Terror

 

I was not predicting the future, I was trying to prevent it.

― Ray Bradbury

A year ago, I urged live event organizers to prepare for domestic terror.

Sadly, that prediction proved correct last night.

The Outlook for Events is Gloomy

If people don't want to come to the ballpark,

how are you going to stop them?

— Yogi Berra

This week marked the second anniversary of WHO's admission that Covid-19 was a problem.

Perhaps no other segment of the economy, except for the airlines industry, suffered worse from the pandemic than the face-to-face meetings industry.

I've been a Cassandra all this time, I'll readily admit. 

But four decades working in the industry told me the road would be rocky.

It will continue to be so for quite a while. 

As Covid-19 remains a threat to our wellbeing, organizers should expect no more than half the pre-pandemic audience to return to their live events in the coming three years.

That means organizers, if they honestly want to serve their paying customers, have a duty to reimagine their events with only half the customary audience.

Pollyannish thinking won't cut it.

Educating exhibitors in sales and lead-gen is the place to start.

Were I still an organizer, I'd devote an hour a day to learning from my smartest exhibitors precisely what they need to make my event pay off. 

Then I'd use my findings to create simple programs of benefit to every exhibitor—even those who in their unfounded arrogance believe they "know it all."

Yogi was right. 

You can't stop people who don't want to come to the ballpark.

But you can teach the players to up their game.

POSTSCRIPT: A bellwether event, SXSW opened Friday to a "noticeably smaller" audience.

Tradeshow Organizers Must Diversify. Here's How.

The enterprise that does not innovate ages and declines.

— Peter Drucker

If I'm bearish on tradeshows, I have cause.

Lulled by easy money, show organizers seem allergic to innovation; a condition that makes them ripe for disruption.

The best defense against disruption lies in product diversification—a sound strategy in good times, an essential one in hard.

That should be obvious.

And it should be obvious that, because they're selling audiences to advertisers, tradeshow organizers need look no farther for diversification tactics than to magazine publishers—the poster children for disruption.

In the late 1990s and early 2000s, the Internet eviscerated magazine publishers' century-old business model. In a painful "print apocalypse," more than 10,000 magazines disappeared from inboxes.

Savvy magazine publishers responded by diversifying their product lines, pushing their number from one, two, or three to more than a dozen.

Those include:

Content. Aiming at readers, the publisher sells subscriptions or raises revenue through crowdfunding.

Branded content. Aiming at advertisers, the publisher functions as a traditional creative agency.

Events. Aiming at both readers and advertisers, the publisher organizes live, virtual, and hybrid tradeshows and conferences, selling registrations, booths and sponsorships.

Ads. The publisher acts as a traditional one, selling ads and advertising programs that can be targeted to reader-segments.

Awards. The publisher operates an industry awards program, collecting entry fees and selling tickets to celebratory events.

Merchandise. The publisher acts as the operator of a "discount club," selling memberships to readers who want to avail themselves of a portfolio of discounted products and services.

Data. Aiming at advertisers, the publisher sells data that advertisers and third parties can use to target prospects and leverage adverting programs.

Leads. The publisher takes on the role of a lead-generation firm, using webinars and telemarketing to capture new leads for advertisers.

Consulting. The publisher acts as a marketing, sales or business consultant, providing advertisers and peers expertise.

Software. The publisher licenses proprietary software and sells IT consulting and support to its peers.

Brand licenses. The publisher equips other marketers to leverage its brand, selling them the rights to use its "seal of quality."

Capital. The publisher acts as an investor and broker, launching specialized private equity funds within its industry.

Show Animals

2022 and 2023 are going to be HUGE for in-person events.

— Joe Pulizzi

Content-marketing guru Joe Pulizzi is bullish on tradeshows, as are many who've attended one lately.

I'm not so sanguine, despite the Delta variant waning.

But a tradeshow-industry insider suggested to me this week that my bearish views aren't justified. 

He pointed to the recent shows held by Informa, the National Association of Convenience Stores, the National Confectioners Association, and the Packaging Machinery Manufacturers Institute as examples of the industry's recovery.

I allowed I was perhaps underestimating tradeshow organizers' resiliency.

But whether you back bulls or bears, don't put your money on these two species: cows and pigs.

They're done for.

Three decades ago, I wrote an investigative article—the first of its kind—for the tradeshow-industry magazine EXPO.

It revealed two best-kept industry secrets: one, that most organizers' shows were cash cows; and two, that most organizers' net margins were piggish—well over 70%.

