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IJEFM
2,1 Marketing event outcomes:
from tactical to strategic
Phil Crowther
68 Centre for Tourism, Hospitality and Events Research,
Sheffield Hallam University, Sheffield, UK

Abstract
Purpose – The paper aims to introduce a framework within which to interpret and manage
organisational events that have marketing significance. It also seeks to introduce associated concepts to
further this area of study and practice.
Design/methodology/approach – The paper introduces and appraises the marketing event
landscape and goes on to examine the unique DNA of marketing events evaluating their specific
relevance and role in the contemporary marketing environment. The final section of the paper explores a
range of strategic event objectives as the starting point for event design, delivery, and evaluation.
Couched between the author’s previous and future (ongoing) empirical work in this area, this article
provides much needed conceptual development.
Findings – The framework provides a structured approach through which practitioners and
academics can interpret and realise the value of marketing events. The discussion demonstrates that
there exists a wide and rich array of organisational events that have marketing utility, marketing events
is therefore an inclusive term. Underpinning the framework, and associated discussion, is how the
marketing events feed into a wider marketing strategy. The connection between event objectives and
marketing strategy is therefore pivotal, and is a prevailing theme of the paper.
Originality/value – The paper demonstrates how the inherent qualities of marketing events are very
relevant given the contemporary marketing environment. Despite this, there is a lack of academic
literature and events remain a poor relation to other forms of marketing communication. This detracts
from them realising their potential as a relevant and high impact marketing delivery method. The
models, concepts, and ideas in this paper are original, inspired by a range of fragmented literature
relevant to the topic of marketing and events.
Keywords Marketing, Event management
Paper type Research paper

1. Introduction
Events provide organisations with a strategic and versatile tool through which to realise
diverse marketing-related objectives. This potential often fails to be fully realised,
impeded by a myopic and overly tactical approach to planning and delivery (Pugh and
Wood, 2004; Crowther, 2010b). Events are too often an informal adjunct to marketing
activity lacking strategic integration and intent. Practitioners looking to the academic
world for guidance and inspiration will be frustrated as there is currently a lack of
research and conceptual development connecting marketing and events.
In response to the above, this paper draws upon related, yet fragmented, literature
within marketing and event studies (Getz, 2007; Berridge, 2007), to create a framework to
International Journal of Event and examine and illustrate the strategic potential of marketing events. The framework
Festival Management provides a structured approach through which practitioners and academics can
Vol. 2 No. 1, 2011
pp. 68-82 interpret the role and dynamics of marketing events. Marketing events is used as an
q Emerald Group Publishing Limited inclusive term that comprises a diverse range of organisational events that have
1758-2954
DOI 10.1108/17582951111116623 marketing utility, ranging from the largest of congresses or trade shows, to the smallest
and most intimate of seminars or hospitality events. These different event forms are Marketing
labelled marketing event platforms (Crowther, 2010a), each with their own charm and event outcomes
challenge. Underpinning the framework, and associated discussion, is how marketing
events integrate with marketing strategy. The connection between event objectives and
marketing strategy is therefore pivotal, and is a prevailing theme of this paper.
Established definitions of “marketing events” are somewhat crude and often belie their
more sophisticated capability, for example “events are occurrences designed to 69
communicate particular messages to target audiences” (Kotler, 2002, p. 576). This theme
is echoed in practice with events continuing to be perceived, and often treated as a poor
relation to more dominant media within the integrated communications mix. The notion of
event management as a fledgling profession is conspicuous when examining its status and
application within marketing. This subordination hampers events in realising their
potential as an integrated communication tool. This backdrop seems incongruous and
needing re-evaluation, given that when effectively deployed, marketing events play a
pervasive and multifaceted role in achieving diverse marketing and sales objectives.
Positively, the increased prominence of integrated marketing communications (Finne and
Grönroos, 2009) creates an environment more favourable to the integration and expansion
of less renowned methods, such as events, as it is an approach that seeks to align and
optimise the communication impact of various methods (Kitchen et al., 2009). The
evolution of strategies such as “media neutral planning” (Jobber, 2007) are further evidence
of a recognition of the need to create a communications landscape that is more inclusive.
The proposed framework is introduced and examined in Section 4. The pivotal notion
underpinning this framework is expressed as “marketing space”. Marketing events
provide practitioners with a distinct “space” within which to connect with their market
and stakeholders, a space that is dissimilar to that offered by the other communications
methods. Marketing space is depicted as a transient reality where representatives of
an organisation come together physically, and in a planned manner, with a gathering
of existing and future customer’s, clients, and wider stakeholders. Central to the
framework is the connection between the event and wider marketing objectives and
activity, advocating a transition from silo and operational to integrated and strategic.
Events have resonance within a variety of conceptual areas within the field of marketing.
The framework is, therefore, particularly influenced by a range of distinct yet overlapping
marketing paradigms. These include relationship marketing (Grönroos, 2000; Sheth and
Parvatiyar, 2000; Gummesson, 2002), integrated marketing communications (Schultz and
Barnes, 1999; Kitchen et al., 2009), relationship communication (Duncan and Moriarty,
1997; Finne and Grönroos, 2009), and service dominant logic (Vargo and Lusch, 2004).
In the following section, the discussion progresses to introduce and appraise
the marketing event landscape. Section 3 examines and reveals the distinct character
of marketing events, presenting an underlying rationale for their efficacy in the
contemporary marketing environment. Discussion in Section 4 introduces the marketing
event framework and associated notion of marketing space. Section 5 advocates
and explores a range of strategic event objectives as the foundation for event design,
delivery, and evaluation.

