment or market.
If a company cannot easily articulate why it is holding a marketing event, they should not be doing it. There are multiple objectives in play at any given event, and often it’s unclear which should be made primary and which should be secondary. This prioritization, or lack thereof, directly impacts the strategy but also influences how a company can and should measure and track event success.