1. Global CI KPI Training for Korean ComicCon Team
Jan 2017

2. …what you are going to do… …with what, by when and expected impact…
From Insight and Analysis through to Action need to be able to follow the thread easily
Insight
Analysis
Prioritised Actions
Outcome
and
Budget
Always starts with insight…
Many different types and sources…
Customer
Industry and technology trends
Quantitative
…but what does it mean…
What are the implication for the event value propositions…
…for the next edition and beyond
…what you are going to do…
Be specific
Direct link back to insight
…with what, by when and expected impact…
Scale and timing
Achievable?
Measureable?
Sufficient resource and budget
Will the customers notice?

3. With customer insight, we are able to:
Identify issues and risks of the shows
Identify our shows’ strengths
Identify threats from competition
Identify opportunities for shows’ development
Provide decision-making basis for show strategy and value proposition
Test and verify new solutions and approaches
A Value Proposition is a compelling and motivating statement that describes the specific benefits that your product or service brings to fulfil the actual and perceived needs of defined customer segments

4. (Satisfaction, NPS, Qualitative)
Very important tool for good strategy…
Customer Insight
(Satisfaction, NPS, Qualitative)
Much more important than historical financial performance
customer metrics especially NPS are lead indicators
Ensure you can and do trust and use the data
Ask questions and draw conclusions
Focus more on trends and less on the absolute value
not designed to be a comparison between sectors and geographies
Aim to increase the segmentation and granularity
e.g. customer type
Use our expertise in BU, Region and Global Customer Insights Group
Use the official Reed Exhibitions definitions, questions and scales

5. Event Performance Overview - Dashboards (1/4)
Exhibitor & visitor satisfaction / retention
Visitor Satisfaction
Visitor NPS
Exhibitor Satisfaction
Visitor Likelihood to Attend
Exhibitor Likelihood to Attend
Exhibitor NPS
Exhibitor Retention
The purpose of this dashboard is to summarize the key metrics regarding Exhibitor and Visitor satisfaction. Please comment on this data on Slide 10 – Customer Insight Overview
Please keep this data consistent and highlight any changes to methodology or questions.
On Satisfaction and Likelihood to Attend, take the result of the Top Two boxes from the surveys
The First Time Exhibitor Retention vs Preceding Year is to track how retention of 1st time Exhibitors has moved over the preceding years.
First time Exhibitor Retention vs Preceding Year
* % should be combined score of top 2 boxes (eg Extremely and Very Satisfied) 5

6. Event Performance Overview - Dashboards (1/4)
Exhibitor & visitor satisfaction / retention - Definitions
Visitor Satisfaction
Exhibitor Satisfaction
Satisfaction (Total) is the percentage of visitors who have answered: "Completely Satisfied" and "Satisfied" to the question to the "How satisfied are you with this year’s event?”
Likelihood to attend (Total) is the percentage of visitors who have answered: “Already Confirmed" and “Very Likely" to the question to the "How likely are you to exhibit at the next edition of <event>?”
Visitor Likelihood to Attend
Exhibitor Likelihood to Attend
Exhibitor Retention
The purpose of this dashboard is to summarize the key metrics regarding Exhibitor and Visitor satisfaction. Please comment on this data on Slide 10 – Customer Insight Overview
Please keep this data consistent and highlight any changes to methodology or questions.
On Satisfaction and Likelihood to Attend, take the result of the Top Two boxes from the surveys
The First Time Exhibitor Retention vs Preceding Year is to track how retention of 1st time Exhibitors has moved over the preceding years.
* % should be combined score of top 2 boxes (eg Extremely and Very Satisfied) 6

7. } Visitor Satisfaction Rate
Visitor satisfaction rate measures how visitors are satisfied with our shows.
Formula
=number of completely satisfied and very satisfied visitors / number of total responded visitors
Example
attitude
count
Completely Satisfied 10
Very Satisfied 20
Somewhat Satisfied 30
Not Very Satisfied
Not At All Satisfied 5
Total 75
Visitor satisfaction rate
=(10+20)/75*100%=40%
Data Source
Post-show Visitor Survey }