The article, entitled "Porcine Profits," made a few show organizers uncomfortable; but none disputed its accuracy.

Pent-up, post-pandemic demand notwithstanding, those heady yesterdays are over.

Show expenses are up; show participation, down; and no broad-scale economic rebound is going to change either of those facts.

Organizers are going to have to forget about bulls and bears and cows and pigs, and at last become rhinos.

That, or become dinosaurs.

HAT TIP: Thanks to Dan Cole for introducing me to the rhino.

Burn Rate

Desperate for cash, the organizers of Burning Man are auctioning art to stay afloat another two months, according to Billboard.

The event operator has partnered with Sotheby's to sell 100 works of art, so it doesn't go under before it can begin to sell tickets for its 2022 event. Prices for the art reach into the tens of thousands of dollars.

Burning Man, which normally attracts 70 thousand attendees and generates $43 million in registration fees, has cancelled its annual event two years in a row. CEO Marian Goodell told Billboard his company was in "dire straits."

Will other event organizers follow suit?

Talk about a fire sale!

This Bird

In a recent op-ed in The Washington Post, Tufts poli-sci professor Daniel Drezner justified his attendance of an in-person conference that will take place this weekend by claiming it will allow him "to see old friends, but also to meet new colleagues."

Despite the health risks posed by attending, Drezner wrote, "my benefits far exceed my risks."

Five thousand of Drezner's colleagues disagree. 

The conference he will attend normally attracts 7,500 attendees. But only 2,500 poli-sci professors have registered—and many are cancelling, as opening day approaches.

Live event organizers in every field ought to take notice: poli-sci professors represent the canary in the coal mine.

When two of three customers drop you overnight, it's time to question your value proposition. It's time to stop acting like an ostrich.

Poli-sci professors, after all, aren't fools: they're experts in risk-benefit analysis. And two of three have rendered their judgement: the conference simply isn't compelling enough to ignore the dangers.

Birds of a feather flock together.

This bird has flown.

If the value you provide isn't compelling, yours will, too.

You Cannot Download Experience

 

We event dinosaurs—who've witnessed and dealt with the long- and short-term effects on face-to-face marketing of recessions, travel-bans, terrorism, pandemics and the web—are frustrated by the industry's vivid demonstration of inaction and incompetence in reacting to Covid-19.

Experience stems from bad judgments. 

But in a youth-oriented, know-it-all society like ours, the lessons learned from bad judgments made in the past are considered trivial; and the dinosaurs who made them, annoying.

It's too bad you cannot download experience with a click.

Gamifying Masks

Event producers who want to encourage mask-wearing at conferences and trade shows should consider what won't work.

Behavioral scientists at the University of London analyzed 65 studies of "failed interventions"—failed attempts to influence behavior—conducted over the past decade.

The researchers found:

• 40% of failed interventions relied on attempted "social norming"—on encouragements to adopt a behavior simply because it's "expected"
  
  
• 24% of failed interventions relied on messaging that was delivered on printed flyers and texts
  
  
• 15% of failed interventions relied on simple "defaults"—opt-in or opt-out
  
  
• 12% of failed interventions relied on product labelling

The findings suggest incentives may be required to persuade attendees to wear masks.

Gamifying mask-wearing—randomly rewarding attendees for wearing their masks—might do the trick.

And sponsors would love to underwrite it.

Mask Politics: Another Threat to Live Events

An association executive, writing on LinkedIn, points out that many of the businesspeople at a live event she attended recently refused to wear masks.

"Masks are politicized," she writes. "Plain and simple. Many, many adults did not wear them. 

The exec sees others' insistence to go without masks ironic, given the purpose of the live event was to cheer on the reopening of live events.  

"For all of the rallying cries of 'working together to get us back to work' in the meetings industry, there were a lot of people who apparently felt their right to not wear a mask trumped everyone else’s shared expectations for safety.”

As long as mask-wearing is political, live events are threatened.

Perhaps eventpeeps should plan two editions of every live event in the future: Coastal (Safe Edition) and Flyover (Superspreader Edition).

Or should they consider my other solution? 

Happy Days

There’s a trick to the "graceful exit." It means leaving what’s over without denying its validity or past importance.

― Ellen Goodman

Job losses in the event industry are staggering, with some estimates exceeding 95%.

But to mention the industry's downturn, or suggest that the happy days are over, is to invite exile.

The holdouts won't have it.

Although the industry's collapse may deserve a speed-record, collapses have happened before. 

