how penn state college of agricultural sciences uses cvent to grow its events and change how it does...
TRANSCRIPT
How Penn State Collegeof Ag Sciences Uses Cvent to Grow itsEvents and Change Howit Does Business
18 years of experience developing, implementing, and managing programs and events
15 years of experience in the Hotel and Restaurant Management
12 Years of experience using Cvent
16 years of experience working with external stakeholders and volunteers
“It is a mistake to think that moving fast is the same as actually going somewhere.” ―Steve Goodlier
Getting Where You Want to Go
Know your destination!
Follow the LeaderProven Success
Stay on the MapOperational framework
Rules of the RoadSet Standards and
Protocols
Follow the Same RouteSet common goals
No Detours!Hold people accountable
Follow the LeaderA Case Study: Office of Conferences and Short Courses
BC: Before Cvent• Multiple databases• Manual registration process• Direct mail marketing, no email• No consistent branding• No standardized fee structure • No defined services
After Cvent• Quadrupled number of
registrations• Tripled collected administrative
fees• 6 fold increase in number
of programs • 10 fold increase in income
returned to clients• Same number of staff
2006/2007 2007/2008 2008/2009 2009/1010 2010/1011 2011/2012 2012/2013 2013/2014 % changeTotal
Income (IBIS)
$ 876,704.32 $1,234,408 $1,334,377 $1,417,231 $1,562,140 $1,676,503 $2,225,784 $3,014,018 33%
OCSC Admin.
Fees $103,170.00 $213,2774 $259,438 $221,510 $278,204 $294,068 $247,739 $407,344 64%
Income paid to clients $143,008.72 $303,708 $619,505 $761,558 $1,102,374 $1,126,700 $1,536,468 $2,169,531 41%
Total Registrants 6,013 9,136 13,198 13,500 14,462 16,323 20,527 24,645 18%
Number of Programs 41 61 92 123 156 167 210 260 24%
Proven Success
Major AccomplishmentsConsistent trends of improvement
Highest cash flow through the office more than $5M
Collection of Administrative Fees and Cost Recovery Items totaling over $400,000
Registration for programs is at all time high, almost 25,000 registrants in programs managed by OCSC
Over $2M returned to clients
Number of programs supported by the office: over 260
Operational Framework
Stay on the Map
Structure MattersImplementation of centralized systems demands standardized processes
Documented implementation plan
System must be used as an integrated part of business operations
Use systems to drive organizational change
Define clear job functions and responsibilities
Drive staff to use their time for the highest and best use (not everything, everywhere)
Set Common Goals and Objectives
Follow the Same Route
Agree to AgreeReach clear agreement on common goals with leadership in your organization
Understand vision versus reality – a clear baseline of where you are and how to accomplish organizational goals
Identify real obstacles and constraints and differentiate from perceived obstacles or personal preferences
Use common goals to hold the line on how the system is used and for what purposes.
Consistency is the enemy of choice
Hold people accountable
No Detours!
AccountabilityDefined decision making process based on expertise
Get support from leadership - walk the talk
Develop clear lines of communication
Clearly define performance expectationsaround execution
Define hierarchy of accountabilitythroughout organization
Continuous Improvement
Building a Better Road
Build it and they will comeWithout systematic, strategic integration of a system or tool, progress towards organizational goals will be limited
Continued improvement will be needed
Taking it to the next level-Atlas
Final Destination: ATLAS
Warehouse & POD
Educators& Staff
MARKETING
TEAM COMMUNICATION
ANALYSIS & REPORTING
EVENT MANAGEMENT
CUSTOMER SERVICE
Thank You