2. Marketing event landscape

In addition to the more traditional and rudimentary definitions of marketing events, other
characterisations consist of “brand hyperreality” (Whelan and Vargo and Lusch, 2004),
IJEFM “live communications” (Getz, 2007), and “live the brand” (Russel, 2007). These terms begin
2,1 to capture the more pervasive value of planned events and the multifaceted possibilities
they offer marketers. Such thinking illuminates why organisations, in all three sectors of
the economy (public, private, and third sector), invest considerable percentages of their
marketing budget in delivering events. The academic reporting of the growing popularity
and resonance of marketing events (Gupta, 2003) is supported by recent empirical
70 research. A case study of Microsoft’s event operations revealed that 10 per cent of its
marketing communication budget is spent on event marketing (Heasley, 2010), and a
wider survey suggested an industry average figure of nearer 25 per cent (Fahmy, 2010).
As indicated, “marketing events” is an overarching term that incorporates a wide range
of organisational event platforms (Figure 3). The common denominator being that they
are all platforms that embody the basic characteristics of an event (Getz, 2007) engaging
with an audience of customers and/or wider stakeholders. In so doing, they inescapably
represent a 4D communiqué of that organisation’s brand. They are, therefore, of
marketing consequence and should be informed, at least partially, by marketing strategy.
The essence of an event is an experience; the rationale presented in this paper is that
the experience should be informed and infused by a consistent narrative that is aligned to
the marketing strategy of the organisation. Hence, any fracturing of the relationship
between strategy and the event is problematic. This contention is pivotal, and a central
tenet of this paper.
In practice, the marketing focus afforded to event platforms is inconsistent
(Crowther, 2010b) often with a disjointed and silo approach evident. This fragmented
approach is, perhaps, explained by the fact that the marketing event landscape is diverse
and differential. There exists a continuum of marketing event platforms; at one extreme
there are “direct events” that would typically be driven by the market function of an
organisation, such as product launches or sponsorship of events. The management of
these would logically receive considerable marketing focus. “Indirect events” are at the
other extreme comprising those most likely initiated and managed by different functions
of the organisation. This could include, for example a charity event, or a conference.
A distinct characteristic of events is, therefore, cross-departmental involvement,
planning and management. Events are delivered by a proliferation of individuals and
teams throughout the organisation, and of course external agencies, each with their own
structures, processes, priorities, and (perhaps) interpretation of the brand. This point
is debated by Kitchen et al. (2009) who reflects on the conflict that occurs within this
environment and the damaging impact this can have on achieving a broad range of
strategic outcomes from the activity. This can have the impact of diluting the marketing
benefit that can be leveraged from these events. At best, this can result in missed
opportunities. At worst, it provides an incongruous and eclectic communication of the
brand and the risk of uncoordinated, inconsistent, and perhaps, excessive contact with
the market and wider stakeholders.