Whole swaths of the economy—industries that once employed tens of thousands—have been suddenly, and permanently, eradicated.

Some memorable examples of such now-extinct professions include:

• Badgers. Badgers were loud-mouthed middlemen who hawked farmers' goods at open-air markets. (The profession gave us our verb meaning "to harass.") Grocers made them obsolete overnight.
  
  
• Lamplighters. Lamplighters were driven out of business with the introduction of electrified street lights. 
  
  
• Pinsetters. Pinsetters set pins in bowling alleys before the job one day was abruptly mechanized.
  
  
• Knocker-uppers. Knocker-uppers woke people, using a bamboo stick to rap on their customers' windows. The invention of the alarm clock doomed them.
  
  
• Leech collectors. Leech collectors supplied surgeons with blood-suckers before "bleeding" patients fell out of favor.
  
  
• Resurrectionists. These wily entrepreneurs—also known as "body snatchers"—supplied med-schools with corpses until the use of paupers' bodies was legalized.
  
  
• Computers. Computers—often women—crunched numbers all day, until calculators made their jobs obsolete.
  
  
• Lectors. Lectors sat before factory workers and read aloud from books—sometimes books banned by management—to keep the workers entertained. A union strike in the 1930s put them out of business.
  
  
• Ice cutters. These rugged specialists, who cut big blocks of ice from lakes and delivered them to homes, were frozen out by the electric refrigerator.
  
  
• Milkmen. Every housewife's friend, the milkman suffered the same sad fate as the ice cutter.

The disruption triggered by the pandemic is horrendous. I wouldn't wish it on anyone. 

But it makes me wonder, can possible good come from the collapse of the event business?

I can think of two benefits:

A cleaner planet. Long before the lockdown, critics of the industry proclaimed the practice of assembling thousands of businesspeople, year after year, to mingle with suppliers and sit through seminars was unsustainable. But event organizers shunned sustainability, because it would slice into their profits. Perhaps tomorrow's organizers, facing a new breed of attendee, will think differently about their carbon footprint.

Better wages. I was among the lonely souls promoting virtual events over a decade ago. (In 2011, with an equally avid partner, I produced a day-long workshop that featured five case studies of successful virtual events. Getting more than a couple dozen organizers to attend the workshop was like pulling teeth, and we discontinued it a year later.) I have long believed that, like Hollywood and IT folks, event professionals can earn better wages as virtual event producers. It's an exciting, emergent field—a veritable "wild west"—and promising territory for those willing to acquire the right skill-set.

For those who can't, or won't, accept that the happy days are over, perhaps it's time for a graceful exit.

The Party's Over

 

That's the great part of capitalism, gales of creative destruction.

— Larry Kudlow

Instead of wringing their hands over the walloping face-to-face has taken, eventpeeps should be celebrating Covid-19 with Larry Kudlow: "creative destruction" has decimated their industry.

And now, after three successive quarters of negative growth, it's time for a sober assessment of where the events industry is heading in 2021 and beyond.

It's heading to oblivion.

Yes, the industry plummeted off a cliff in February, once the organizers of Mobile World Congress called it quits. That event was the first of the big dominoes to topple; the rest of the western world's large confabs quickly followed suit—or wished they had.

But Covid-19 was only a catalyst, accelerating an already-irreversible downward trend. 

As a viable marketing channel, events had peaked before the virus ever left Wuhan, and were inching toward decline. That's for two reasons:

• Exhibitors are done with them. Events are all the things a CMO shuns when choosing a marketing channel. They're expensive, unproductive, unpredictable, unaccountable, unrepeatable, unmeasurable, unsustainable, wasteful and—sad, but true—too much about the salespeople having fun.
  
  
• Attendees, too. Events are all things an attendee shuns when choosing a means to educate and improve herself. They're all of the above—and noisy, to boot.

Eventpeeps predict the channel that's provided their livelihoods will one day rise, phoenixlike, from coronavirus's ashes.

But the hard truth is: it won't. It can't. Covid-19 has clobbered it.

The party's over.

Suite Nothings

At the conventions, fella, everything goes.

— John D. MacDonald

I have been whiling away the lockdown reading John D. MacDonald's "standalone" thrillers, paperback potboilers from the late 50's and early 60's. 

It's no wonder Ian Fleming and French mystery readers loved John D. His prose is pungent and punchy, and his take on Americans' habits raises his work to the level of the "literary" writers of his day (think of Norman Mailer, Kurt Vonnegut, Truman Capote and Gore Vidal).