8. Visitor Satisfaction Rate
Use of KPI
Compare with previous editions to identify the trend
Whether meeting company standard
Visitor Satisfaction

9. Visitor Retention Rate
Visitor retention measures how visitors are loyal to our show.
Formula
Percentage calculation between two event editions, which calculates the ratio of visitors to event edition from previous edition divided by the number of total visitors from previous event edition
Example:
The number of visitors that visited both 2015 and 2016/the number of all visitors in 2015 
Data Source:
Visitor Registration Vendor’s Post Show Report or Database Report
RXGC Benchmark:
Above 20%

10. } Exhibitor(visitor) Loyalty (future)
How likely are you to exhibit(visit) at XXX again?
Formula
=number of already booked (extremely likely) and very likely exhibitors(visitors)/number of total responded exhibitors(visitors)
Example
attitude
count
Already booked/Extremely Likely 10
Very likely 20
Somewhat likely 30
Not very likely
Not at all likely 5
Total 75 }
Likely to exhibit/visit
=(10+20)/75*100%=40%
Data Source:
Post show exhibitor or visitor survey

11. Exhibitor Likelihood to Attend Visitor Likelihood to Attend
Exhibitor(visitor) Loyalty (future)
Use of KPI
Compare with previous editions
Forecast next edition’s exhibitor/visitor retention rate and take necessary measures if the forecasted loyalty is low
Exhibitor Likelihood to Attend
Visitor Likelihood to Attend

12. Visitor Recommendation Score
Event Performance Overview - Dashboards (1/4)
Exhibitor & visitor satisfaction / retention - Definitions
Visitor Satisfaction
Visitor Recommendation Score
Visitor and Exhibitor Recommendation Score [known as Net Promoter Score] is calculated using the answer to a single question, using a 0-10 scale: How likely is it that you would recommend [brand] to a friend or colleague?
Respondents are grouped as follows:
Promoters (score 9-10): loyal enthusiasts, fuel growth.
Passives (score 7-8): satisfied but unenthusiastic, vulnerable to competitive offerings.
Detractors (score 0-6): unhappy customers, could impede growth through negative word-of-mouth.
Net Promoter Score = Promoters – Detractors.
[This can range a low of -100 (if every customer is a Detractor) to a high of 100 (if every customer is a Promoter)].
The percentage calculation between two event editions which calculates:
The ratio of returning first time exhibitors to edition N, from edition N-1, divided by the number of new main stand holders from edition N-1
Visitor Likelihood to Attend
Exhibitor Recommendation Score
Visitor Retention
The purpose of this dashboard is to summarize the key metrics regarding Exhibitor and Visitor satisfaction. Please comment on this data on Slide 10 – Customer Insight Overview
Please keep this data consistent and highlight any changes to methodology or questions.
On Satisfaction and Likelihood to Attend, take the result of the Top Two boxes from the surveys
The First Time Exhibitor Retention vs Preceding Year is to track how retention of 1st time Exhibitors has moved over the preceding years.
First time Exhibitor Retention vs Preceding Year %
* % should be combined score of top 2 boxes (eg Extremely and Very Satisfied) 12

13. Event Performance Overview - Dashboards (1/4)
Exhibitor & visitor satisfaction / retention - Definitions
Visitor Satisfaction
Visitor Recommendation Score
Exhibitor Satisfaction
Satisfaction (Total) is the percentage of visitors who have answered: "Completely Satisfied" and "Satisfied" to the question to the "How satisfied are you with this year’s event?”
Likelihood to attend (Total) is the percentage of Exhibitors who have answered: “Already Confirmed" and “Very Likely" to the question to the "How likely are you to exhibit at the next edition of <event>?”
Exhibitor Retention is the percentage calculation between two event editions which calculates:
The ratio of returning visitors to edition N, from edition N-1, divided by the number of visitors from edition N-1.
Visitor Likelihood to Attend
Exhibitor Likelihood to Attend
Exhibitor Recommendation Score
Exhibitor Retention
Visitor Retention
The purpose of this dashboard is to summarize the key metrics regarding Exhibitor and Visitor satisfaction. Please comment on this data on Slide 10 – Customer Insight Overview
Please keep this data consistent and highlight any changes to methodology or questions.
On Satisfaction and Likelihood to Attend, take the result of the Top Two boxes from the surveys
The First Time Exhibitor Retention vs Preceding Year is to track how retention of 1st time Exhibitors has moved over the preceding years.
First time Exhibitor Retention vs Preceding Year %
* % should be combined score of top 2 boxes (eg Extremely and Very Satisfied) 13

