How Penn State Collegeof Ag Sciences Uses Cvent to Grow itsEvents and Change Howit Does Business

18 years of experience developing, implementing, and managing programs and events

15 years of experience in the Hotel and Restaurant Management

12 Years of experience using Cvent

16 years of experience working with external stakeholders and volunteers

“It is a mistake to think that moving fast is the same as actually going somewhere.” ―Steve Goodlier

Getting Where You Want to Go

Know your destination!

Follow the LeaderProven Success

Stay on the MapOperational framework

Rules of the RoadSet Standards and

Protocols

Follow the Same RouteSet common goals

No Detours!Hold people accountable

Follow the LeaderA Case Study: Office of Conferences and Short Courses

BC: Before Cvent• Multiple databases• Manual registration process• Direct mail marketing, no email• No consistent branding• No standardized fee structure • No defined services

After Cvent• Quadrupled number of

registrations• Tripled collected administrative

fees• 6 fold increase in number

of programs • 10 fold increase in income

returned to clients• Same number of staff

2006/2007 2007/2008 2008/2009 2009/1010 2010/1011 2011/2012 2012/2013 2013/2014 % changeTotal

Income (IBIS)

$ 876,704.32 $1,234,408 $1,334,377 $1,417,231 $1,562,140 $1,676,503 $2,225,784 $3,014,018  33%

OCSC Admin.

Fees $103,170.00 $213,2774 $259,438 $221,510 $278,204 $294,068 $247,739 $407,344  64%

Income paid to clients $143,008.72 $303,708 $619,505 $761,558 $1,102,374 $1,126,700 $1,536,468 $2,169,531  41%

Total Registrants 6,013 9,136 13,198 13,500 14,462 16,323 20,527 24,645 18%

Number of Programs 41 61 92 123 156 167 210 260 24%

Proven Success

Major AccomplishmentsConsistent trends of improvement

Highest cash flow through the office more than $5M

Collection of Administrative Fees and Cost Recovery Items totaling over $400,000

Registration for programs is at all time high, almost 25,000 registrants in programs managed by OCSC

Over $2M returned to clients

Number of programs supported by the office: over 260

Operational Framework

Stay on the Map

Structure MattersImplementation of centralized systems demands standardized processes

Documented implementation plan

System must be used as an integrated part of business operations

Use systems to drive organizational change

Define clear job functions and responsibilities

Drive staff to use their time for the highest and best use (not everything, everywhere)

Set Common Goals and Objectives

Follow the Same Route

Agree to AgreeReach clear agreement on common goals with leadership in your organization

Understand vision versus reality – a clear baseline of where you are and how to accomplish organizational goals

Identify real obstacles and constraints and differentiate from perceived obstacles or personal preferences

Use common goals to hold the line on how the system is used and for what purposes.

Consistency is the enemy of choice

Hold people accountable

No Detours!

AccountabilityDefined decision making process based on expertise

Get support from leadership - walk the talk

Develop clear lines of communication

Clearly define performance expectationsaround execution

Define hierarchy of accountabilitythroughout organization

Continuous Improvement

Building a Better Road

Build it and they will comeWithout systematic, strategic integration of a system or tool, progress towards organizational goals will be limited

Continued improvement will be needed

Taking it to the next level-Atlas

Final Destination: ATLAS

Warehouse & POD

Educators& Staff

MARKETING

TEAM COMMUNICATION

ANALYSIS & REPORTING

EVENT MANAGEMENT

CUSTOMER SERVICE

Thank You