A Key to the Suite, which earned John D the Grand Prix de Litterature Policiere, “examines the ferment of a big-time convention," according to the cover of the original 1962 paperback.

Corporate hatchet man Floyd Hubbard has been sent by the home office to a trade show. His mission: to dig up dirt on a has-been sales manager, Jesse Mulaney. Management wants Mulaney gone and knows his obsolescence is on full display when he attends trade shows.

But Mulaney's ally, Fred Frick, knows Hubbard has it in for his buddy, and plans to turn to the tables.

Frick hires Cory Barlund, a classy prostitute, to woo the family man Hubbard. He instructs Cory to bed Hubbard, then “make some horribly slutty embarrassing scene" in front of his coworkers—a scene guaranteed to send Hubbard running back to headquarters.

The gorgeous Cory rather quickly seduces Hubbard, but then feels sorry for him and tells him about Frick’s scheme. 

And that's when the fireworks start.

As a veteran of the industry, I'm captivated by John D's taut descriptions of trade shows and the goings-on behind the curtain—both the innocent and the vile.

You find yourself so on edge following the fates of the husbands, wives, whores and hoteliers who populate the pages of A Key to the Suite, you can hardly put it down.

It's gritty realism at its best.

My Take on the Events Industry

Dear Pollyanna:

So sorry to burst your bubble.

The ride you're on is neither brief nor V-shaped. 

Covid-19 has thrust events into an existential crisis.

Whether the crisis was overdue is beside the point.

Everyone knows this year will be seen disruptive.

But no one knows—once we get control of the virus—whether or when the events industry will rebound, or what shape events will take.

Yes, I agree with you: face-to-face fills a Maslowvian need.

But events will have to be reformulated to succeed post-pandemic. 

Attendees aren't going to revert to old behaviors. 

Your can't, either.

If you're betting otherwise, call me.

I have a bridge to sell you.

Event Shock

Brace yourself for Event Shock.

Working with event organizers, as my business partner and I do, I feel their anxiety.

They're constantly worried there's a glut of events. ("With so many events competing for audiences' time, will they pick ours?")

But we've entered uncharted territory.

Organizers once had to contend only with competing organizers.

Now they have to compete with every marketer.

This thought struck me when I received an email today from my neighborhood hardware store promoting an in-store educational event.

Marketers—even the one who works for my local hardware store—have learned that, if they want to seduce customers, sales pitches and discounts are no longer enough. 

They have to deliver educational content.

And their efforts are increasing the volume of events—exponentially.

You thought there was a surplus of events before?

That was nothing compared to the innumerable iterations we're going to experience at marketers' hands in the coming years.

Event marketing has become the new content marketing. 

The event-flood may not rise to the same water-level, because marketers can't outsource events to India, like they can content; but it will feel like it.

The sheer volume of events will be unprecedented.

And overwhelming.

Event Shock is here.

HAT TIP to Mark Schaefer, who coined Content Shock to describe the "tremor" felt when content supply overwhelms content demand.

Fond Memories of a Forgotten Industry

If you want to know where the future goes to be seen, look here.

― Charles Pappas

Charles Pappas, reporter for Exhibitor, has compiled a lighthearted treasury of trade show tales titled Flying Cars, Zombie Dogs, and Robot Overlords: How World's Fairs and Trade Expos Changed the World. 

It's a whimsical wayback machine that whirls you through a century and a half of gadgets and the shows that made them famous.

Pappas' goal isn't to spotlight the stars, but the stage. 

Although worth about $100 billion today, trade shows are a forgotten industry, he says, "as invisible as the oxygen in the air around us."

And that's ironic because shows are much more than "product platforms," Pappas says: they help launch social movements.

You'll find tons of delightful trivia inside his 250 pages.

Among my favorite:

• We owe our obsession with dinosaurs to an 1851 London show
  
  
• We eat bananas because an 1876 Philadelphia show popularized them
  
  
• The seed money for the Statue of Liberty came from shows in Paris and Philadelphia
  
  
• Aunt Jemima owes her fame to an 1893 Chicago show
  
  
• The electric vibrator premiered at a 1900 Paris show (where else?)
  
  
• The Patriotic Food Show promoted eating roadkill to help ration food in 1918
  
  
• Space travel launched at a 1927 show in Moscow (30 years before Sputnik)
  
  
• Picasso's "Guernica" began life as a trade show mural
  
  
• The run on Nylon stockings began at the 1939 New York show
  
  
• The term "Con" (as in Comic-Con) was coined by the same promoter who coined "Sci-Fi"

Pappas' book suffers from the author's overuse of puns, but they're easily overlooked amid the fascinating stories he tells. 

