ASM Training
Event Marketing

Event Marketing

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Specialist programs
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Strategy & Planning
Build a commercially grounded marketing plan before the first campaign goes out
Event Marketing Strategy
How to build a marketing plan that is commercially grounded, audience-focused, and designed to support delegate and sponsorship revenue from the start.
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About this program

Most events are marketed the way they have always been marketed. A database is pulled, emails go out, social media posts are scheduled, and the team waits to see what comes back. When results are disappointing, the instinct is to send more emails or post more frequently. The underlying strategy, whether it actually exists as a coherent plan, is rarely examined.

This program starts from a different place. Marketing for events is not a promotional function. It is a commercial one. Every decision about who to target, what to communicate, when to communicate it, and through which channels has a direct effect on delegate revenue, sponsorship attractiveness, and the overall commercial performance of the event. When those decisions are made deliberately and connected to a clear plan, results improve. When they are made reactively and in isolation, revenue becomes inconsistent and difficult to predict.

The program covers how to build an event marketing strategy that is grounded in commercial reality. It starts with the event itself, understanding the audience, the value proposition, and the unique selling points that make this event worth attending. From there it builds a structured plan with clear targets, defined actions, a realistic budget, and a calendar that aligns marketing activity with the sales cycle. The goal is not a perfect marketing plan on paper. It is a practical, executable strategy that the whole team understands and can act on from the first campaign to the last registration.

What this covers
  • Understanding the marketing professional's role within the event operation and how it connects to production, sales, and commercial outcomes
  • Defining the event's target audience with precision, who they are, what they care about, what motivates them to attend, and what will make them ignore the campaign entirely
  • Building the event marketing plan from the ground up, including objectives, key messages, target segments, channels, timeline, and budget
  • Developing the event's value proposition and translating it into consistent, compelling messaging that works across every channel and every stage of the campaign
  • Creating a marketing calendar that is aligned with the sales cycle, with clear milestones for each campaign phase mapped to the event date
  • Identifying and developing strategic alliances with industry associations, publications, and partners that extend reach without increasing cost
  • Understanding how to allocate a marketing budget across channels based on audience behavior and commercial priority rather than habit or assumption
  • Building and managing the event database with quality and accuracy, segmenting by audience type, engagement level, and stage in the buying cycle
  • Setting up a tracking and measurement framework that gives the team a clear view of which activities are generating results and which are not
  • Coordinating with the production team to extract the commercial intelligence, buzz words, topics, and audience motivations, that sharpens every piece of marketing communication
  • Establishing clear rules of engagement between marketing and sales so that leads are handed over cleanly, followed up consistently, and never lost between the two functions
Who this is for
Event Marketing Executives Event Marketing Managers Marketing Directors Conference Producers Event Directors Association Event Managers Corporate Event Managers Anyone responsible for building and executing an event marketing plan
Alignment & Execution
Close the gap between marketing activity and sales results
Marketing and Sales Alignment for Events
How to close the gap between marketing activity and sales results so that every campaign converts more effectively into delegate registrations and sponsorship revenue.
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About this program

In most event operations, marketing and sales run in parallel. Marketing builds the campaign, sends the emails, and generates the leads. Sales works the phones and tries to convert them. Both teams are busy. Both teams believe they are doing their job. And yet the results consistently fall short of what the event should be capable of producing.

The gap between marketing activity and actual revenue is one of the most common and most avoidable problems in the event industry. It does not usually come from a lack of effort on either side. It comes from a lack of alignment. The database marketing is using does not match what sales needs. The messaging in the campaign does not reflect what the sales team is saying on the phone. The timing of email campaigns has no relationship to where the sales team is in the cycle. Leads arrive without context, get followed up inconsistently, and disappear into a pipeline that nobody is managing with full visibility.

This program addresses that gap directly. It is built around the practical reality of how marketing and sales interact inside event organizations, where the friction points are, why they exist, and what it takes to remove them. The goal is not to reorganize the business. It is to create the clarity, communication habits, and shared commercial framework that allow marketing and sales to operate as one function rather than two separate ones, because that is when event revenue becomes consistent, predictable, and genuinely scalable.

