PLANNING
When planning an event, clearly define the goals first and determine the return on
investment towards your spa or business. Are you throwing a special cocktail night
to say “thank you” to loyal clients and, in return, develop an even stronger partnership with them? Is it a media-exclusive event to help create buzz on a new product?
Or, is the charity event aimed at raising funds for a partner organization while positioning the company as a socially responsible brand?
Marie Picton, executive manager of Elmwood Spa located in Ontario, says figuring
out exactly the merits of the events is always the first step in the planning process.
For instance, at their latest art shows which featured works of Canadian artists, the
goal was to introduce guests to local artists while attracting potential spa patrons to
Elmwood Spa using art as a medium.
The first art show, fittingly dubbed “Homage” is an ongoing exhibit featuring the
jewelry collection of designer Donald Stuart. The event was later followed by an art
exhibition called “Into the Wild” which featured paintings by Catharine Somerville.
“Having the pieces throughout the spa also added an engaging dynamic to the spa
experience,” she adds. But more importantly, the event raised awareness and funds
for the YWCA Elm Centre (a nonprofit organization supporting young women and
women-led families fleeing violence).
Bosse Spa & Style, on the one hand, held a Bosse Spa Open House & Fashion
Show last December to achieve three goals: 1) Drive the spa’s holiday gift card and
product sales; 2) acquire new spa clients; and 3) drive sales on hair services. The spa
forged a partnership with a local high-end boutique, Wendy Wheeler, to highlight
new hair and fashion trends.
It was the “perfect” partnership as the audience turned out to be very targeted,
specifically the spa’s existing client base and their fashion partner’s clientele, mostly
affluent and local moms.
ORGANIZING
Communication is key to every stage of putting together an event. Picton shares
that, while organizing Elmwood Spa’s art shows, they carefully assigned a project
lead and ensured that every member of the event team was involved from the start.
“I had a weekly meeting with the project lead of each respective event, [regularly]
asked for a status reports, and the status report were communicated to all involved,”
she says, adding that they also built the events into their annual calendar of events
which ensured that other activities or events at the spa or immediate community do
not hinder turnout of staff and guests. “Choosing a slower period during which to
hold the event also ensures that it does not conflict with regular business,” says
Picton.
To ensure that no stone is left unturned, they developed a critical path, identified
tasks and assigned accountabilities to the tasks and timelines. “Determine the scope
of the event, the team lead for the event, and any other supporting individuals who
will play a key role in the planning and execution,” she advises.
While you always hope for the best, plan for the worst. That said, PR consultant
Deborah Evans stresses the need to “agree on everything up front, define the event
as much as possible and write down an agreement” to ensure that every one is on
the same page. Anticipate potential issues or concerns especially when you are
Elmwood Spa in Toronto, Ontario held a series of
art shows to introduce spa patrons to local
Canadian artists and, in the process, tap a new
set of market as potential spa clients.
“...figuring out
exactly the merits of
the events is always
the first step in the
planning process.”
— Marie Picton, Executive manager of Elmwood Spa
March/April 2012
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