SPECIAL REPORT

CONSUMER EVENTS MARKETING 101

Five  Proven  Principles  to  Produce  Successful  Consumer  Events  

Dan  Louie  
! " ! . $ % % . & ' % '      
danielklouie@gmail.com  
   CONSUMER EVENTS MARKETING 101 | 2

INTRODUCTION
Companies  are  slashing  or  eliminating  marketing  programs  given  the  current  economic  
environment.  If  your  organization  has  a  sufficient  marketing  budget  to  launch  a  new  product  or  
service,  you  are  very  fortunate.  

As  the  Consumer  Events  Project  Manager  at  Volvo  Cars  of  North  America,  I  launched  several  new  
vehicles.    I  designed  and  implemented  experiential  drive  programs  where  consumers  test  drove  
the  new  vehicles  on  closed-­‐course  tracks.    Automobile  companies  produce  these  events  to  create  
marketing  awareness  and  excitement  that  will  lead  to  future  vehicle  sales.  

As  I  was  planning  these  drive  programs,  I  researched  marketing  events  best  practices  both  inside  
and  outside  the  automotive  industry.    Unfortunately,  no  definitive  document  existed.    I  thus  
created  my  own  consumer  events  best  practices.  

The  following  five  principles  have  been  thoroughly  tested  with  much  success.    These  principles  will  
work  in  any  industry.      We’ve  all  heard  of  the  four  marketing  P’s  (product,  place,  price,  and  
promotion).    Now  we  have  the  five  P’s  for  successful  consumer  events.      
 

PRINCIPLES TO PRODUCE SUCCESSFUL

CONSUMER EVENTS
 

▲   Parameters   Clarify  the  marketing  objectives  

▲   Process   Use  an  objective  decision  making  process  

▲   Partnership   View  each  vendor  as  a  valuable  partner  

▲   Prepare   Plan  for  the  unexpected  

▲   People   Interact  with  consumers  at  the  event  

     
   CONSUMER EVENTS MARKETING 101 | 3

1
PARAMETERS
CLARIFY THE MARKETING OBJECTIVES
Having  clear  marketing  objectives  is  an  important  first  step  to  produce  successful  
consumer  events.    Your  marketing  objectives  are  the  foundation  for  the  event  planning  
and  implementation.  

The  marketing  objectives  should  be  defined  and  agreed  upon  before  the  project  starts.    You  must  
understand  the  project  objectives  and  then  determine  the  deliverables  needed  to  achieve  them.    
Many  organizations,  however,  skip  this  planning  step  because  they  are  too  busy  implementing.    
Others  may  not  have  an  internal  process  or  corporate  culture  that  encourages  stakeholders  to  
clarify  and  agree  on  the  marketing  objectives.    

Your  organization  cannot  afford  to  produce  a  consumer  event  with  vague  marketing  objectives.    

Vague  marketing  objectives  lead  to:  

  ▲   Incomplete  and  /  or  unfocused  vendor  proposals  

  ▲ Difficulty  in  evaluating  and  selecting  the  best  vendor  
  ▲ Frustration  from  constantly  changing  tactics  
  ▲ Wasted  time  and  resources  on  distractions  
  ▲   Going  over  budget  with  both  time  and  capital  
  ▲ Opportunity  for  your  competitors  to  react  to  your  marketing  strategy  
  ▲ Difficulty  in  determining  event  success  
I  was  the  Project  Manager  for  the  new  Volvo  S40  sedan  launch.    Volvo  invited  consumers  from  
around  the  country  to  hear  product  presentations  and  to  test  drive  the  new  vehicle  on  closed-­‐
course  tracks.  

Early  in  the  planning  stage,  I  facilitated  meetings  with  key  stakeholders  from  Marketing,  Training,  
Public  Relations,  Product  Planning,  Advertising,  and  Finance  and  established  clear  S.M.A.R.T.  
(specific,  measurable,  attainable,  relevant,  and  timely)  objectives.    Note  that  objectives  can  be  
subjective  as  well,  as  long  as  they  are  clearly  defined  and  agreed  upon  by  the  stakeholders.    The  
S40  launch  objectives  were  documented  and  distributed  to  the  team  members.    As  the  project  
progressed,  I  often  referred  to  these  marketing  objectives  to  keep  the  team  focused.  

?  
 

