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ex pe r i e n c e m a r k e t i ng
GPJ
INSIDE:
Top Ten Facts ........................... 2
Methodology .............................3
Macro-Level Trending ................4
Budget Concerns .......................5
ROI ............................................8
Measurement .........................11
Experience Marketing .............12
Procurement ...........................13
Green ......................................14
Summary ................................15
These and other ndings captured in EventView 2010have tremendous
implications
or how event marketers engage audiences, recruit and retain
talent, report upward to
management, integrate with other internal channel owners and
manage agency partners.
To help event marketers contend with these challenges,
anticipate opportunities
and act to improve event perormance, George P. Johnson
Experience Marketing
(GPJ) and the Event Marketing Institute (EMI) are proud to
present the 8th annual
EventViewreport, the industrys longest-running research program
ocused specically
on the needs o brand marketers.
This years EventViewhas been taken to the next level: more
relevant questions,
deeper insights and more extensive interviews with senior
marketing and sales
leadership than ever beore. The respondents are proessionals
with responsibilities
across the marketing mixoutside o the event marketing unctionand
as such,
their answers are telling.
EventViewis more than the broadest survey o marketing and sales
leaders budget
plans related to event marketing, and a benchmarking model or
event marketing
proessionals. Its an orientation point or better decision-making
around the marketing
mix as a whole as brand marketers, agencies and others in the
event marketing
ecosystem move orward.
We encourage readers to use EventViewdata
to:Informthebudget-makingprocess
Makethecaseforeventmarketingtoseniorleadership
Benchmarktacticalspending/allocationsagainstpeers
Optimizeagencyperformance
Andmuchmore.
By cross-reerencing EventViewdata with other guidance documents
produced by the
GPJ-EMI 2010 Focus on Results series, you can turbocharge your
event results in the
here and now while laying the groundwork or ongoing improvements
to your portolio.*
*E-mail [email protected] or copies o Hybrid Events: Blending
Digital and Physical Experiences,
Portfolio Planning in the New Economyas well as to speak to an
expert on these and other topics.
2010
Aslowlyrecoveringeconomy,lingeringunemployment,changingmediaconsumptionhabitsandothermacro-economicfactors
continue to pressure marketing and sales leaders to drive
immediate results while also protecting and growing brand
equity.
In response, Web marketing and events have emerged as the two
most potent weapons in the marketing arsenal in terms o
accelerating customer relationships and overall ROI.
MarkEtINg MIx coNtINuES to aDjuSt, EvENtS
arE accElEratINg cuStoMEr rElatIoNShIpS
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10. O those surveyed, 50 percent consider event marketing along
with other media when
planning marketing budgets. A third (32%) of those asked
consider event marketing avital component of their marketing
plan
9. Two out o three (62%) respondents say their overall marketing
budget for events has
either remained constant or increased this year
8. For those whose budgets have increased, 60 percent report the
monies going toward
Web marketing, with 33 percent upping their spend on social
marketing
7. Of those who reported a decrease in spending, about hal (47%)
are pulling the monies
rom print ads, while 35 percent are cutting event marketing
6.When it comes to Experience Marketing, 34 percent of
respondents plan to do so withinthe next three to 12 months, while
31 percent say they have already done so
5. Not surprisingly, respondents say o all marketing elements,
they see the greatest
ROI rom Web marketing (40%), but event marketing came in second
at 22 percent
4. When asked to list the top three marketing elements for
accelerating and deepening
relationships, event marketing led at 64 percent, ollowed by
social marketing at 55
percent and Web marketing at 54 percent
3. Going Green is still a consideration or many event marketers
with 27 percent
planning a move within the next three months. But signicantly,
53 percent report
they have no current plans
2. When asked about external events, a third (30%) of
respondents said they saw the
highest ROI from conferences and seminars, ollowed by trade
shows at 24 percent
1. Procurement is playing an increasing role, with nearly double
the number of respondents
indicating that role is high from the previous year, and the
percentage o those who
indicate procurements role low down by 25 percent
top tEN FactS
EventView 2010
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MethodologyIn the rst quarter o 2010, 108 senior executives in
sales and marketing management
positionsinNorthAmericawereinterviewedwiththegoalofilluminatingthevalueand
role o events in the marketing mix as it compares to other
elements in a marketers
arsenal. Interviewed participants were selected in industries
including (but not limited to)
automotive, technology, healthcare and nance.
O this sample, 27 percent represent companies with annual
revenues in excess o $1
billion. The margin o error is 3 percent.
