The Power of the Seminar :-
The popularity of conferences and seminar results from the distinct benefit they offer. Attendees prequalify themselves as prospects; if they weren’t interested in the issue being discussed. They wouldn’t come. You get to talk with them face to face, both formally during presentations and informally during breaks, meals, and receptions. As a speaker, you are automatically classified as an expert.
A meeting designed for discussion, consultation, and exchange of information; usually composed of general sessions and smaller group meetings to find facts and solve problems.
Conferences & Meetings today need the expertise to execute in order to create synergy in communication at all levels. We recognize this area of communication through custom-made motivational themes crafted with an extensive survey about the company.
The process usually starts from specific sales targets. The command center analyzes the inputs and outputs established from a modeled control process and the sales force. The control process enables the sales force to establish performance standards, measure actual performance, compare measured performance against established standards, and take corrective action. The sales managers adjust their actions based on the overall process.
In-meeting feedback – During the meeting, especially multi-day events, feedback from attendees can help meeting makers respond to attendees’ needs and concerns that have surfaced during the course of the meeting. This feedback can be gathered through a variety of means; suggestion and question cards, voice-mail, ARS, meal function table discussions, networking teams, PC-based kiosks, pre-planned debriefing meetings with small groups of selected attendees, etc.
Post-meeting qualitative “pulse” research – A series of confidential interviews and/or the-focus group sessions are often used to identify and define attendees’ satisfaction and dissatisfaction with their meeting experience, their perceptions, attitudes, intentions, and behaviors in key areas of concern and interest to management and their suggestions for improving future meetings.
Post-meeting quantitative research – A tracking survey is conducted within several weeks of the meeting with benchmark questions to measure attendees’ satisfaction levels with various aspects of the meeting, shifts in their understanding, attitudes, perceptions, abilities, intentions, and behaviors, and to learn about their suggestions for future meetings.
Return On Investment (ROI) – This is a specific financial measure that is applied in situations where valid quantitative information, such as sales or distribution figures, customer complaint ratios, etc. are available and can be linked directly to the meeting.
Some research is much better than no research – Although the MPP is a process, each of the individual pre and post-event research services offers significant stand-alone benefits and is often employed individually. Pre-event research can be extremely valuable in assisting meeting designers and organizational leaders to understand the critical needs, desires, and expectations of attendees, while post-event research provides both an understanding of what was accomplished and guidance for follow-through.
For example, a national sales meeting post-event survey for a leading diagnostics health care company examined the effectiveness of a series of technical product and sales training workshops.The company had invested a significant portion of their meeting budget in audience response systems to be used extensively in the workshops. Among other things they wanted to assess was the value of ARS as an educational tool at meetings. Questions on the survey provided answers from each segment of the sales force. In this case, the application of ARS received very high marks.
In another instance, a post-event survey showed that dealers had nominal interest, low confidence of success and little commitment to a new business strategy the manufacturer’s leadership thought they had communicated well about and had gained dealers’ commitment to at the meeting. Findings showed that the seminar on the new business strategy had been poorly conducted, and the dealers perceived that the company wasn’t serious or committed to the strategy.
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