14. } Exhibitor Satisfaction Rate
Exhibitor satisfaction rate measures how exhibitors are satisfied with our shows.
Formula
=number of completely satisfied and very satisfied exhibitors / number of total responded exhibitors
Example
attitude
count
Completely Satisfied 10
Very Satisfied 20
Somewhat Satisfied 30
Not Very Satisfied
Not At All Satisfied 5
Total 75
Exhibitor satisfaction rate=(10+20)/75*100%=40%
Data Source
Post-show Exhibitor Survey }

15. Exhibitor Satisfaction
Exhibitor Satisfaction Rate
The reason 1st time exhibitors’ satisfaction rate is separately calculated is that they usually have higher expectation and less experienced with exhibiting preparation. First-time exhibitor retention tends to be lower than the overall average. it is also difficult to let them return too.
Use of KPI
Compare with previous editions
Whether meeting company’s standard
Exhibitor Satisfaction

16. Overall Exhibitor Retention
Exhibitor retention measures how exhibitors are loyal to our show.
Formula
= total no. of  exhibitors in the [Previous edition N-1] who also exhibits in the [Current Edition N] / total no. of  exhibitors in the [Previous edition N-1]
Example
The number of companies that exhibited in both 2015 and 2016/the number of all exhibitors of 2015
 *Only main stand holders count
Data Source:
Exhibitor Database

17. Overall Exhibitor Retention
Use of KPI
Compare with previous editions
Evaluate current edition’s exhibitor loyalty
Exhibitor Retention

18. First-time Exhibitor Retention Rate
First time exhibitor retention measures how first time exhibitors are loyal to our show.
Formula
Percentage calculation between two event editions, which calculates the ratio of rebooking first time exhibitors to event edition from previous edition divided by the number of new main stand holders from previous event edition
Example:
The number of companies that are first time exhibitors in 2015 and exhibited in 2016 again/the number of all first time exhibitors in 2015 
*Only main stand holder count
Data Source:
Exhibitor Database

19. First time Exhibitor Retention VS Preceding Year
First-time Exhibitor Retention Rate
Use of KPI
Retention of first time exhibitors tends to be lower than overall exhibitor retention rate.
If we lose first-time exhibitors, we need invest a lot to acquire new customers or to get them back in future editions.
Show teams need design first-timer program to guide first-timers through the journey and support them to achieve their exhibiting objectives.
Compare with previous editions
Evaluate loyalty of first time exhibitors
First time Exhibitor Retention VS Preceding Year

20. Event Performance Overview - Dashboards (3/4)
Commercial & financial performance
Square Metres (000)
# of exhibitors
Average Stand Size (SqM)
Total Revenue (€m)
# of Visitors
Average price per square meter (€)
YoY Growth
10.2%
4.3%
-6.6%
-3.9%
YoY Growth 3% 2% 5%
-5%
The purpose of this dashboard is to summarize the key metrics regarding commercial and financial performance.
Please ensure the financials presented are consistent with the figures in Synapse
Please follow this format to the extent possible.
You may need to edit the Titles of the graphs if amounts are in eg US$, rather than €s etc
The graphs can be edited by double clicking on the graph – or by importing a new graph
Contribution (€m)
Average ‘revenue from exhibitors’ per stand holder (€000)
YOY growth
Bell wethers
4.0%
1.5%
0.8%
-7.1%
2.4%
0.2%
4.5%
-8.8%
YoY Growth
9.1%
8.7%
-7.7%
-5.1%
Mgn
69.2%
68.5%
71.3%
70.5%
69.6%
Other 20

