October 2007
Cheat Sheet: A Seamless Partnership

By Linda C. Chandler

Associations and independent producers coming together to produce a show typically approach the task with different priorities, different work cultures and at times different expectations. Bridging the gap to form a harmonious relationship means understanding the culture and expectations of both parties.

Why an association might seek to work with an independent producer
• The association has never produced an event and wants some experienced input for a startup.
• Revenue goals and growth targets for existing events aren’t being met.
• Show participation is shrinking or the show is not meeting the expectations of the board, attendees or exhibitors.
• There has been significant staff turnover or other internal upheaval.
• The association’s industry is undergoing drastic changes, such as consolidation, and a new approach is needed.
• The show occurs every other year, making full- time staffing difficult.
• Show management is not the association’s core competency.
• Staff allocated for the show has too many other responsibilities to focus on the show full-time.

How Independent Planners Can Help
■ They can provide well-honed sales expertise and techniques.
■ Their support team can help customers stay on top of marketing deadlines.
■ Their fresh eyes may see overlooked opportunities, such as using year-round educational opportunities to build more value for exhibitors and sponsors and extend the flagship show’s brand.
■ Their input frees association staff to focus on other aspects of the annual convention, such as education, speakers and special events.

What associations want from independent producers
Talent — experienced, highly capable staff.
Integrity — for building trust and loyalty and for speeding the resolution of issues that arise.
Commitment — investing time, especially early on, to fully understand and appreciate the industry and the organization’s mission, members, exhibitors, and sponsors.
Relationship — acting as an extension of the association’s own staff, embracing the mission and reflecting it in all aspects of service and production.
Customer service and timely response— with both association staff and exhibitors and attendees.
Innovation — new ideas and creative solutions to enhance the show and improve operations.
Growth — finding new exhibitors and sponsors, expanding participation for existing ones, and assisting in reaching wider attendee audiences.
Savings — better negotiating with vendors and sites.
Analysis — comprehensive and consistent reporting in advance and post-show.

What independent producers want from associations
Full disclosure — all facts, figures, history and demographics on the event.
Defined objectives and goals, financial and otherwise. A multi-show contract and, preferably, responsibility for the whole show, though many will take on certain aspects, such as exhibit sales.
Timely decision-making — confirming booth rates, sponsorship deals and ad rates well in advance to facilitate selling the next year’s event.
A clear reporting structure and one key contact.
Communication — Regular meetings and updates, with reports and changes documented in writing.
A commitment to growth, and willingness to accept changes in procedures and even internal staffing to make it happen.
Efficiency and deadline adherence in every area.

Tools for getting –and staying – on track
Show assessment/audit Lawson Hockman, CEM, Vice President of Association Services for IMN Solutions, an Arlington, VA-based consulting firm specializing in nonprofit management solutions, suggests that the association and its independent producer follow these steps to analyze the event.
■ Review a history of the last five years, including all budget items — from freight to food and beverage — sales and attendance figures, demographics, sites, square footage, sponsors, etc.
■ Review marketing brochures and exhibitor kits for at least the past two years.
■ Review Web sites for attendees and exhibitors.
■ Hold meetings between the independent producer and all levels of association staff involved with the show.
■ Meet with top exhibitors, attendees, industry publication personnel and sponsors.
■ Talk with key members of advisory committees and the board of directors.
■ Bring together the independent producers and all senior staff members who might impact the event—information technology, public relations, marketing, sponsorship sales, membership, etc.—to determine communication gaps or weak links.
■ Get the bigger picture by researching the competition and industry. Discover who really drives the future of the industry and what global issues are involved.
■ Agree on recommendations for growth or the alternatives, such as merging or selling the association show.

The Contract
Good contracts can resolve conflict before it starts. Be sure the following items are spelled out in advance.
■ Ownership and control of the show.
■ What services are included.
■ Who makes which decisions and signs which contracts.
■ Reporting structure, key contacts and staffing commitments.
■ Financial goals, other performance goals and how they will be measured.
■ Compensation — fees, retainers, commissions or incentive structures (what they are based on and when they are payable) and expenses.
■ Collections and banking provisions.
■ Separation of direct costs from management fees.
■ How changes or new discoveries will be handled.
■ Deadline calendar for achieving responsibilities.
■ Confidentiality clauses.
■ Insurance and indemnity clauses.
■ Contract term and renewal provisions.
■ Termination provisions and notification time frames.


Rules of thumb:
• It’s beneficial to both sides to sign a multi-show contract. This gives the partnership time to work, the independent producer time to get to know exhibitors and learn the industry, and the association time to adjust its internal processes.
• Spend sufficient time during the RFP process for the association and producer to learn about one another and ensure a good fit of personalities and professional values for a lasting partnership. Each should visit the other’s site and see its operations. The exact amount of time for this process varies; however, expect to invest more in the process than a few group dinners.
• Generally, an association show should have at least $200,000 in revenue to be able to turn to a show management provider for the full scope of services and establish a partnership that is profitable for both sides.
• Let technology help with project management and document management to ensure consistent communication.