Are  vague  marketing  objectives  causing  

problems  for  your  organization?  
   CONSUMER EVENTS MARKETING 101 | 4

2
PROCESS
USE AN OBJECTIVE DECISION MAKING PROCESS
We  make  decisions  all  the  time:    what  to  eat,  which  clothes  to  wear,  which  television  
program  to  watch.      In  these  cases,  the  risk  of  making  a  wrong  decision  is  fairly  low.    
With  your  marketing  events,  however,  the  risk  of  making  wrong  decisions  is  much  higher.    The  
quality  of  the  event,  budget,  customer  satisfaction,  etc.  could  all  be  in  jeopardy.      

Vendors  are  your  partners  in  the  project,  so  the  vendor  selection  process  is  very  important.    
Choosing  a  vendor  can  sometimes  be  a  very  time-­‐consuming  and  painful  process  if  decisions  are  
made  subjectively,  or  are  emotionally  charged.    
But  it  doesn’t  have  to  be  that  way.  

I  used  the  Kepner-­‐Tregoe  decision  making  

process  (see  Figure  1)  to  select  my  marketing  
event  vendors.  This  step-­‐by-­‐step  process  
marries  logic,  expertise,  creativity,  and  factual   Decision  Analysis  is  
information  to  reveal  choices  that  have  the  right   used  for  making  a  
balance  of  acceptable  risk  and  reward.    By   choice.    When  there  
clarifying  the  thinking  behind  the  decision,   are  too  many  
highly  complex,  controversial,  or  emotionally   choices,  or  the  risk  of  
charged  decision  can  be  made  faster  and  with  
making  the  wrong  
greater  confidence.  
choice  is  great,  this  
In  this  highly  collaborative  process,  I  facilitated   objective  decision  
meetings  with  the  marketing  stakeholders.    We  
making  process  
first  defined  and  prioritized  our  marketing  
clarifies  the  purpose  
objectives.    Next,  we  evaluated  how  the  
potential  vendors  best  met  our  objectives.    Then   and  balances  the  
we  examined  the  risks  of  selecting  each  vendor   risks  and  benefits  to  
before  making  our  best  balanced  choice.   arrive  at  a  solid  and  
Executive  management  was  impressed  when  I  
supported  choice.      
showed  them  the  decision  making  process  that  
we  used.    It  was  very  clear  how  and  why  we  
selected  the  vendor  that  we  chose.  

?  
 
 
Would  your  organization  benefit  from  an  
objective  process  for  selecting  the  best  partners?  
   CONSUMER EVENTS MARKETING 101 | 5

KEPNER-TREGOE DECISION ANALYSIS

Process  Steps  (Figure  1)  

▲ State the decision

Clarify ▲ Develop objectives
Purpose ▲ Classify objectives into MUSTs and WANTs
▲ Weigh the WANTs

▲ Generate alternatives
Evaluate ▲ Screen alternatives through the MUSTs
Alternatives ▲ Compare alternatives against the WANTs

Assess
▲ Identify adverse consequences
Risks

Make ▲ Make the best balanced choice

Decision

 
 

   
   CONSUMER EVENTS MARKETING 101 | 6

3
PARTNERSHIP
VIEW EACH VENDOR AS A VALUABLE PARTNER
Once  you  have  selected  your  vendors,  view  each  of  them  as  a  valuable  partner.    I’ve  
found  that  relationships  based  on  mutual  trust  and  respect  will  result  in  more  
collaboration  and  smoother  project  implementation.  

As  I  developed  rapport  with  my  event  partners,  I  found  that  they  would  readily  share  their  insights  
and  experiences  to  develop  innovative  solutions.    The  partners  also  had  access  to  resources  who  
could  do  things  faster,  cheaper,  and  better  than  my  own  contacts.  

I  had  partners  go  beyond  the  contract  details  /  project  scope  because  of  the  goodwill  that  I  had  
earned  with  them.    In  particular,  several  partners  shared  that  they  enjoyed  collaborating  with  me  
because  I  acknowledged  and  respected  their  staff.  

Bottom  line:    treat  people  with  respect  and  you  will  be  rewarded  many  times  over.  