21. Event Performance Overview - Dashboards (3/4)
Commercial & financial performance
Square Metres (000)
Square Metres is the total net space sold at an event:
Square Metres = Net Space Sold + Free of Charge Space
Total Revenue is calculated by adding all the revenue generated by the event:
Total Revenue = Space revenue + Non-space revenue
Contribution is calculated by removing direct costs associated with the event from Total Revenue:
Contribution = Total Revenue – Total Direct Costs
# of exhibitors
Average Stand Size (SqM)
Total Revenue (€m)
# of Visitors
Average price per square meter (€)
YoY Growth
10.2%
4.3%
-6.6%
-3.9%
YoY Growth 3% 2% 5%
-5%
The purpose of this dashboard is to summarize the key metrics regarding commercial and financial performance.
Please ensure the financials presented are consistent with the figures in Synapse
Please follow this format to the extent possible.
You may need to edit the Titles of the graphs if amounts are in eg US$, rather than €s etc
The graphs can be edited by double clicking on the graph – or by importing a new graph
Contribution (€m)
Average ‘revenue from exhibitors’ per stand holder (€000)
YOY growth
You can also refer to the RX Glossary here: RX Glossary
Bell wethers
4.0%
1.5%
0.8%
-7.1%
2.4%
0.2%
4.5%
-8.8%
YoY Growth
9.1%
8.7%
-7.7%
-5.1%
Mgn
69.2%
68.5%
71.3%
70.5%
69.6% 21

22. Event Performance Overview - Dashboards (3/4)
Commercial & financial performance
Square Metres (000)
# of exhibitors
Average Stand Size (SqM)
The number of exhibitors:
# of signed exhibitors (including co-exhibitors) + # of barter exhibitors
The number of visitors are all the unique visitors that have attended the show using the bar code scanner.
Total Revenue (€m)
# of Visitors
Average price per square meter (€)
YoY Growth
10.2%
4.3%
-6.6%
-3.9%
YoY Growth 3% 2% 5%
-5%
The purpose of this dashboard is to summarize the key metrics regarding commercial and financial performance.
Please ensure the financials presented are consistent with the figures in Synapse
Please follow this format to the extent possible.
You may need to edit the Titles of the graphs if amounts are in eg US$, rather than €s etc
The graphs can be edited by double clicking on the graph – or by importing a new graph
Contribution (€m)
Average ‘revenue from exhibitors’ per stand holder (€000)
YOY growth
You can also refer to the RX Glossary here: RX Glossary
Bell wethers
4.0%
1.5%
0.8%
-7.1%
2.4%
0.2%
4.5%
-8.8%
YoY Growth
9.1%
8.7%
-7.7%
-5.1%
Mgn
69.2%
68.5%
71.3%
70.5%
69.6%
Other 22

23. Average Stand Size (SqM)
Event Performance Overview - Dashboards (3/4)
Commercial & financial performance
Square Metres (000)
# of exhibitors
Average Stand Size (SqM)
Average Stand Size
= Square Metres/ # of exhibitors
Average Price per square metre
= Net Space Sales / (Net Space Sold + Free of Charge Space)
Average ‘revenue from exhibitors’ per stand holder
= Total Space Revenue / # of exhibitor stands
Total Revenue (€m)
# of Visitors
Average price per square meter (€)
YoY Growth
10.2%
4.3%
-6.6%
-3.9%
YoY Growth 3% 2% 5%
-5%
The purpose of this dashboard is to summarize the key metrics regarding commercial and financial performance.
Please ensure the financials presented are consistent with the figures in Synapse
Please follow this format to the extent possible.
You may need to edit the Titles of the graphs if amounts are in eg US$, rather than €s etc
The graphs can be edited by double clicking on the graph – or by importing a new graph
Contribution (€m)
Average ‘revenue from exhibitors’ per stand holder (€000)
YOY growth
You can also refer to the RX Glossary here: RX Glossary
Bell wethers
4.0%
1.5%
0.8%
-7.1%
2.4%
0.2%
4.5%
-8.8%
YoY Growth
9.1%
8.7%
-7.7%
-5.1%
Mgn
69.2%
68.5%
71.3%
70.5%
69.6%
Other 23

