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Run of Show

Welcome to the first edition of Run of Show, a bimonthly newsletter that demystifies the long-misunderstood yet deeply-effective growth machine—events. You get one original idea, interview, and framework curated and delivered to your inbox.

In every marketing retrospect, you see Events as one of the channels attributed to pipeline. But, there are tons of other outcomes that events could be attributed to—that we’re just not seeing yet.

While they are undoubtedly one of the most effective and pervasive demand marketing channels today. They’re not only that.


Don’t get me wrong. There’s nothing more desirable than a well-ironed-out and repeatable event playbook for generating new leads. But the thing about doing the same thing, the same way, for a considerably long time is that you get sucked into a rut. You ran a great event that exceeded your acquisition target. And before you know it, you’re already planning the next one.


The problem with this approach is that every month or quarter, you’re forced to start over. Because you’re only thinking about growth from one dimension—acquisition.


If you’re not creating event experiences that educate, delight, and inspire different audiences throughout their customer journey, you’re losing out on opportunities to grow and build customer affinity. And all that sweet, sweet momentum you’ve built slips away again.


Building an event calendar through this lens will look like this: two or more teams identify their most troubling pain points, agree on event goals, and craft an event experience that helps drive those outcomes.


Event Led Growth
Aleksandra Panyukhina

Aleksandra Panyukhina, Experience Marketing Leader at Pixelz, shares how extrapolating the role of events to produce outcomes other than lead-gen was the best thing to have happened for the business. 

(Source: Airmeet Marketing Events)

“That was exactly the perception I'd been fighting against even before the pandemic.


Events are not just lead-generation activities. Events are way too expensive to be lead-gen. Honestly, there are many other ways you can do that, and you should use events wiser.


Lead generation. MQLs. This is the old approach. And if you think your job as a marketer or event marketer is done when you pass over whatever might qualify as MQLs, it will never pay off.


I think the huge change happened when I was not part of the marketing department. Event marketing became a part of the revenue department. It was a little bit strange at the beginning, but that was the best thing that could ever happen. 


Because I would talk directly to the Chief Revenue Officer. The VP of Sales is now my best friend because we work together. And that's when we combined marketing and revenue, got this revenue marketing approach, and used events as our instrument. Events are a tactic that you can use everywhere.


For example, if you work on a global level, you identify that your brand still lacks demand in one particular region and your Sales need more meetings. So you will have to build more awareness and exposure through your events.


In another region, everybody knows your brand, but the problem is that your existing customers do not understand the value of increasing their subscriptions and expanding their use cases. So you're going to do a completely different thing there.


The other big area is building community by creating moments of conversation and connection. Your customers feel heard and seen when you have this regular exchange through events.


The pandemic and the re-invention of the event marketer’s role was one of the best things that ever happened. There’s finally a seat at the coveted ‘revenue strategy’ table.”

Aleksandra’s disposition within the revenue marketing team was a stroke of luck. Don’t wait for the same luck to bring the events and revenue teams together at your org.


Now is the best time to get on the same page with Sales, Customer Success, and Product. Remember that they’re your customers, and you have to serve them. Start by conducting a survey or interview to get answers to these questions:


What are your goals for the next two quarters?


Don’t settle for answers that are widely known and unanimously agreed upon within the company. For example, for Sales—demos booked and new revenue are those goals. For Customer Success, it’s expansion revenue and retention. Dig deeper and understand the layers they’re trying to tinker with to achieve the bigger goals.


What are your challenges?


Not too long ago, in a customary revenue diagnostic sync with the Sales team, we discovered that we’re acquiring new accounts at a rather healthy rate. However, the rates at which they converted to pipeline and eventually to revenue were the real culprits. Now, this could mean inefficiencies in both the Marketing and Sales processes. So, be open to discovering the chinks in your armor while you’re at it.


What’s the ongoing engagement with prospects and customers like?
Is it a mammoth task to get in touch with them?


Your team works hard to ship the best possible offerings to prospects and customers regularly. Your customers are using your product or service to improve their daily lives. And yet, does it feel like a struggle to elicit case studies, testimonials, and exciting responses from them? These are tell-tale signs that you’re asking for too much and not giving nearly enough.


What will the ideal content or event experience to support your goals look like?


It’s nice to get others’ thoughts on this, but this is your wheelhouse. Your creativity and expertise need to come through here. It’s possible that your customer success team thinks that a user conference is the way to go. But if you’re convinced that you’re not ready to host an event of that scale, start with smaller, more frequent events like customer spotlights.


It’s never too soon to host a user conference; just throwing it out there. But that’s a topic for another day.


Airmeet Eventions | Episode 2

Jack Foster, VP Marketing at Workramp, and Sarah Jennings, SVP Sales at Swoogo, are taking the stage on Aug 16th to discuss how you can get the two teams back in rhythm. Grab your dancing shoes; they’ve got all the right steps to align your teams on processes, attribution models, and strategy.

Phew! That’s the first newsletter to leave my personal drive. And I’m feeling a bunch of emotions. I’m waiting with receptive ears and eyes on any feedback you can share with me!


Until next time,

Sam


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