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August 8, 2006
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PORTFOLIO MANAGEMENT: A GPJ case study




Making sure your company is attending and holding the most appropriate events not only creates a more efficient marketing strategy in terms of generating business, but it also optimises event spend and in some cases can save money.

A technology company approached The George P Johnson Company (GPJ) wanting to ensure it was achieving the best return on investment from its event portfolio. GPJ began by putting in place a rigorous measurement programme. This systematically assessed each event against a pre-agreed set of measurable objectives, which were closely aligned to the company’s commercial targets. Within two years this measurement regime had resulted in major changes.

The first development was that the number of trade shows the company exhibited at was significantly reduced, with the proportion of its events portfolio dedicated to exhibitions falling from 51% to 26%. Second, the level of proprietary events in its portfolio increased from 26% to 56%, while sponsorship/speaker engagements were increased to emphasise thought leadership at third-party conferences. Overall, the focus of the company’s event portfolio shifted from 80% brand awareness to 80% demand/lead generation.

This had the effect of reducing cost per qualified lead revenue across all the remaining trade shows that the company was involved in, as the weaker events had been removed from the portfolio. Some of these savings were then reinvested into high value/high yield events. In essence, through measurement, the company spent less and achieved more from its event marketing strategy.

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