Wrong assumptions can lead to momentous misunderstandings, last-minute costly corrections or even failure. In events planning this is particularly critical because we have a fixed deadline, the event date, and are working to a very tight schedule. These are some of our tips to avoid assumptions.
In this second part, we explore the duty of sales people to support marketing's need for information and feedback, together with the engagement necessary to best exploit the event.
In this first part we establish the core requirements that marketing teams and agencies should create in order to deliver a genuine platform to support the sales team.
So much of what we do in events marketing is dependent upon both, good team work and fresh ideas. Inspired thinking maintains the interest, engagement and memorable impact of events. Conversely, a stable well-established marketing team is like a well-oiled machine. How do corporate marketing departments ensure they have both?
