How many employees does your organization have?
What is your organization's approximate annual budget for all events?
This includes internal events, external events, conferences, trade shows, webinars, and any other event-related expenses.
How many events does your organization run or participate in annually?
Include all events where your organization is involved - hosting, sponsoring, attending, or exhibiting.
Which geographic markets do your events primarily serve?
Select the primary geographic focus of your organization's events.
How many people work on events in your organization?
Include anyone who regularly contributes to event planning, execution, or management.
What types of events does your organization typically run?
Which best describes your organization's primary role with events?
What best describes your role in event decision-making?
What industry are you primarily in?
What are your organization's top priorities for events?
What is your biggest challenge with events currently?
Select the challenge that most significantly impacts your event success.
In the past 12 months before we started planning our events we first got clear on exactly what business result we wanted each event to achieve.
In the past 12 months we chose who to invite to our events based on what would help our business most not just who was available or interested.
In the past 12 months before our events happened we decided exactly what would make each event successful (beyond just 'good attendance').
In the past 12 months when planning our events we thought about how each one fits with our other events instead of treating them as separate activities.
In the past 12 months when we couldn't do everything we wanted (budget, time or resource limits) we chose which events to focus on based on which ones would help our business most.
This evaluates strategic prioritization under resource constraints.
In the past 12 months we tracked whether our events actually helped our business, not just whether they ran smoothly.
In the past 12 months we tracked what happened with our event attendees for weeks or months after our events ended (not just during the event).
In the past 12 months we compared how well different events worked so we could learn which types performed better.
In the past 12 months we looked at the long-term benefits of our major events (6+ months later) not just immediate results.
In the past 12 months when we had to choose between different event options we used the same process each time to make our decision.
In the past 12 months when making decisions about our events we looked at clear business results from past events rather than just stories or opinions about what worked.
In the past 12 months when we had to cut back on events due to budget or time limits we had a clear way to decide which events were most important to keep.
In the past 12 months when making decisions about individual events we considered how each decision would affect our other events not just that single event.
This evaluates portfolio-level decision-making versus isolated event choices.
In the past 12 months we gave more budget and resources to events based on how important they were to our business goals not just based on how big the events were.
In the past 36 months when some events performed better than expected and others performed worse we moved resources toward the better-performing events.
In the past 12 months we looked for ways to share resources staff or materials across multiple events instead of treating each event as completely separate.
This measures cross-event resource optimization and efficiency thinking.
In the past 12 months when reporting to leadership about our events we could show specific business outcomes like deals closed, pipeline impacted or partnerships created rather than activity numbers like leads generated or satisfaction scores.
In the past 12 months when discussing our events with leadership we explained how our event results connect to our overall business strategy and what we should do differently going forward.
In the past 12 months our company leadership and key departments understood how our events fit into our overall business strategy beyond just knowing our event schedule and budget.
In the past 12 months before our major events we made sure other departments had the tools and processes they needed to follow up with attendees and partners after the events ended.