What this covers
  • Understanding why marketing and sales misalignment is one of the most common causes of underperforming event revenue, and where it typically starts
  • Defining the shared commercial objective that both marketing and sales are working toward, and building the language and metrics that keep both teams aligned around it
  • Establishing the key meetings and communication rhythms between marketing and sales that keep information flowing in both directions throughout the campaign cycle
  • Ensuring that the database marketing uses to build campaigns is the same database sales uses to build its pipeline, with the same segmentation, the same priorities, and the same quality standards
  • Aligning campaign messaging with sales conversations so that what delegates and sponsors hear in an email is consistent with what they hear when a sales executive calls
  • Building a clear lead handover process so that every marketing-generated enquiry reaches the right salesperson at the right time with the right context
  • Understanding the sales cycle timeline and designing the marketing calendar around it, so that campaign peaks, early bird deadlines, and re-engagement sequences support sales activity rather than running independently of it
  • Using marketing data, open rates, click rates, registration page visits, and source tracking, to give the sales team better intelligence about who to call, when to call, and what to say
  • Creating a shared reporting structure that gives both marketing and sales visibility of the same pipeline, the same conversion data, and the same commercial picture
  • Establishing clear boundaries and rules of engagement between marketing and sales that prevent internal disputes, protect client relationships, and ensure every lead is handled with commercial discipline
Who this is for
Event Marketing Executives Event Marketing Managers Delegate Sales Managers Delegate Sales Executives Sponsorship Sales Managers Conference Producers Event Directors Marketing Directors overseeing event campaigns Anyone who has experienced the gap between marketing activity and sales results
Also Applicable Here
Core Business Skills
These programs apply across multiple roles, teams, and industries. They are included here because they directly support performance in this area.
Sales Pitch & Overcoming Objections
How to present more effectively, handle objections with confidence, and improve sales conversations across the full sales process.
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About this program

Most sales professionals spend years improving their product knowledge, industry knowledge, and technical expertise. Far fewer invest the same effort in developing the communication and sales skills that determine whether opportunities move forward or stall. As a result, many presentations become information exchanges rather than commercial conversations, objections feel harder than they should, and opportunities that seemed promising fail to convert for reasons that are never fully understood.

This program develops the full set of sales conversation skills that determine whether opportunities move forward or stall. It goes beyond presentation technique and focuses on how sales professionals manage the entire commercial conversation — from preparation and questioning through to presentation structure, objection handling, buying signals, urgency, and closing. It is built around the reality that most sales conversations do not fail because of product knowledge, but because the conversation itself is not structured or managed effectively. When sales professionals learn how to control the flow of the conversation, ask better questions, and respond to objections with clarity and confidence, they create more consistent outcomes and stronger commercial performance.

The objective is to develop sales professionals who can manage conversations with structure, clarity, and commercial intent at every stage of the sales process. This is not about scripts or rigid formulas. It is about understanding how each interaction influences the next, how decisions are actually made, and how to guide opportunities forward with confidence and consistency.

What this covers
  • Preparing effectively before sales presentations, meetings, and prospect conversations to improve clarity, focus, and commercial impact
  • Establishing credibility, trust, and commercial relevance early in the conversation to create stronger engagement from the start
  • Structuring sales presentations that maintain attention, improve clarity, and support decision-making throughout the conversation
  • Understanding the psychology behind objections and what prospects are really signalling during sales conversations
  • Handling objections with confidence, control, and consistency without losing momentum or weakening the commercial position
  • Using questions strategically to uncover buying motives, concerns, and decision criteria that drive real outcomes
  • Identifying buying signals and advancing opportunities with greater confidence and control throughout the sales process
  • Creating appropriate urgency based on real commercial drivers and moving conversations toward clear next steps and decisions
  • Strengthening confidence, resilience, and communication under pressure in real sales situations
  • Adapting communication style and approach across different buyer types, seniority levels, and commercial contexts
Who this is for
Sales Directors Sales Managers Business Development Managers Account Managers Commercial Directors Corporate Sales Professionals Business Owners Entrepreneurs Conference Producers Anyone responsible for presenting, selling, negotiating, or managing client conversations
Sales Team Building and Management
How to build, structure, and manage a high-performance commercial team.
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About this program

Over time, one thing becomes very clear inside commercial organizations. Strong sales performance rarely happens by accident. Some teams operate with structure, accountability, consistency, and clear communication. Others become reactive, lose visibility across the pipeline, and depend too heavily on a small number of individuals carrying the revenue target.

As commercial pressure increases, weaknesses in management, forecasting, follow up, recruitment, and team structure become far more visible. Without clear expectations and operational discipline, performance becomes inconsistent, difficult to measure, and difficult to scale over time.

This program focuses on the practical side of building and managing commercial teams. It covers structure, accountability, forecasting, coaching, communication, recruitment, reporting, and the management practices that help sales teams operate more consistently and perform at a higher commercial level.