How  to  develop  the  partner  relationship:  

  ▲   Promote  two-­‐way  communication  

  ▲ Listen  to  their  recommendations  
  ▲ Build  mutual  trust  and  respect  
  ▲ Have  clear  project  objectives  
  ▲   Collaborate  on  creative  solutions  
Additional  benefits  of  viewing  each  vendor  as  a  valuable  partner:  

  ▲   Builds  goodwill  for  future  opportunities  

  ▲ Partners  may  prioritize  your  project  over  another  if  their  resources  are  scarce  
  ▲ An  established  partner  is  able  to  respond  quickly  to  emergency  requests  
  ▲ Your  success  is  their  success  
   
 

?  
 
What  type  of  relationship  does  your  organization  
have  with  its  vendors?  
   CONSUMER EVENTS MARKETING 101 | 7

4
PREPARE
PLAN FOR THE UNEXPECTED
You  are  busy  implementing  your  project  plan,  but  have  you  thought  about  potential  
problems?  These  potential  problems  can  sabotage  
the  best  planned  event.    For  example,  what  will  you  
do  if  you  have  inclement  weather  or  the  vehicles  are  
delayed?    A  comprehensive  marketing  plan  must  
include  potential  problem  analysis.       Potential  problem  
I  used  the  Kepner-­‐Tregoe  potential  problem   analysis  is  used  to  
analysis  (see  Figure  2)  when  developing  the  project   protect  actions  or  
plan  for  the  S40  drive  event.    The  process  identifies  
plans.    When  a  project  
potential  problems  and  the  likely  causes,  develops    
simply  must  go  well,  
preventive  actions,  develops  contingent  actions,  
and  sets  triggers.    Often  times,  potential  problems   risk  is  high,  or  a  
are  not  examined  because  it  is  negative  thinking.   myriad  of  things  can  
go  wrong,  potential  
Inclement  weather  was  a  concern  for  the  S40  
problem  analysis  
reveals  the  driving  
factors  and  identifies  
ways  to  lower  the  risk.    
Potential  problem  
analysis  directs  
experience  and  
February  event  on  the  East  Coast.    Since  I  could  not  
creativity  to  prepare  
prevent  Mother  Nature  from  providing  snow,  I  
for  the  future  and  to  
prepared  for  contingent  actions.    I  upgraded  the  
presentation  venue  heating  system  to  handle   manage  acceptable  
extreme  cold,  ordered  additional  winter  crew   risk.  
clothing,  and  had  snow  removal  equipment  on  
standby.    As  luck  would  have  it,  it  did  snow.    Thus,  
the  contingent  actions  were  set  into  motion  and  the  
event  continued  without  any  interruptions.  

?   Is  your  organization  prepared  to  handle  potential  

problems?  
   CONSUMER EVENTS MARKETING 101 | 8

KEPNER-TREGOE POTENTIAL PROBLEM ANALYSIS

Process  Steps  (Figure  2)  

Identify
▲ State the action
Potential ▲ List potential problems
Problems

Identify
Likely ▲ Consider causes for the potential problem
Causes

Take
Preventive ▲ Take actions to address likely causes
Action

Plan
Contingent ▲ Prepare actions to reduce likely effects
Action & Set ▲ Set triggers for contingent actions
Triggers

 
   CONSUMER EVENTS MARKETING 101 | 9

5
PEOPLE
INTERACT WITH CONSUMERS AT THE EVENT
After  all  the  planning,  implementing,  and  anticipation,  your  project  managers  and  
vendor  partners  should  attend  the  event.    First,  they  will  see  first  hand  if  the  
consumers  “got  the  marketing  message.”    Second,  consumers  are  more  than  happy  to  share  what  
they  liked  and  what  needs  improvement.    For  example,  several  consumers  mentioned  how  they  
enjoyed  the  night  time  concert  in  conjunction  with  the  drive  event.    Others,  however,  wanted  to  
drive  competitive  vehicles  (not  offered  due  to  safety  considerations,  throughput  goals,  and  venue  
space).      

By  attending  the  event,  I  evaluated  partner  performances  and  noted  how  effective  they  were  at  
communicating  among  themselves  and  with  the  consumers.    I  also  acknowledged  those  partners  
on  the  front  line  for  their  diligence  and  professionalism.    Many  were  taken  aback  because  I  was  the  
first  client  to  ever  thank  them  in  person.  

Other  company  stakeholders  also  attended  the  event.    The  training,  public  relations,  product  
planning,  advertising,  and  finance  managers  thus  had  better  appreciation  for  all  the  planning,  
problem  solving  and  detail  work  that  went  into  the  project.    More  importantly,  they  experienced  
the  event  like  a  consumer  so  they  were  not  surprised  by  the  event  results.  