3. Utility of marketing events

Exposing the distinct character and utility of marketing events is pertinent given the
prevalence of integrated marketing communication, and the necessity for organisations
to activate a proliferation of mediums to “reign supreme” (Fehrnstrom and Rich, 2009).
The integrated and pervasive character of marketing events is pronounced when
reflecting that communication does not take place in a vacuum, but in a wider context
incorporating not only traditional media but also other communication efforts, as well Marketing
as product and service encounters (Duncan and Moriarty, 1997). The ensuing discussion event outcomes
is not intended to advocate the primacy of marketing events, as they have noteworthy
limitations, such as their limited reach, difficulties of evaluation, and resource
consumption. Moreover, it unpicks the characteristics of marketing events and
evaluates their relevance to the modern marketing environment.
Events are in essence experiential, interactive, targeted, and relational; these 71
features are highly relevant and desirable given the modern marketing environment.
Such characteristics are of course consistent with other communication forms, notably
within the wider, and expanding field of experiential marketing (Schmitt, 1999).
However, in addition to these shared characteristics, marketing events comprise unique
features which differentiate and augment their value and status.
First, the pre-planned nature of an event means the marketer has an increased
modicum of control, as they have the opportunity to plan and facilitate an experience at
an agreed location that will usually last for a predetermined period of time. This
constitutes a structured opportunity within which to facilitate a favourable event
experience that is strategically designed. This is distinct from more immediate forms of
experiential marketing. Second, and significantly, that the attendee is a voluntary and
active participant in the communications process. Marketing communications
comprises a large number of methods where the recipient is typically passive and
inactive (Duncan and Moriarty, 1998), such as direct mail, advertising and contemporary
phenomenon such as e-marketing. Indeed, many of the traditional approaches have been
preoccupied with the active sender and the passive receiver in the communication
process (Percy and Elliott, 2005 cited in Finne and Grönroos, 2009). Marketing events are
fundamentally different cultivating a unique dynamic.
The inherent characteristics evaluated above provide marketing events with a
distinct DNA. The discussion in the remainder of this section evaluates this DNA
within the context of the contemporary marketing environment, and in so doing
reveals the particular utility of marketing events.

3.1 Pervasive and targeted communication

A frustrating, yet prevailing, reality of marketing in the modern era is the existence
of “marketing clutter” (Roy and Cornwell, 2004). Given the crowded markets, “noise”,
and busy consumers, practitioners have affection for communication methods that
can evade the clutter and present opportunity to create and build meaningful emotional
connections. The experiential nature of events lend themselves to this objective,
facilitating pervasive and interactive communication. Gupta (2003, p. 87) refers to
event marketing “gaining popularity in long-term brand building and humanising of
corporates”. These objectives are of course significant given the prevailing need
to differentiate based upon emotional rather than utilitarian features.
The erosion of mass markets and the emergence of smaller market segments is
termed fragmentation by Parsons and Maclaran (2009). There is a growing imperative
for organisations to construct communication strategies that are more targeted and
personalised. From the invitees, to the design of the event, marketing events represent a
highly targeted communication form. Through understanding of the antecedents of
attendees (Getz, 2007), event managers are able to facilitate appealing and opportune
experiences. Furthermore, event management can provide the possibility for a high
IJEFM degree of personalisation of the event experience for the attendee. Depending upon the
2,1 event platform used, marketing events can create individualised communication, such
communication being a holy grail for marketers. The event environment contains
structured and unstructured elements, permitting a personalised experience for the
attendee, and the opportunity to actively experience the value propositions, and connect
with the organisation. The latter point has particular resonance when seeking to achieve
72 sales-oriented objectives.

