Steve Pinnock from Performance & Event Management Ltd has contributed with another interested blog.

What matters most to you and your company in protecting and enhancing its reputation and value? Reputation is built on performance, which in turn relies on healthy working relationships, both internal and external. There is no doubt that the entrepreneur who starts a new business venture has a vision of how to do something better than anyone else. That is remarkably ambitious and optimistic, which probably explains why 90% of start-ups fail. So for all those companies that have overcome the early obstacles, growing into large organisations and continuing to thrive, the risks and challenges just get bigger! The American inventor Thomas Edison said “Genius is 1% inspiration and 99% perspiration. Great accomplishments depend not so much on ingenuity as on hard work.”

The sheer scale of national and multinational businesses can be an asset or a liability, depending on their current circumstances. The financial muscle and resources at their disposal are daunting to their competitors, but the giants lack the agility and speed of response which characterise their leaner, meaner adversaries. It is more difficult for a large, hierarchical company to gauge the mood of the market and to keep track of everything that is happening across its operations. When it comes to communicating with employees, business partners, suppliers and customers the distance between them can result in messages taking a long time to get through, in either direction.

We help large corporate clients to maintain and exploit vital channels of communication between teams, across teams and within their wider business communities. We may be a small cog in a massive machine, but if we can help to oil the machine and reduce friction, less time will be spent keeping it running smoothly. Less perspiration means more energy remains to fuel inspiration! The executive leaders and decision makers in every company rely on the co-operation and support of their colleagues and a wider group of stakeholders. The original innovation and imagination of every company’s founders must be fostered and sustained, whilst also being constantly adapted and refreshed, if the business is to remain viable. Sustainability and survival depend on the ability to change, to evolve and to remain healthy.

Creative or strategic? – agencies must be both

An agency is, by general consent, charged with responsibility for acting in the best interests of its clients. Adding value is achieved by contributing new ideas, creative solutions and expert implementation. First, however, the agency can and should be able and willing to act as a “critical friend” in providing an objective independent view of the client company’s position. Defining strategy and achieving long-term objectives require the full involvement and engagement of many people with different roles and responsibilities in the client organisation. The reason we are concerned with return on investment (Event ROI) is that the full potential of live events to affect change is frequently underestimated.

These are some typical examples of how live events can help to drive a business forward and support its mission and vision:

• Business presentations to share ideas and plans with key people
• Product launches to inform and educate employees, channel partners and the press
• Conferences for interaction with internal and external audiences
• Exhibitions to attract new customers and engage with existing ones
• Awards and recognition ceremonies to celebrate success with employees and partners
• Meetings, seminars and workshops to support and engage key people
• Hospitality events to build closer business relationships
• Team building activities to increase trust and improve performance
• Incentive travel programmes to reward exceptional achievement and sustain motivation.