Don't miss Flying Cars, Zombie Dogs, and Robot Overlords. It's a lot of fun.

Why are Events Attracting Publishers?

While events are no easy money, publishers are onto them like white on rice.

Digiday reports that Forbes, in a move "symptomatic of an industry in change," is shifting from magazine to event production, firing print people and hiring event ones.

"Forbes’ struggles aren’t unique, given the carnage that befell both traditional and digital media outlets in 2017," Digiday says.

What's behind the carnage?

A new study by Reuters suggests readers are done with digital content—there's too much of it, both good and bad—and that content shock is slaying the golden goose digital publishing represented 20 years ago.

Today's readers spend only eight minutes a day on publisher's content—and most (92%) are  unwilling to pay for it. That's made it nearly impossible for publishers, reliant on advertising income, to sustain profits—no matter their investments in cool platforms and reputable content.

"The content bubble will eventually burst unless more robust business models are found," says Rasmus Kleis Nielsen, coauthor of the study.

One "more robust business model" may in fact be events, where margins hover around 30%.

Events No Easy Money

Disneyland is a work of love. We didn't go into Disneyland
 just with the idea of making money. 

— Walt Disney

Publishers find events alluring.

According to Hubspot, 26% of B2C publishers and 42% of B2B publishers say they're today's fast-growth revenue stream.

And why not? The publishing business model and the events business model seem quite similar on the surface.

But any resemblance is deceiving.

“Events are not the golden goose publishers think they are,” one publisher recently told Lucinda Southern, reporter for Digiday. "Events work when it fits into the publisher’s key interest areas, passion points and depth of knowledge.”

"Publishers are not just competing with other events companies, but any content provider or brand that claims to have a route to consumers," Southern writes. "Making money from events often requires a dedicated team and a different set of skills when selling event sponsorship packages."

Among the pitfalls:

• Events have sizable sunk costs (venue rental, speaker fees, marketing expenditures, etc.) absent in publishing.
  
• Sponsorship sales are tougher than ad sales. Salespeople need to understand event operations and must close sponsorship sales faster, often with non-advertisers. There's also more difficulty proving prospects' ROI.
  
• Events aren't a "bright and shiny" channel. They look old-school next to the latest digital "solution."

“They say events are like a sausage, wonderful to eat, but you don’t want to get involved in what goes into them,” another publisher told Southern. 

“You have to love the complexities, the highs and lows, embrace that passion. Publishing companies that dabble will not succeed.”

James' Hierarchy

Like gourmands, event attendees crave a "5-star" experience, and event producers should want to deliver one.

But how do you define a 5-star experience? Or, for that matter, a 1-, 2-, 3- or 4-star one? 

To my knowledge, nobody's offered a definition. So I will.

With a nod to Abraham Maslow, James' Hierarchy of Experiences presupposes:

1. Experiences can be categorized by their capacity to fill attendees' needs, and
   
2. Experiences can be ranked hierarchically.

So, from the bottom to the top, here goes:

Everydayness. This term characterizes the experience delivered by the vast majority of successful events; cribbing from restaurant-rating systems, you might label them "1-star" events. Events in this category more or less satisfy attendees' basic needs to (1) navigate without stress through physical space; (2) meet other people and chat; (3) acquire useful information; and (4) talk business. Of course, many events don't meet even this rock-bottom standard: their signage is inscrutable; they over-schedule attendees; they make every session a panel; and they treat suppliers like lepers.

Fantasy. This term characterizes "2-star" events like Mardi Gras, Coachella and Fantasy Fest. Events in this category fill not only attendees' everyday experiential needs (to navigate, converse, learn and do business), but their next-level needs to lessen anxiety and escape reality. Disney has mastered the delivery of such experiences. The more event producers can emulate the company, the closer their events will advance toward "2-star" status. Virtual reality is a quick and dirty way to accelerate that advance.

Cheap Thrills. This term characterizes "3-star" events like Comic Con, Burning Man and Bike Week. Events in this category fill not only attendees' everyday needs and their needs for fantasy, but their needs to be wowed and titillated. Remarkable stunts, goofy sideshows, celebrity appearances, and novel tchotchkes abound at events in this category. Every producer should strive to produce an event that delivers cheap thrills; few do.

