Supply and demand

Companies are beginning to appreciate the time and skill that goes into organising events for increasingly sophisticated audiences. By Ian Whiteling

Just days before the recent official launch of the new Fiat 500 at the London Eye, the press were treated to a hospitality-packed preview. Following breakfast in the swanky Baglioni Hotel, guests embarked on a test drive from bustling central London to historic Leeds Castle in the heart of Kent. The excursion was followed by lunch at the capital’s awe-inspiring landmark Laban building, where three brand new Fiat 500s were placed on the unique topiary by the entrance and a luxurious banquet was provided for around 40 press on each day of the four-day event.

Such a lavish press launch is a sign of just how high the bar has been raised with respect to the quality of events, reflecting the increasing expectations of audiences, not only in the UK, but worldwide. Playing a key part in delivering a feeling of quality and luxury is the hospitality element, which often relies on bringing in external suppliers for technology, entertainment, food and more – and it is these details that can really make a difference.

In the case of the Fiat 500 press launch, food was the key factor, as David Green, director of Tebays, the company that organised and managed the event, points out.

“We wanted the press launch to represent the quality of the brand,” he explains. “The new Fiat 500 is fresh, young and innovative, and we tried to encapsulate these values in all aspects of the launch, from the choice of venue right down to the food. People often forget the importance of the finer details at events and we wanted to make sure we got it right. Chilli Pepper’s attention to detail was excellent and the food was superb. It certainly reinforced the high-quality image we were looking for.”

Fiat representatives were certainly delighted. “The food was absolutely fantastic and we had lots of really positive feedback from the journalists,” says Huguette Boyagis, one of the Italian car company’s consultants.

The increasing sophistication of events incorporating hospitality elements, such as press launches, client entertaining and staff parties, has meant that the trend of taking services in house is being reversed.

Role reversal “A while back, companies were definitely trying to handle the whole process themselves, but more recently we have seen a reversal on this front,” says Stuart Bradbury, business development director at live marketing agency ignition. “The reason for this is that companies have realised the amount of time and work that goes into producing a corporate event – it’s no longer just about renting a venue and sticking a DJ in the corner of the room.”

Carly Mitchell, sales and marketing director at events caterer Tapenade, agrees, saying: “If our business is anything to go by, we are seeing more outsourcing. Organising a great event takes skill and time, and increasingly companies are appreciating this and handing over the task to specialists.”

With a growing reliance on suppliers to provide invaluable skills and support in the planning and organising of critical events for staff and clients, how companies go about selecting partners to work with is crucial.

Failure to produce an impressive event for these audiences can result in demotivated staff and unimpressed clients, two things that no company these days can afford to have. In such as situation, the common approach of making the cost the overriding factor can be very dangerous indeed.

“It’s not just about cost, it’s about experience,” says Bradbury. “If the two happen to tie in together then great, but they are far from being mutually inclusive. When we source our suppliers, we always get three quotes, but our decision is based on quality and experience in this unique and specialist field.”

Get what you pay for
Mitchell also urges caution over a preoccupation with cost. “As with most things, you get what you pay for and if it’s cheap there’s probably a reason,” she says. “One of the most important factors is experience. Check if your suppliers do this kind of work on a regular basis, look for references and testimonials. It helps if you feel there is a ‘fit’ between you too – you have to work with them, so it’s important not only that you simply get along, but also that they understand you, your needs and objectives.”

Meanwhile, Liz Taylor, director at event organiser TLC, adds that trust is also key. “It’s important to know that when we are not on site, that the supplier can represent us professionally,” she says.

As a rule of thumb for selecting suppliers, Danielle Pham, events manager at London’s Lewis Media Centre, suggests: “When sourcing, it is useful to get recommendations from colleagues or peers whose opinions you trust and respect. However, don’t be afraid to go it alone and source your own suppliers, as it’s a great way to build useful contacts,” she adds.

Availability can also be a useful guide. “Even the best suppliers have their quiet seasons, and some have a seemingly unlimited amount of staff, but good suppliers are generally busy,” says Pham. “If, when checking the availability of a supplier, they can make every possible date you have, then I would exercise caution and vet them as much as possible.

Responsiveness can also be a key indicator, as it can help gauge how reliable a supplier is, which will be vital during an event. Companies need to assess if suppliers are good at keeping them up to date with progress and if they respond promptly to queries, without having to leave repeated messages. Also, is it possible to speak directly to the relevant person, namely the one managing the work at the event, or does all communication have to go via the office manager?

“Standards vary from company to company and depend on your preferences,” says Pham, “but if, in the initial stages, you’re not happy with the level of responsiveness you receive, then it’s likely you’ll experience that same frustration during and even after the event.”

Clear objectives
She also recommends giving suppliers a brief about the event, which shows clear and strong objectives on the part of the buyer. “This allows suppliers to get a good idea of what’s required of them and they can decide if the job is relevant. It can also help you discover if what you have planned is possible.”

Of course, it’s no use taking time to carefully select excellent suppliers if they don’t perform to their best, so it’s vital to make sure they can contribute as much of their expertise as possible, and that the relationship between organiser and supplier is managed effectively.

“Working with your suppliers right from the beginning will bring dividends,” says Chris Zachar, operations manager at the Grass Roots Group. “Sit down with them and identify what you want. Work with them to ensure they fully understand your objectives and, just as

importantly, your expectations. Walk through the process in the venue, map out what will take place and where, and ensure that you have a back up in mind. Also make sure that your suppliers have the same attitude to success, quality and health and safety as you.”

An additional benefit of consulting suppliers early is that they can offer useful insights or suggestions that may not have been considered, presenting solutions to problems or a more efficient method of working.

Once the planning process has started, Pham recommends keeping suppliers up to date on progress. “They should be informed of all developments that relate to them so that they are prepared, whether it’s changes in timings, additional equipment needs and so on,” she says. “Preparation is key to the success of an event. Making sure everyone is aware of what is needed and what should be happening is an essential part of being prepared.”

Suppliers also need to be able to work well together and communicate effectively, so managing the relationship between them is very important.

Working together
“In an ideal world, all suppliers would work seamlessly with each other,” says Pham. “In reality, the need for a good relationship between suppliers depends on how much interaction they have. As caterers and technicians are unlikely to fraternise much, there is less need for a good working relationship.

“However, if suppliers are working directly together, then it is vital that they work well in Interaction: Danielle Pham (left) emphasises the need for a good working relationship between all of the suppliers and organisers involved order to inspire confidence and reassure those working alongside them, and also for the event to be enjoyable, especially when already working under pressure. At best, blazing arguments are inappropriate and show a lack of professionalism. At worst, they are counter-productive, cause delays and are damaging to the supplier’s reputation, and yours.”

Zacher agrees, adding that effective supplier management is important at all levels. “The best solution is to ensure all parties know what’s going on,” he stresses. “The level of detail here will depend on the complexity of the event, but this could range from summary e-mails on a regular basis to all party meetings. When decisions have been made, report it so that all parties know what they are responsible for, and what the impact is if something is not completed.”

Suppliers have never been so important to the success of an event, so it’s worth spending time and effort selecting them carefully. Then, to get the most out of suppliers during the planning and organising process, they should be treated as partners in the event.

“A good, professional supplier will deliver the goods whoever they are working for,” says Pham, “but, in order to get them performing at their best, it always helps if the relationship is a positive one (and also makes for a more enjoyable event).”

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