6. What the big heads SAID
Provide organisational flexibility
(Das et al, 1998; Häussler, 2006)
Potential to deliver extraordinary
business value
(IBM, 2008)
Improvement of the company’s
performance
(First (n.d);8
10. Variety of events
✦ Client events (70-80% of total)
✦ Staff events (incentive, team
building, conventions)
✦ Events sponsored by the bank
From 5 to 33 000 people
11. Events a strategic
communication tool
✦Fully integrated in the
communication and
marketing strategy
✦ Events seen as
‘complementary activities’
12. A Dedicated team
✦ Organised in-house
✦ A full time team dedicated
to the event
implementation
✦ A budget annually revised
and variable
13. A process to follow
BID
Embleton and Wright (1998)
22. Plus plus
IN HOUSE OUTSOURCE
Control
Time saving
Confidentiality New vision
Financial constraints Professional input
Consulting position
23. To sum up...
✦ Not cost effective
✦ In house for:
✦Confidentiality
✦Money saving
✦Level of quality
24. To sum up...
✦Limit of in-house capacity
✦ Outsource, access to:
✦ Expertise
✦ Up to date knowledge of the
industry
25. The good recipe...
✦ WHILE ANSWERING A BID:
✦ Think about the coherency
✦ Think about the process
✦ CREATIVITY
✦ Show the network and the know-
how
✦ Propose innovative solutions
✦ Do not over used the solution
26. ... In action
✦ WHILE IMPLEMENTING
THE EVENT
✦Avoid delays
✦Keep the in-house team involve
during the whole process
✦ Check your own providers
quality
✦ Respect the bank
confidentiality
✦ Be pro-active and reactive
27. Thank you for your
attention.... now let’s
outsource the debate???
