In the post-recession economy, cost consciousness is king. Not surprisingly, the trend towards financial prudence has not spared the corporate events industry. In fact, event staff and costs are often the first to be sacrificed on the altar of “corporate austerity.” As a result, the need to justify specialized event staff is heightened. However, the problem is compounded by the difficulty of proving value before an event is successfully executed.
Unlike our professional colleagues practicing law, medicine or accounting, event planners do not require advanced education or accreditation and cannot rely on these to prove value. Moreover, there are relatively few structural barriers to planning one’s own event. Yet event planners routinely expect clients to rely on (and pay for) their expertise when it comes to tasks with which their clients have considerable experience of their own.
How should event planners justify their review of supply contracts to an association of commercial lawyers? How do planners validate time spent recruiting volunteers for a client conference on innovation in the recruitment industry? Put simply, how does an event planner communicate and demonstrate value before the event is completed?
By Bailey Roth
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