24. Long-Term Retention Rate
Percentage of total exhibitors for the current event edition (N) that also exhibited at the previous two consecutive event editions (N-1 and N-2).
*Only main stand holders count
Example
At 2016 edition (current edition under review), total exhibitor # is 300, among which 180 also exhibited at the 2015 and 2014 editions.
Long term retention rate=180/300=60%
Data Source
Exhibitor Database

25. Total Average Spend per Customer ($00)
Total average spend per customer=total exhibitor spend / total # of exhibitors
Source of data: Exhibitor System
Use of KPIs
Comparison against the previous editions
A show’s product sale success

26. Other KPIs

27. Number of visitors per number of exhibitors
Formula
=number of visitors/number of exhibitors
Use of KPI
Compare with previous editions
Evaluate whether visitor number is sufficient for exhibitors

28. Average Cost per Visitor
Formula
=total visitor recruiting direct cost/total number of visitors
Source of Data
Total visitor recruiting direct cost as per RXGC’s visitor channel cost tracking form by marketer
Use of KPI
Compare against the previous editions
Whether meeting the company’s
requirement: visitor recruiting cost
descends by 3% over the previous edition
Use of more effective visitor recruiting channels

29. APPENDIX

30. 1.) Overall Satisfaction 2.) Likelihood to Attend (Exhibit) next year
What should the questions look like in a survey?
What do the questions tell you?
Overall Satisfaction = how happy are your customers?
Likelihood to attend/exhibit = how likely are they to come to your show the next time it’s held?
How should you ask the questions?
Respondents should rate their Overall Satisfaction and Likelihood to Attend/exhibit using a 5 point scale where a label is assigned to each scale point

31. 1. ) Overall Satisfaction 2
1.) Overall Satisfaction 2.) Likelihood to Attend (Exhibit) next year (continued)
How should the results be reported/charted? How should the results be analysed? What will they tell you?
How should the results be reported?
Use a bar chart to show the results
Show multiple years side-by-side
Show the percentage of respondents who selected one of the top 2 options (boxes)
How to analyze the results
Look at the results in absolute terms: is Overall Satisfaction and Expected Loyalty high, moderate, or low?
Look for year-on-year changes (and multi-year trends)
Look for significant differences between overall satisfaction and the likelihood to attend/exhibit

32. 3a.) Loyalty measured through customer recommendation (The Net Promoter Score (NPS))
What should the question look like in a survey:
3a. On a scale of 0 to 10, how likely is it that you would recommend <event x> to a friend or colleague?
What does the question tell you?
Do our customers talk about us?
Are they spreading positive word-of-mouth about our shows?
This is important because customer word-of-mouth is one of the most effective means of attracting new customers.
Loyalty as measured by recommendation has been shown to be a leading indicator of future growth in businesses across many industries. In combination with question 3b it directly contributes to decision-making.
Used together with financial measures, it will give a balanced overview of business performance.
How should you ask the question?
Respondents should rate their likelihood to recommend using a 11 point scale (10 points plus a zero).

33. Exhibitor/Visitor Recommendation (Net Promoter Score, NPS)
NPS measures how our shows are welcomed/liked by our exhibitors and visitors.
There are 11 rating choices. Degree descends from 10 to 0.
How likely is it that you would recommend <RX event> to a friend or colleague? (Select one)
10 and 9 will be counted as satisfied in survey result analysis and called “promoters”
6-0 will be counted as unsatisfied and called “detractors”
NPS=(promoters/population)*100%-(detractors/population)* 100%
Very Likely to Recommend
Neutral
Not At All Likely to Recommend 10 9 8 7 6 5 4 3 2 1

34. (recommendation rate)
Net Promoter Score, NPS
(recommendation rate)
NPS calculation