3.2 Meaningful experiences

Parsons and Maclaran (2009) adopt the term hyperreality to symbolize the growing
phenomenon of modern consumers actively experiencing brands. Marketing
communications can, therefore, enrich or diminish the perceived value a buyer gets
from their engagement with a given brand. The experiential nature of events and the
potential to engage with participants is, therefore, palpable. Marketing events stage a
multi-sensory experience with attendees “enjoying” a “live communication of the brand”
(Getz, 2007).
An extension of this logic leads us to consider marketing communications,
and particularly marketing events, as a constituent part of the “service-delivery process”
as suggested by Vargo and Lusch (2004). Their experiential nature makes them
integral to the relationship an organisation has with its customers, clients, and wider
stakeholders. Events provide organisations with opportunities to interactively engage
with customers and wider stakeholders in order to enhance emotional connections,
moving them up (or down) the loyalty ladder (Christopher et al., 1991).

3.3 Participative environment

An outdated tenet in marketing is the notion of doing things “to” consumers; this has
been superseded by the view of doing things “with” and “for” consumers, hence the term
co-creation (Vargo and Lusch, 2004). The principle of the consumer as an active and
voluntary participant in the marketing process is a step change, and a revealing notion
that is consistent with the inherent character of marketing events. Event platforms
provide an interactive environment (marketing space) that is highly participative,
promoting a collaborative experience through which to engage in ongoing conversations
with customers (Kumar, 1997). Informed modern consumers and buyers are sceptical
about being “marketed to” therefore the advancement of communication methods that
facilitate participation is timely and appealing.
Haeckel (1999) extends this logic by introducing the aspiration of forging a “sense and
respond” strategy with customers to proactively anticipate product and service issues,
characterising marketing as a customer consultation function. Events are an interactive
and personalised tool providing an opportune environment to facilitate this outcome
and indeed wider outcomes associated with gathering customer and market intelligence,
both from customers, but also wider stakeholders in the supply and distribution chains.
Crucially, as the marketing space framework illustrates, event design is key in
cultivating a participative environment along the lines of the “outside-in” approach
advocated by Finne and Grönroos (2009), who emphasise the opportunity for the
consumer to create the integration as opposed to the more prevalent “inside-out”
approach. The emphasis is, therefore, on the event management to facilitate a customer
centric event environment. Achieving this will enable the organisation to realise
the manifold rewards of “face to face” marketing. There is a broad base of research that Marketing
demonstrates the power of “face to face marketing” in achieving a range of sales event outcomes
and marketing objectives, some of which are cited by Fahmy (2010).

3.4 Strengthening relationships

Implicit in much of the above discussion is the evolution of marketing thinking from a
product-orientated psyche to a more relational approach. This shift is illustrated by the 73
advancement of relationship marketing thinking (Grönroos, 1990), and in more recent
times service dominant logic (Vargo and Lusch, 2004). The primacy of the holistic
relationship with all of its “touch points” creates a new reality for the marketer. It demands
that all communication must be consistent and integrated, so as to constantly sustain
and enhance relationships. The shift away from the customary buyer-seller paradigm is
pivotal to the ideas of Sheth and Parvatiyar (2000), who call for a new way of thinking that
accounts for the continuous nature of relationships among marketing actors.
The experiential, interactive, targeted, and relational qualities of marketing events
sit well in such a reality. Marketing events qualities are aligned with the focus
upon strengthening and deepening relationships. The emergent area of relationship
communication is a useful paradigm through which to interpret events. Lindberg-Repo
(2001, p. 183) and Finne and Grönroos (2009) refer to relationship communication as
“[. . .] the sum of all actions that convert the message and meaning in a mutually
beneficial way and affects the knowledge base between parties”. Such a definition is very
much in tune with the time and situation context of an event environment (space).

