ICEINSIGHTS 2019
How to measure success
ACCORDING TO NEW RESEARCH BY ICE, THE WAY WE MEASURE EVENT SUCCESS
HAS CHANGED. CMW BREAKS DOWN THE REPORT
orporate event organisers
are now prioritising
non-event related metrics
as part of event
performance measurement, according to
new research created by ICE.
ICE is an in-house corporate events
community, and the research was
produced in partnership with Cvent. The
ICEINSIGHTS 2019 report was
published at Cvent Connect Europe in
London this October.
ICE Strategy Director Anita Howard
says that it is time to start addressing,
also, the proliferation of job titles in our
industry. “On the surface,” she says, “this
may appear trivial but it’s symptomatic
of a much larger issue the events industry
faces. For example, there were 283
delegates registered for ICE19, an event
for in-house corporate event
professionals. When we observed our
registration data we found 145 different
job titles! Whilst there is no typical
events team, we must try and get the
business owners (and each other) to
understand our roles more clearly. This
clarity may even help facilitate the fluid
movement of corporate planners across
organisations.
“We would also like to work with
corporate teams to create standardised
practices which save events teams time.”
Non-event metrics such as brand awareness and future
behaviour were cited as ‘extremely important’ in helping to
more effectively demonstrate the value of events.
Other highlights of the research include:
• A correlation between feeling valued
within an organisation and being a
proactive, responsive team. When asked
if the event team proactively takes the
lead on the events programme, nearly
80% of those who felt valued stated this
was true. For those who felt undervalued,
only 1 in 3 found this statement to be
true.
• 64% of respondents said that using
technology to streamline processes and
enhance data collection was a top
priority. The majority of event
professionals measure attendance and
• Seven in ten in-house corporate
events organisers identify data
measurement and proving return on
investment (ROI) as the top
challenges;
• Participants also cited a need to
incorporate meetings and events
into the overarching company
strategy, and a desire to increase
communication and data-sharing
between internal stakeholders;
• Non-event metrics such as brand
awareness and future behaviour
were cited as ‘extremely important’
in helping to more effectively
demonstrate the value of events;
• More than three-quarters (77%) of
respondents cited that measuring
the impact on brand awareness after
an event was important in proving
value, but only 21% actually used
this metric.
How big is the events team?
Most respondents stated they
worked in a team with
anywhere from 1-20
members. This demonstrates
that events team sizes vary
greatly.
Event teams organise a
variety of events across the
organisation with 8/10
planners managing internal/
employee events. This is
closely followed by industry
shows and exhibitions and
customer conferences.
40%
36%
30%
24%
20%
10%
0%
1 – 5
12 /
CONFERENCE & MEETINGS WORLD
/
ISSUE 103
26%
6 – 10
11 – 20
4% 5% 5%
21 – 50 51 – 100 100+