35. (recommendation rate)
Net Promoter Score, NPS
(recommendation rate)
NPS calculation example
Very Likely to Recommend
Neutral
Not At All Likely to Recommend
score 10 9 8 7 6 5 4 3 2 1
Respondents 80 90 70 50 30
100 20
Population= =503
Percentage of promoters=(80+90)/503*100%=34%
Percentage of detractors=( )/503*100%=42%
NPS=34%-42%= -9%
Data Source
Post show exhibitor or visitor survey

36. Exhibitor Recommendation Score
Net Promoter Score, NPS
(recommendation rate)
Use of KPI
Visitor
Recommendation Score
Exhibitor Recommendation Score
Exhibitor recommendation score tends to be lower than visitor recommendation score.

37. (recommendation rate)
Net Promoter Score, NPS
(recommendation rate)
How to use this measurement?
NPS could be as low as -100% (everybody is a detractor), or as high as +100% (everybody is a promoter). It could be seen as felt good when it is positive. It could be a risk for a company when its NPS is negative; in other words, there are more people who hate you than the ones who like you. A +50% is usually excellent.
An average score of NPS is 5% to 10%, which means promoters barely surpass detractors. Many companies or even some entire industries have negative NPS, in other words, they create more detractors than promoters. However, companies with powerful growth, such as Amazon, Harley-Davidson, Costco, and Dell, could reach +50% to even +80% on NPS.
RX doesn’t set global benchmark for NPS. Show need compare its YOY NPS evolvement for evaluation.
Increase promoters and decrease detractors is an efficient method to raise a firm’s revenue.

38. 3b.) Loyalty measured through customer recommendation (continued)
What should the question look like in a survey:
3b. What is the single most important reason for giving this score? 
What does the question tell you?
Respondents are able to indicate in their own words the reasons for their response to question 3a. It provides the qualitative input to identify the potential areas for improvement, or areas of the experience to keep doing well.
How should you ask the question?
Ask the question in an open-end format that allows the respondent to provide a verbatim response. Customers can then raise any issue that is important to them.

39. 3.) Loyalty measured through customer recommendation (continued)
How should the results be reported/charted/analysed? What will they tell you?
1. From Question 3a - Calculate the Recommendation Score (%) for your event from the data captured
It is a simple subtraction: How many recommend us, versus how many don’t
The top 2 boxes (% scoring 9-10) can be classified as “Promoters” – these are loyal enthusiasts who will keep attending and urge other to do the same, fuelling attendance
The middle boxes (% scoring 7 or 8) can be classified as “Passives” – these are satisfied but often unenthusiastic customers who are vulnerable to competitive offerings
The bottom 7 boxes (% scoring 0-6) can be classified as “Detractors” – these include unhappy customers who may be attending for the wrong reasons (eg. little choice) and who can damage your brand and impede growth through negative referrals
The Recommendation (or New Promoter) score is simply the number of Promoters minus the number of Detractors ie. (% scoring 9-10) – (% scoring 0-6)
Promoters (9&10)
Detractors (0-6)

40. 4.) How can the show be improved?
What should the question look like in a survey:
What does the question tell you?
Respondents are able to indicate in their own words what they did not like about the show and will provide suggestions for how the show can be improved.
How should you ask the question?
Ask the question in an open-end format that allows the respondent to provide a verbatim response.

41. 4.) How can the show be improved? (continued)
How should the results be reported/charted? How should the results be analysed? What will they tell you?
How should the results be reported?
Compile the open-ended responses and use a bar chart to show the aggregated results
Include responses that provide insight into the aggregated results…responses that provide clarification and/or clear direction.
How to analyze the results
Identify improvements that can/must be made to your show
Use customer feedback to prioritize improvements
Compare the suggested improvements with the results of prior years to determine if you have fully addressed past issues
Use the verbatim responses to compel third-party partners (e.g., venue, decorating service, etc.) to make improvements that will increase satisfaction among your customers

42. Contact information
If you have questions about the definitions, please see relevant contact details below:
Herbert Sun
You can also refer to the RX Glossary here: RX Glossary