Do you still find yourself stuck under the weight of recording and analyzing data? There are mountains of possibilities when it comes to data and it can seem overwhelming, but it doesn't have to be. This session dives deep into the critical points in measuring ROI so event professionals can avoid overwhelming tyranny of analysis paralysis. Our presenter, Dax Callner, pulls back the curtain on what data is needed to accurately gauge ROI that will empower event professionals to strategize effectively with. Dax Callner has over 20 years of experience developing marketing programs for some of the world’s leading brands, including P&G, American Express, Facebook, GE, eBay, MasterCard, Google, Intel, Microsoft, Pitney Bowes, Motorola, Dell, Kraft, General Mills and many others. His work has included the development of multi-channel marketing campaigns, digital strategies, street-marketing initiatives, business and consumer events.

1. MEASURE WHAT ACTUALLY
MATTERS
DAX CALLNER
STRATEGY GUY
OVER 20YEARS OF EXPERIENCE DEVELOPING MARKETING
PROGRAMS FOR COMPANIES LIKE P&G,AMERICAN EXPRESS,
FACEBOOK, GE, EBAY, MASTERCARD, GOOGLE, INTEL, MICROSOFT,
PITNEY BOWES, MOTOROLA, DELL, KRAFT, GENERAL MILLS AND
MANY OTHERS.
LEADER OFTHE EXPERIENTIAL MARKETING MEASUREMENT
COALITION
MUSICIAN AND SONGWRITER

2. MEASURING MUSICAL SUCCESS

3. TABLE OF CONTENTS
• What is measurement?
• What isn’t measurement?
• Defining ROI – a financial metric
• Abandoning event marketing ROI as an event metric
• Connecting event measurement to business & attendee outcomes
• The metrics that matter
• Replacing ROI with propensity to purchase & anticipated pipeline
• A word about NPS
• Metric nuances by audience
• Getting to credible data
• Reporting

4. WHAT IS MEASUREMENT?

5. A clearly defined set of
terms is critical to our
industry.
Terminology
Term Definition
Experiential
Marketing
A marketing practice in which an organization’s content, products and/or people come
together in a physical location for a set period of time; designed to drive audience
behavioral and mindset changes.
Marketing
Measurement
An evaluation of the performance of a program against business objectives.
Objective A measurable, desired outcome
Goal Synonymous with “objective”
Performance
Indicator
A “live” metric that enables the marketer to make changes in real-time based on incoming
data.
Data A collection of facts and statistics to be analyzed in the service of marketing measurement
Baseline
A “starting point” associated with a program metric, used as a point of comparison with post-
program analysis
Benchmark
An “average” associated with a program metric, used as a point of comparison with post-
program analysis
Lead An individual or business who has the potential to become a customer
Propensity The likelihood of an audience or individual to take a desired action
Customer / Client
An individual or organization who currently purchases or recently has made purchases from
a business
Sponsorship
Marketing
A marketing practice in which an organization’s brand or product message is featured within
physical, 3rd
party environment

6. Terminology
Term Definition
Insight A key takeaway extracted from the analysis of a person segment or program
Behavior The way in-which an audience or individual acts
Mindset The attitudes and beliefs of an audience or individual
Sales Funnel The buying process of an organization’s customers
Awareness
The knowledge of an audience or individual about an organization and/or its products &
services
Perception
The impression of an audience or individual about an organization and/or its products &
services
Conversion The act of making a purchase or implementing a desired, revenue-driving behavior
Retention / Loyalty The continued purchase of an organization’s products and services by an existing customer
Advocacy
The recommendation of an audience or individual for an organization and/or its products &
services
Pipeline A forecast of potential sales
Prospect A potential customer
A clearly defined set of
terms is critical to our
industry.

7. WHAT IS MEASUREMENT?
The evaluation of performance of a program against
business objectives

8. WHAT ISN’T MEASUREMENT?

9. WHAT ISN’T MEASUREMENT?
1. Research to inform event planning
2. Data to make event investment decisions

10. WHY MEASURE?

11. WHY MEASURE?
• To protect and/or grow budgets
• To identify problems so they can be addressed
• To drive continuous improvement

12. DEFINING ROI

13. DEFINING ROI
"ROI” – a financial measure:
How much money was spent
vs.
How much money came in as a result

14. ABANDONING ROI
• What does it cost to produce an event or exhibit?
• What impacts a person or company’s decision to buy?
• Associated revenue may (and often does) occur long after the event is
complete

15. CONNECTING MEASUREMENT TO
OUTCOMES
Work with stakeholders to answer two critical questions:
1.What are our business goals?
2.What value should our audience get out of their experience?

16. THE METRICS THAT MATTER
• Executive leadership is interested in understanding:
1. How did the event impact pipeline
2. How did it change brand perceptions against key attributes
3. How did it affect customer loyalty
• Combine these with an assessment of the quality of attendee experience
against key value drivers, and you have a simple, outcome-oriented
formula for measurement

17. PROPENSITY TO PURCHASE &
ANTICIPATED PIPELINE
• “Propensity” is evaluated through surveys: how likely is the attendee to
make a purchase as a result of their experience
• “Anticipated pipeline” is determined by lead analysis - how much potential
revenue is the event delivering to the business (for sales and marketing to
help convert post-event)
Replace ”ROI” with these metrics

18. A WORD ABOUT NPS
• Net promoter score is a customer satisfaction metric
• Use it as an indicator of customer loyalty vs. a brand metric
• Consider reporting it distinctly

19. METRIC NUANCES: INTERNAL AND
INFLUENCER PROGRAMS
• Internal events:
– Measure expected changes to pipeline impacting behavior
– Use employee retention in place of customer retention
• Influencers (press; doctors; etc.)
– Measure anticipated likelihood to recommend
– Evaluate “commitment” to the brand vs. customer loyalty

20. GETTING TO CREDIBLE DATA
Best practice measurement methodologies include
surveying attendees/visitors, capturing, qualifying and
analyzing leads.

21. SURVEYING METHODS
1. Live, interview-style
2. Web-based
3. Self-service based

22. WHAT IS A LEAD?

23. ANALYZING LEADS
• A qualified lead is a person who has influence or buying
authority – NOT a badge scan
• Potential revenue is derived by multiplying the number of
qualified leads with the average revenue of products being
showcased

24. REPORTING TIPS
1. Keep it simple
2. Use consistent metrics and methods
3. Compare results over time
4. Include recommendations for improvement

25. IN CONCLUSION
• Terminology and definitions matter
• Measure against business outcomes
• Report on anticipated revenue and buying-mindset shifts
• Use reporting to drive continuous improvement

26. LET’S TALK
daxcallner@gmail.com
LinkedIn.com/in/daxcallner/
Twitter.com/daxdax
Facebook/daxdax