4. Marketing space framework

The framework introduced in this section is required and fitting given the contemporary
marketing context evaluated in the opening sections of this paper. This preceding
discussion has demonstrated the legitimate role of events in twenty-first century
marketing. Marketing events are relationship communications (Duncan and Moriarty,
1997; Finne and Grönroos, 2009) that have far reaching strategic possibilities and
implications; these are examined in Section 5. In spite of this, there is an absence of
conceptual development, frameworks, and tools that academics and practitioners can
use and critique. The framework and associated concepts introduced below have
emerged from a review of related marketing and event studies literature. It is this fusion
of the two fields that will successfully advance thinking in the area of marketing events.
The realisation of the strategic possibilities and implications impinges upon the
activation and implementation of a process that firmly anchors the event within the
organisations strategic marketing plans. This results in the development of “strategic
event objectives” which become the heart beat of the process. Preoccupation with these
objectives and the event experience of all stakeholders (Getz, 2007) infuses every
decision throughout the design, delivery, and evaluation cycle.
Marketing space is a concept adopted to depict the unique environment marketing
events cultivate, which is unlike that created by other communication forms. This space
is a valuable, yet transitory, opportunity for the marketer, which is both high in potential
and risk. Figure 1 shows the marketing space framework. At the heart of this model
is core marketing space which is attendees experience within the time and space
parameters of the event. Notably, the event experience extends beyond the actual event
and this is denoted as augmented marketing space. This is the prequel and sequel to
IJEFM Marketing space
2,1 Integrate Company view Attendee view Integrate
E
M M x
a Objectives p
a
r r e
k Anticipation r
k
74 e
Design e i
t t e
i i n
n n c
g g e
Delivery Experience
s s j
t p o
r a u
a c r
t e n
e Evaluation Reflection e
g y
Figure 1. y
Marketing Reintegrate Reintegrate
space framework Core space
Augmented
space

the event, manifesting themselves as attendee anticipation and reflection. These are
interwoven and integral extensions of the event that increase the longevity and present
many opportunities to heighten (or diminish) the planned event outcomes.
From the attendees perspective, marketing space can be portrayed as time out of time.
It is an occasion where the customer, client, or stakeholder inevitably becomes
more closely acquainted with an organisation. Optimistically, it will create feelings of
acquiescence, reaffirming, enhancing, or even redefining of existing brand perceptions
and relationships. Conversely, the outcome could be detrimental. Marketing space is an
environment where an organisation is laid bare, more fully and revealingly exposed than
through other forms of marketing communication.
The optimisation of the opportunity impinges upon strategic event management that
is professional and creative. While many organisations are exemplar in this respect,
many more are not, and therefore events remain as much a risk as an opportunity. The
following discussion further illustrates the model and the challenge and opportunity it
presents. As indicated above, the discussion then moves in Section 5, to the pivotal
component of strategic event objectives.

4.1 Framework
The marketing space framework is shown in Figure 1.
The framework is designed to demonstrate the parallel and interrelated processes in
play during the lifecycle of a marketing event. Central to the model is the depiction that
marketing events must be fully integrated to wider strategy and customer experience
(relationship) management. Marketing space is designed and facilitated by the
organisation and is experienced by the attendee. For both the attendee and the
organisation, there are interrelated processes in play. For the attendee, it encompasses
anticipation, experiencing, and reflection (Le Bel and Laurette, 1998). For the organisation,
it incorporates setting event objectives, the design, delivery, and evaluation of the
marketing event episode. The organisational factors combine to infuse a marketing space Marketing
that impacts the perception and future relationship with the attendee. Of course experience event outcomes
cannot be guaranteed, however, it can be facilitated (Getz, 2007) through the design and
delivery of the marketing event. This places an emphasis and expectation upon the
organisation and their marketing and event managers.

4.2 Opportunity
75
When immersed within the core marketing space attendees are typically more relaxed,
uninhibited, and open to new ideas (Getz, 2007). The marketing event therefore takes
on heightened significance providing a fertile opportunity to establish, maintain,
and enhance relationships (Getz, 2007; Ravald and Gronoos, 1996). Applying the
phraseology of Belk et al. (1989), marketing space can be seen as a blurring of the
boundaries between the sacred and profane, with social and entertainment ingredients
being incorporated into the marketing exchange. For business people attending events,
this can be seen as a distorting of the commercial and the social. For consumer, this is a
blurring between everyday lived experience and the stimulation and escapism of the
event. This transitory reality enables a freer transference of messages and as such
enables a greater level of empathy and communication of marketing messages.

