Expectations are everything in the event business, when we are the ones setting them, it’s important to remember that they are within our control.
So, how can you keep those expectations in check while also putting on the event of the clients’ expectations? We surveyed event planners and producers all over the country for their best advice.
• Don’t sugarcoat the issues—and take the time to thoroughly communicate any challenges
Honesty is always the best policy.
When we are unable to fulfil a client’s ‘want,’ no matter how big or tiny, I explain why we are unable to do so and then give two to three options that will allow us to get the same objective. On the whole, most clients understand that there are additional levels of complexity around in-person events at the moment, and they appreciate the innovative, outside-the-box solutions we’re presenting.
• Begin managing the client's expectations as soon as you meet with them
It’s easier to set expectations from the first client interaction than it is to let the client bring their wish list and then have to explain what is and isn’t possible. We strive for transparency in this area, and clients find it easier to see a breakdown of delivery/setup prices than it is to hear it articulated over the phone.
• Always have a backup plan in place—or four
COVID-19 has meant quick, rapid shifts and frequent changes, and almost every time we believed we were ‘out of the woods. Plans B, C, D, and E will always be as thorough as Plan A.
• Prepare to adjust your timelines
All year long, our slogan to clients has been ‘get it done early,’ because last-minute rushes are expensive and unpredictable,
And don’t rely on previous assumptions strategies that worked earlier in the pandemic may no longer be relevant. This means working regularly to stay ahead of the newest research and cost implications—and properly expressing that to clients—for both health and safety and supply-chain challenges.
• Consider tweaking contracts and budget plans
Make contracts as flexible as possible without being unfair to yourself or the client. This is a moment when force majeure needs to be refined, answering the issue of ‘and then what?’ if any part of the contract cannot be fulfilled. If keynote speakers are no longer able to attend an event, she notes, plan B or C could include prerecording a message or speech.
• Always plan for backups.
In the event of any supply chain breakdowns, we’re explaining to Dulles clients that being open to multiple options and remaining flexible with final textures or papers or colors is the best way to get what you want and in time for each event.
• Encourage clients to adjust their perspectives
I’m typically trying to assist clients think about content and connections over logistics,” says Lee Gimpel, creator of Better Meetings, a Washington, D.C.-based meeting design, facilitation, and training business. “Of course, an event’s logistics play a significant role in its success. However, I believe we sometimes overestimate how much the audience cares about all of the background details versus what they’re truly getting out of the event.”
• Spend time cultivating and maintaining your relationships
“Your relationships with clients and vendors are more important than ever during a crisis,” Bihet says. “You need vendors you can trust to be as honest with you as you are with your clients, and clients who trust you to tell them the whole story.” The only way to get through the tougher times when issues arise without losing that client relationship or their events is to build that trust by being completely transparent, even if it’s about a problem.”