Genuine Thrills. This term characterizes "4-star" events like CES, Sundance, and the Indianapolis 500. Events in this category fill not only attendees' everyday needs, their needs for fantasy, and their needs for cheap thrills, but their needs to be awed by (1) proof of human ingenuity and (2) displays of daring. The delivery of genuine thrills is the reason the Colombian Exposition, The 1964 New York World's Fair and the 1992 Summer Olympics made the history books.

Melioration. This term characterizes "5-star" events like TED, SXSW and the Aspen Ideas Festival. Events in this category fill all of attendees' needs, including the very highest-level ones: to improve not only themselves, but to better the lives of others. Maslow would call it self actualization.

NOTE: The term everydayness is borrowed from the philosopher Martin Heidegger; and melioration, from the philosopher William James (alas, no relation).

Marketing Misfires are Maddening

Old-line retailers are deluging holiday shoppers with irrelevant emails this season, The Wall Street Journal reports.

Among other misfires, retailers have been promoting luxury underwear to broke college kids and women's clothing to men.

"Retailers have their work cut out for them when it comes to customizing and personalizing their email offers," the paper says.

So do many event marketers.

They're swamping attendees' in-boxes with vague offers of "must-attend" conferences.

Attendees are growing angrier and more resistant by the day.

The counter-move is targeting, and you shouldn't be surprised if 2018 turns out to be the year event marketers mastered it. 

The stakes are too high to do anything less.

Targeting demands not only that you segment your lists, but that you think hard about the relevance of your value proposition, and its expression. Can you:

• Distill your value proposition? Can you convey is a few short, simple sentences why anyone attends your event? Can you make the sentences memorable?
  
  
• Capture the message in a Subject line? Can you convey that value in 10 characters?
  
  
• Personalize the email? Can you avoid sending generic emails? Simply including the reader's name in the Subject line boosts open rates 26%.
  
  
• Assure readability? Can you design emails that encourage speed-reading and comprehension (especially on a mobile phone)?
  
  
• Leverage your content? Can you put content and speakers center stage? Will attendees meet celebrities, thought leaders, and influencers at your event?
  
  
• Provide social proof? Can you persuade readers they'll miss opportunities others enjoy by attending your event? Dropping names and including testimonials do this.

Who Attends B2B Events?

According to American Express' 2018 Global Meetings & Events Forecast, five kinds of folks show up at B2B events.

Knowledge Seekers. These attendees want to improve themselves. Content and speakers drive their decision to show up. To woo them:

• Target your content to them
• Invest in a high-profile speaker
• Offer lots of choices
• Provide for note-taking and session-materials archiving in your app
• Offer creative meeting-space set-ups
• Include sessions that feature attendee-speaker interaction
• Provide great post-event information

Tech-Savvy Networkers. These attendees value relationships. The volume of opportunities to connect drives their decision to show up. To woo them:

• Include features in your app that ease connection
• Gamify your event
• Provide tons of networking sessions
• Offer speed networking sessions
• Supply the attendee roster before the event
• Keep conversations going post-event

Inspiration Seekers. These attendees crave purpose. The volume of experiences drives their decision to show up. To woo them:

• Include motivational speakers and self-help and coaching sessions
• Offer brainstorming and co-creation sessions
• Offer chances to become immersed in the destination
• Use alternate venues that remove them from the traditional one
• Offer community outreach or CSR experiences

Social Butterflies. These attendees love meeting new people—and sharing the experience. The volume of meet-ups drives their decision to show up. To woo them, you should:

• Offer tons of opportunities for interaction in breakout sessions
• Offer informal meal settings, to encourage socializing
• Pack your event with entertainment and leisure activities
• Ask Social Butterflies to be your advisors
• Give them opportunities to be influencers through your app

Reluctant Attendees. These attendees are introverts. Professional obligations—and nothing more—drive their decision to come. To woo them:

• Make the professional benefits of attending clear in promotions
• Offer ice-breakers early during the event
• Include lots of breakout sessions
• Point out content that is forward-thinking or research-based
• Include ample free- or down-time
• Include a recommendation engine in your app
• Provide a virtual version of your event

Brand Fanatics. These attendees are devoted followers. Opportunities to get the "inside scoop" drive their decision to attend. To woo them:

• Include plenty of gadgets
• Provide access to key brand representatives
• Offer chances to win exclusive merchandise and experiences
• Provide product demonstrations and early access to new products
• Hold focus groups to allow them to share their insights and ideas
• Showcase the brand end to end