4.3 Challenge
Consistent with other service environments, marketing space is intangible,
heterogeneous, inseparable, and perishable (Brown et al., 1994). These factors
make marketing events a composite device to successfully employ. This is evident
when trying to achieve tactical outcomes relating to sales or attendee satisfaction. The
challenge is amplified when aspiring to achieve more strategic and subtle objectives,
perhaps relating to brand communications or relationship development. Typically, the
modicum of control in the communication of messages is reduced in comparison to more
traditional and less experiential forms of communication.
The transmission of messages in the event environment (marketing space) can be
seen as fluid and reciprocal providing a rapidity that is challenging when striving to
achieve coherence. This presents a distinct challenge and risk for marketing events
given the necessity for marketers to focus upon the receivers, and meaning created by
the receivers in the communication process (Vakratsas and Ambler, 1999). Both tangible
and intangible brand cues are therefore manifest, and managing these within an
interactive setting is a complex process. This challenge is compounded when one
considers that organisations will likely engage with a range of event platforms and event
episodes (Crowther, 2010a) each year. The effective management of interactive brand
communications takes on a new impetus.
Should an attendee’s experience within the “marketing space” fall below
his/her expectations then the (manifold) organisational objectives would logically be
compromised. Given the multifaceted nature of experience, this discussion exemplifies
why marketing events are equally high in risk as opportunity. Therefore, realising
the potential presented by marketing space is a complex process impinging upon the
adoption of creative and professional event management on behalf of the organisation.
This provides marketers with a management challenge that is dissimilar to those
presented by more established marketing platforms, which prompts discussion about
IJEFM the appropriate human resource of marketing events, whilst this is not the focus of this
2,1 paper it is relevant given the findings of previous research (Crowther, 2010b).

5. Marketing event outcomes

Integral to the conceptual framework and discussion in this paper is the principle
that the design and delivery of the marketing event(s) should feed into and be informed
76 by marketing strategy. Marketing events are inevitably one constituent of more
holistic integrated communication strategy. This is underpinned by the existence of
strategic event objectives, which is the first stage as shown on the framework. Strategic
integration is the heart beat of the framework and without it the marketing event
becomes overly informal, within such a context marketing events cannot realise their
strategic potential.

5.1 Strategic objectives

The opportunity is to leverage greater outcomes and impact from the event by activating
a range of event objectives making the event more of a strategic force. Figure 2 shows the
range of objective areas that marketing events can realise. The objective areas are
diverse, spanning tactical to strategic. Beneath each overarching heading there exists a
variety of focussed objectives which will vary depending upon sector and organisational
context. It should be noted that the usefulness of events stretches beyond what purists
would categorise as marketing and overlaps with sales, the author recognises the
obvious distinction.
Marketers have the opportunity to identify primary and secondary objective areas
that they seek to realise through the event episode. For example, there may be some
primary objectives around profile raising, lead generation, and brand development. The
event opportunity may also provide opportunity for customer relationship management,
and customer and stakeholder feed forward about new product development.
Management decisions relating to event design, delivery, and evaluation must flow

Marketing event outcomes

Integrate Company view

M • Sales
a Objectives
r • Brand communication and
k development
e • Media and word of mouth
t Design
i • Strengthening relationships
n • Existing customer
g • Wider stakenholder

Delivery • Intelligence and learning

s • Customers (feedback and feed forward)
t • Market (micro and macro)
r
a
t
e Evaluation
Figure 2. g
Marketing event objectives y
Reintegrate
directly from these objectives, as expressed by Nancy Neipp from Cisco, “If the purpose Marketing
of the event is to generate sales, then you’d better set up an event that’s a conduit for event outcomes
sales.” (Fahmy, 2010). The message is to ensure that every facet of the event(s) is infused
by strategic intent, and not preoccupied with operational convenience.

5.2 Event platforms

The first stage of the event design process is the identification of opportune event 77
platforms to best deliver the required event objectives; these are shown in Figure 3.
Marketing event platforms are not an amorphous group, each platform has its own
charm, characteristics, and indeed challenges, therefore lending itself to the achievement
of specific combinations of event objectives. This marks a step change as a more typical
approach is the reverse where objectives follow the selection of platform. Clearly,
apposite platforms can only be selected once the required objectives are specified. For
example, a product launch could be a powerful mechanism through which to leverage
objectives associated with sales and brand communications. Whereas objectives around
augmenting relationships with clients would perhaps be better served through a smaller
workshop or hospitality event. This pattern is replicated across all event platforms
and combinations of objectives. Specific platforms (or combination of platforms),
lend themselves to the achievement of specific objectives.