What this covers
  • Defining the right commercial structure for sales teams and revenue responsibilities
  • Setting realistic targets, activity expectations, and performance measurement systems
  • Building accountability and stronger sales discipline across the team
  • Managing pipeline visibility, forecasting, and commercial reporting more effectively
  • Running productive sales meetings and performance reviews that improve execution
  • Strengthening one to one coaching, feedback, and ongoing sales development
  • Identifying performance gaps early and managing underperformance professionally
  • Managing motivation and consistency during difficult commercial cycles
  • Improving prioritization, focus, and day-to-day commercial productivity
  • Aligning team activity with wider business objectives and revenue strategy
  • Creating a stronger commercial culture focused on execution, ownership, and measurable results
Who this is for
VP Sales Commercial Directors Sales Directors Sales Managers Business Development Directors Business Development Managers Sponsorship Sales Directors Delegate Sales Directors Exhibition Sales Directors Sales Team Leaders Event Directors Business Owners Anyone responsible for managing commercial teams or revenue performance
Commercial Database & CRM Strategy
How to build, structure, and manage a commercial database that supports stronger sales performance.
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About this program

In most organizations, the database is treated as an administrative tool. In reality, it is one of the most valuable commercial assets a business owns. Every sales conversation, marketing campaign, follow up sequence, partnership opportunity, and commercial decision depends on the quality, structure, and accuracy of the information behind it.

Many commercial teams still operate with fragmented spreadsheets, outdated contacts, duplicated records, and disconnected systems spread across departments and individuals. The result is lost opportunities, inconsistent follow up, weak reporting, poor targeting, and commercial activity driven more by guesswork than visibility.

This program focuses on how to build and manage a structured commercial database that supports stronger sales and marketing performance across the organization. It covers database strategy, segmentation, CRM structure, lead tracking, reporting, data management, AI supported research tools, workflow integration, and the operational discipline required to turn information into a genuine commercial advantage.

What this covers
  • Understanding the commercial importance of a centralized and well-managed database
  • Structuring databases and CRM systems to support sales, marketing, and commercial visibility
  • Improving data quality, segmentation, and contact management across the organization
  • Building clearer processes for lead tracking, follow-up, ownership, and reporting
  • Reducing duplication, outdated information, and disconnected commercial records
  • Using databases more strategically for targeting, pipeline management, and sales prioritization
  • Strengthening collaboration between sales, marketing, and management through shared commercial data
  • Understanding how AI tools and modern research platforms can support lead generation and commercial intelligence
  • Integrating databases with CRM systems, reporting tools, and commercial workflows more effectively
  • Creating operational discipline and maintenance procedures that keep commercial data accurate and usable over time
Who this is for
Commercial Directors Sales Directors Sales Managers Business Development Managers Marketing Directors CRM Managers Commercial Operations Managers Sponsorship Sales Managers Delegate Sales Managers Exhibition Sales Managers Business Owners Anyone responsible for commercial databases, CRM systems, lead generation, or sales operations
Sales Talent Recruitment & Selection
Building a stronger commercial recruitment process that improves the quality, consistency, and long-term performance of sales teams.
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About this program

Recruiting salespeople is one of the most commercially important decisions an organization makes, yet in many businesses it is still handled reactively. A resignation appears, pressure builds, interviews are rushed, and the focus shifts toward filling the seat as quickly as possible rather than identifying the right person for the role. The cost of getting it wrong is rarely limited to salary. It affects revenue, morale, client relationships, forecasting, and the performance of the wider team.

Strong commercial teams are built through structure, clarity, and consistency. That means understanding exactly what type of salesperson the business needs, what skills and behaviors actually drive results in that environment, and how to evaluate candidates beyond confidence, personality, or interview performance alone. High-performing salespeople are not identified through instinct. They are identified through process.

This program focuses on improving how organizations approach sales recruitment from the ground up. It covers profile definition, candidate evaluation, interview structure, onboarding, and long-term recruitment planning, helping businesses build stronger sales teams with greater consistency and lower hiring risk over time.

What this covers
  • Understanding how recruitment quality directly affects commercial performance and long-term revenue stability
  • Defining the right sales profile based on product complexity, market conditions, sales cycle, and commercial objectives
  • Identifying the difference between activity, personality, and real sales capability during the recruitment process
  • Evaluating candidates based on past performance, commercial discipline, pipeline management, and deal experience
  • Structuring a more effective interview and assessment process that reveals strengths, weaknesses, and warning signs early
  • Building a continuous recruitment pipeline rather than recruiting only when pressure appears
  • Understanding how onboarding affects early-stage performance, retention, and long-term consistency
  • Aligning recruitment strategy with sales targets, growth plans, and team structure over time
  • Using recruitment systems, CRM visibility, and modern sourcing tools including AI-supported research and candidate identification
  • Creating a stronger long-term approach to attracting, evaluating, and retaining high-performing sales talent
Who this is for
Sales Directors Head of Sales Commercial Directors Business Owners Managing Directors Founders responsible for sales growth Sales Managers Anyone responsible for building or managing sales teams
Training
Structured programs for event marketing teams and sales managers, in-house, remote, or workshop format
Coaching
One-to-one or small group, for individuals working through specific event marketing or alignment challenges
Consulting
Strategic support, commercial assessment, direction, and priorities before execution begins
Ready to strengthen your event marketing performance?
Start with a diagnostic or get in touch directly. We will tell you honestly where to focus first.