The Four Reasons Company Loyalty is Your Event’s Most Important Metric

June 9, 2017

Joe Colangelo

Joe Colangelo is the CEO and co-founder of Bear Analytics. He drives the strategic vision designed to unite technology, user-friendly visualization and the client story. 

On your post-event survey, are you asking attendees if this is their first time attending your event?

Anecdotally, I can tell you that 70-80 percent of event organizers we speak with ask their attendees this question. And it makes sense: the keys to growing your event are based on your ability to attract new attendees while retaining your current customer base.

If an attendee doesn’t return to the event the following year, or ever, is it really a lost opportunity?

Did they have a poor onsite experience? 

or

Did they leave their company – maybe the industry all-together?  

There are numerous reasons why we are unable to understand why an attendee does not return, since these event “abandoners” are the most difficult group to contact and survey. Individuals can be a challenge to track but your company-level registration data can tell more of the story.

Companies tend to be more stable and remain in the same industries longer than individuals. By tracking a company’s participation at your event over the last 4-5 years, you can identify organizational or company loyalty. This helps you understand how well your events are retaining, attracting and growing participation at a higher level than just tracking individuals.

Here are four impact areas you can explore once you’ve determined company-level loyalty at your events:

1.     Trends around companies making the event investment decision at the corporate level and not the individual level. This is one of the post-recession outcomes that has changed the shape of attendee marketing the most.

2.     New company participation. This is a fantastic metric for measuring your event brand’s pull in the marketplace and industry you serve.

3.     Company loyalty benchmarks. This will allow you to group companies according to most and least loyal and craft targeted marketing messages.

4.     Most Valuable Company Program. You can recognize and reward the companies that invest the most money and send the most attendees – this is the “heart” of your event.

One note of caution: registration data is typically human-generated, so you can expect to see mismatched company names, subsidiaries, departments at universities and all kinds of other weird things. Don’t panic. This is easily solved by harmonizing the company names and creating a company name dictionary. A company name dictionary allows you to take these “dirty” company values and standardize them into consolidated and usable values.

You can standardize the names given to companies (for example, “Bear Analytics” versus “Bear Analytics, Inc.”) and the values each represents. By standardizing the spelling variants of company names in different registration records, you can determine which name should be displayed and used for company level stats.

Time and time again, we found when events retain current participating companies/organizations and attract new organizational participation, they increase registration revenue and are in a stronger position to price and sell sponsorships. So, don’t wait – the data is in your hands and you can start to make an impact with it today.

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MGM Resorts is committed to fostering an inclusive and diverse culture, not just among employees and guests but also within its supply chain. The company prioritizes procuring goods and services from businesses owned by minorities, women, veterans, people with disabilities, LGBTQ individuals and those facing economic disadvantages. This commitment is integral to MGM Resorts' global procurement strategy.    Through its voluntary supplier diversity program, MGM Resorts actively identifies and connects certified diverse-owned suppliers to opportunities within its supply chain. The company is on track to spend at least 15% of its biddable procurement with diverse-owned businesses by 2025, demonstrating that supplier diversity is not only a social responsibility but also a strategic business imperative.    Supplier diversity isn’t just the right thing to do – it’s good for business. A diverse supply chain allows access to a broader range of perspectives and experience, helping to drive innovation, entrepreneurship and resilience, while strengthening communities. At MGM Resorts, engaging diverse suppliers ensures best-in-class experiences for guests and clients. Supplier diversity ensures a more resilient supply chain while supporting economic development in the communities in which it operates.   The impact of MGM Resorts' supplier diversity initiatives is significant. In 2023, these efforts supported over 3,500 jobs across more than 30 states, contributed over $214 million in income for diverse-owned businesses and generated more than $62 million in tax revenue. The story extends beyond the numbers – it reflects the tangible benefits brought to small and diverse-owned businesses, fostering economic empowerment in their communities.    MGM Resorts also supports the development and business skills of diverse-owned businesses through investment, mentorship and education. Through the MGM Resorts Supplier Diversity Mentorship Program, the company identifies, mentors and develops diverse-owned businesses to fill its future pipeline, while providing businesses with tools and resources to empower and uplift. Since 2017, the program has successfully graduated 105 diverse-owned businesses and is on track to achieve its goal of 150 graduates by 2025.     MGM Resorts’ commitment to supplier diversity not only enhances its business operations but also plays a crucial role in uplifting communities and fostering economic development. This approach reinforces the idea that diversity is a powerful driver of innovation and resilience, benefiting both the company and the wider community.