5.3 Marketing event objectives

The following sections evaluate each of the event objective areas shown in Figure 2.
5.3.1 Sales. Marketing event can offer an intimate, and potentially seductive,
environment through which to activate a range of sales-related objectives. As indicated
in Section 3.3, face to face is a powerful medium and events present a conduit through
which to cultivate these interactions, with existing or new customers. Indeed, the
evolution of marketing events, in the form of such platforms as trade and consumer
shows is rooted in sales-oriented psyche.

Marketing event platforms

Integrate Company view

M
a Objectives
r Select marketing
k event platofrm
e • Exhibition
t Design
• Conferences
i
n • Seminars (learning events)
g • Corporate hospitality
Delivery
s • Product launch
t • Sponsorship of other events (eg.
r entertainment, culture, sport)
a
t • Philanthropic events
e Evaluation • Roadshow
g Figure 3.
• Trade shows/fairs
y Marketing event platforms
Reintegrate • Award ceremonies
IJEFM A fundamental, and initial, stage of the event design process is to determine invitees.
2,1 Event marketing provides organisations with opportunities to interactively engage
prospective customers and move them up the loyalty ladder (Christopher et al., 1991).
The experiential and interactive character of events allows prospects to potentially see,
feel, and sample aspects of the value proposition. Additionally, planned events can be a
useful and convenient mechanism through which organisations can identify and screen
78 new prospects.
5.3.2 Brand. An inescapable reality of marketing events is that they provide
attendees with a pervasive and interactive experience of the brand. Whether you plan to
communicate the brand or not, it is there for all attendees to see. Effective brand
communication is best achieved through careful design of how the experience will
embody brand personality and values. The challenge of coherently communicating your
brand values and message within the “core marketing space” is composite. There are
many features of the event that the marketer must coordinate to accomplish an effective
and coherent communication of the brand message and differentiation. Everything about
the event communicates including service received, location, goods used and consumed,
theme, and also programme design (Berridge, 2007). These represent a wide range of
tangible and intangible cues that expose the brand to the attendee. The core components
of the event are persuasive, but peripheral aspects are also telling. These are wide
ranging and consist of (among other things), the welcome the attendee receives, the soap
to wash their hands, parking available, and how questions and concerns are handled.
A difficult reality of marketing events is that a much wider range of people inform
the communication than in other communication methods. Brand ambassadors come
in the form of receptionists, cleaners, catering, and security guards, in addition to
the marketers, event managers, and senior executives. Gummesson (1999) refers to
part-time marketers in this respect, indicating that non-marketing staff irrespective
of role and expertise impact customer experience. Choreographing these touch points
to provide a coherent message is a distinct challenge.
5.3.3 Profile. A peculiarity of events is that often the physical attendee is not the only,
or even primary, audience. Marketing events have longevity beyond the actual event,
seeking to propel the message to wider audiences and stakeholders through media and
work of mouth. The explosion of the virtual world has aided organisations in
“extending” their events, providing opportunities to develop very sophisticated event
strategies that combine physical and virtual elements. It is particularly within this
context that the pivotal nature of other communication methods is palpable, for example,
social media and PR. This area is ripe for further exploration.
A fundamental issue is the delivery of a positive event experience for attendees.
Without this core component, positive profile outcomes will be negated. In addition to
strategic event objectives, another precursor to the design process is a prevailing focus
upon the influences, motivations, and expectations of the attendees, which Getz (2007)
categorises as antecedents. This customer-orientated mindset is borne out of recognition
that the optimisation of marketing space, and therefore attendee experience, is not
exclusively the outcome of organisational factors. Beauty is, indeed, in the eye of the
beholder, and the attendee carries with them expectations of the event driven by a
variety of intrinsic and extrinsic influences. It is therefore incumbent upon the marketer
to design the marketing space and facilitate the attendee experience guided by the
peculiarities of their target attendees.
 5.3.4 Relationships. Compared to many other forms of marketing communications, Marketing
marketing events, rich in relational qualities, present an apposite vehicle to facilitate event outcomes
meaningful relationships with prospective clients, facilitating their likelihood to display
loyalty. However, physical attendance at events inevitably brings costs, both direct and
opportunity. Therefore, the event design needs to be focussed upon providing value to
attendees, value that outweighs that which they have forgone to attend. This value
is optimised through the sophisticated management of the following design elements, 79
education (learning), social, and entertainment, or hybrid variations such as
“edutainment” and “infotainment”.
It is noteworthy that many organisations and their clients experience ad hoc
transaction patterns. Therefore, there is an issue around maintaining frequency
and intensity in the relationship (Gummesson, 1999), more so in business-to-business
marketing. Events present a conduit to achieve more frequent and consistent
“conversations” with customers. Linked to this logic, Varey and Ballantyne (2005)
discuss the importance of organisations engaging “network participants” from both the
organisations and customers supply chain. Christopher et al. (1991) emphasises wider
markets, including, among others, future employees, suppliers, and influencers. Planned
events provide a platform through which organisations can consult, engage, and build
fruitful relationships with these important stakeholders.
5.3.5 Market and customer intelligence. An organisation’s customers, clients, and
wider stakeholders present a considerable resource for learning and intelligence, to then
positively influence decisions across the organisations departments. This intelligence
could be something as obvious and immediate as customer feedback and feed forward,
or the much more strategic endeavour focussed upon the consultation of wider
stakeholders to inform future marketing strategy. Creatively designed events present an
opportunity to facilitate these objectives. Intimate learning workshops and seminars can
be a favourable conduit, which could either be stand-alone events, or adjuncts to other
event platforms such as large conferences or even non-exclusive events such as trade
shows.
Given the prominence of ethics and also the required efficiencies consistent with
the business-to-business environment, the days of the “jolly” or “junket” are numbered.
Organisations have to find more creative ways to ensure attendance from stakeholders
and customers at their events. Against this backdrop, intelligence and learning
objectives are increasingly informing marketing events, particularly in a businesses
to business, but also business to consumer, sectors. Facilitating learning is, therefore,
a legitimate and constructive strategic event objective. The aspiration being that this
learning has utility for the organiser and attendee, an interactive and reciprocal process
whereby each party are value creators and value beneficiaries (Lusch and Vargo, 2006).