The  partners  who  interacted  with  the  consumers  came  away  with  a  clearer  picture  of  the  Volvo  
customer  and  gained  insight  on  how  to  effectively  market  to  them.  

?  
 
Do  your  employees  and  partners  attend  events  
 
and  interact  with  consumers?  
   CONSUMER EVENTS MARKETING 101 | 10

5 PROVEN PRINCIPLES TO PRODUCE CONSUMER EVENTS

SUMMARY  
▲ Parameters:  Clarify  the  marketing  objectives  
Clear  marketing  objectives  are  the  foundation  for  the  planning  and  implementation  of  the  
event.    You  must  understand  the  project  objectives  before  you  can  develop  the  tactics  to  
achieve  those  goals.    Unclear  marketing  objectives  lead  to  frustration,  wasted  time  on  
distractions,  and  difficulty  in  determining  event  success.  

▲ Process:  Use  an  objective  decision  making  process  

The  risk  of  making  wrong  decisions  with  marketing  events  is  high.    The  quality  of  the  event,  
budget,  customer  satisfaction,  etc.  could  all  be  in  jeopardy.    Vendor  selection  can  sometimes  
be  a  painful  process  if  decisions  are  made  subjectively,  or  are  emotionally  charged.    Therefore,  
use  an  objective  decision  making  process  to  clarify  the  purpose,  balance  the  risks  and  benefits,  
and  to  arrive  at  a  solid  and  supported  choice.  

▲ Partnership:  View  each  vendor  as  a  valuable  partner  

Vendor  relationships  based  on  mutual  trust  and  respect  will  result  in  more  collaboration  and  
smoother  project  implementation.    Develop  the  partner  relationships  by  promoting  two-­‐way  
communication,  treating  them  with  respect,  having  clear  project  objectives,  and  by  
collaborating  on  creative  solutions.  

▲ Prepare:  Plan  for  the  unexpected  

Potential  problems  can  sabotage  the  best  planned  event.    Often  times,  potential  problems  are  
not  examined  because  it  is  negative  thinking.    When  a  project  must  go  well,  risk  is  high,  or  a  
myriad  of  things  can  go  wrong,  potential  problem  analysis  reveals  the  driving  factors  and  
identifies  ways  to  lower  the  risk.  

▲ People:  Interact  with  consumers  at  the  event  

Project  managers,  key  stakeholders,  and  partners  should  attend  the  event  to  interact  with  the  
consumers.  First,  they  will  see  first  hand  if  the  consumers  “got  the  marketing  message.”    
Second,  consumers  are  more  than  happy  to  share  what  they  liked  and  what  needs  
improvement.  The  program  manager  can  also  evaluate  the  event  effectiveness  and  partner  
performance.  

?  
 

  Are  you  now  better  prepared  for  your  next  

consumer  event?  
   CONSUMER EVENTS MARKETING 101 | 11

ABOUT THE AUTHOR

Dan  Louie  graduated  with  a  Bachelor  of  Science  in  Business  Administration  from  the  University  of  
California,  Berkeley.    Dan  also  has  an  Associate  of  Arts  in  Interior  Design  from  the  Interior  
Designers  Institute  (IDI),  Newport  Beach,  CA.    Four  of  his  coursework  projects  were  selected  as  
award-­‐winning  design  solutions  and  were  showcased.  

Mr.  Louie  has  over  twenty  years  of  experience  in  the  automotive  industry  including  brand  building,  
market  research,  strategic  planning,  advertising,  and  consumer  events  marketing.    Dan  is  a  Six  
Sigma  Black  Belt  and  also  a  Kepner-­‐Tregoe  Problem  Solving  and  Decision  Making  Program  
Instructor.    He  has  extensive  experience  both  managing  and  participating  in  cross-­‐functional  
teams.  

Dan  thrives  on  designing  and  executing  marketing  programs  ranging  from  grass-­‐roots  events  to  
multi-­‐million  dollar  product  tours.    He  is  quick  to  establish  rapport  and  to  develop  trust  with  all  
team  members  from  staff  to  executive  management.    Dan’s  strong  interpersonal  skills  and  process  
background  make  him  an  effective  problem  solver.  

Contact  Information:  
Dan  Louie  
64  Knollwood  
Irvine,  CA    92602  
949  533  8636  (cell)  
danielklouie@gmail.com  
 

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