6. Concluding remarks
The pliable nature of marketing events is one reason they are an apposite tool for the
twenty-first century marketing manager. Other reasons are also evaluated in Section 3 of
this paper. Successful leveraging of the strategic potential of any given event activity
impinges upon a range of factors, primarily; the strategic intent, integration with other
methods and innovative event design to facilitate an event experience that enhances
brand perceptions and relationships. This paper has sought to evaluate the rationale for
the growth of marketing events, illuminate their strategic potential, and suggest an
IJEFM exemplar process to maximise impact. In so doing, it has provided a vantage point from
2,1 which academics and practitioners can conceive marketing events. The core concept of
marketing space is a seductive notion for the marketer, a virtuous environment with
customers and clients who want to be there and are participative in the marketing
exchange.
Throughout the above discourse there has been the ever-present suggestion that as
80 an experiential communication, marketing events are as high in risk as potential. Given
the composite nature of events and event management, unsophisticated application
might not only be inefficient, but could actually be damaging to such fundamental and
prized assets as an organisation’s brand and relationships. Successfully facilitating
and optimising marketing space, with all of the contingent factors and considerations,
takes the marketer outside of their core competence and into the realms of event
designer, event manager, and even service recovery manager. The manifest challenge
is augmented by, among other things, the diverse antecedents of the attendee (Getz,
2007), necessity to experientially communicate the brand, manage all touch points on
the attendees journey. All of a sudden, the seductive notion of “marketing space” takes
on a more menacing persona.
If we are to fully realise and embrace the strategic potential of marketing events,
we must equally accept the reality that overly operational and tactical management is
inapt. The marketing space framework shown in Figure 1 signposts a future where
marketing events are an integral component rather than an informal adjunct of an
organisation’s marketing activities. Within this scenario, marketing events can realise
their potential as a fluid component of the integrated marketing communications mix.
The development of the marketing space framework is the beginning of the journey. The
author’s attention has now shifted to empirical work with event managers, marketing
practitioners, and their organisations to illustrate, and of course refine, the model.

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Further reading
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Corresponding author
Phil Crowther can be contacted at: [email protected]

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