57% Less that $250 million
9% $10 billion +
11% $250 - $499.9 million
5% $500 $999.9 million
12% $1 - $4.9 billion
5% $5 - $9.9 billion
FIGURE 1 Survey Demographics | Company Size by Revenue
20% Executive Vice President /
Vice President
19% CEO / CFO / COO/ President /
Executive Director, Owner
5% Other
27% Director Level
5% Manager
16% Marketing Management
5% Sales Management
4% Consultant
FIGURE 2 Survey Demographics | Job Titles
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Macro-Level TrendingTop Marketing Concerns
When asked about primary marketing concerns today, reaching new
customers (26%)
was top o mind or respondents. Measurement o return on marketing
investments
(16%) and growing market share protably (14%) ollowed. Clearly
the priority or
marketing leadership right now is generating bottom-line results
and being able to prove
that impact.
Its interesting to note that despite the headline-grabbing
nature o the gradual global
economic recovery, the economy is cited by only 4 percent o
respondents as a top
marketing concern (Figure 3).
0% 5% 10% 15% 20% 25% 30%
2009
2008
Building brand awareness
The economy
Smarter budget management
Reaching new customers
Maximizing sales in emerging markets
Growing market share profitably
Keeping loyal, profitable customers
Price/Cost
Other
Measurement of return on marketing investments
Re-engineering the marketing mix to improve performance
16%
1%10%
0%2%
4%
4%3%
8%9%
3%26%
0%5%
12%10%
14%7%
23%
12%26%
4%
FIGURE 3 Companies Primary Marketing Concern
Future Importance of Events
The percentage o marketers that rank the uture importance o
events as increasing
went up this year, rom 29 percent to 36 percent, suggesting that
marketers are placing
more emphasis on high-touch brand experiences to engage and
retain customers
(Figure 4).
Those that see the importance o uture events as remaining
constant held mostly
steady, at 47 percent this year versus 49 percent last year.
This is in line with
EventViewsbudget ndings, which indicate that 62 percent o
respondents see theirevent budgets remaining consistent or even
increasing (Figure 6).
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0%
20%
40%
60%
80%
100%
90%
70%
50%
30%
10%
50%
2006 2007 2008 2009
41%
51%
29%
49%
36%
47%
42%
Increasing
Remaining Constant
FIGURE 4 Future Importance o Events
The Role of Events in the Marketing Mix
EventViewconrms that in the last year event marketing edged up
slightly in terms o
prominence within the marketing mix, seeing a 4 percent increase
being taken under
considerationwithothermediaanda3percentdecreasebeingcharacterizedas
usually an aterthought. Unchanged rom last year is event
marketings status as a vital
component o the plan, remaining steady at 32 percent (Figure
5).
FIGURE 5 The Role o Event Marketing
2009
2008
2007
2006
A lead tactic
A vital component of the plan
Taken under considerationwith other mediums
Usually an afterthought
17%14%
0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50%
25%39%
47%
50%
7%
6%
12%10%
32%32%
45%
39%
9%8%
Looking orward, EventViewrespondents indicate that event
marketing will continue to
play a large role in their planning and go-to-market strategy;
hal o respondents point out
that events will be taken under consideration with other
media.
BUDGETBudgets Vary
WidelyAfullquarteroftheseniormarketingandsalesexecutiveswhoparticipatedin
EventView
indicated that the overall marketing budgetinclusive o events
and other channels
actuallyincreasedinthelastyear(anegligibledropfrom28percentin2009).Afull37
percent saw that budget remain constant and 34 percent saw a
decrease (Figure 6).
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0% 5% 10% 15% 20% 25% 30% 35% 40%
Remained Constant/No Change
Increased
Decreased
I dont know 5%
34%
37%
25%
FIGURE 6 Would you say your overall marketing budget has
increased or decreased?
Budget Trends: Where Increased Funding Goes
When asked what marketing channels benet rom an increase in
overall marketing
budget, respondents indicated that the majority o investment (60
percent) would go
toward Web marketing, a sharp jump over last years 34 percent
(Figure 7). Event
marketing and social marketing via the Web would also benet,
coming in at 31 percent
and 33 percent respectively.
The event marketing allocation is roughly in line with last
years 36 percent, indicating
that events hold the same weight in the minds o respondents. The
clear beneciary o an
increase in marketing budgets is Web marketing: the 60 percent
is nearly double last years
34 percent. This suggests that the maturation o Web-based
marketing as a discipline is
beingaccompaniedbyincreasedsupportasbudgetsre-stabilizeand/orincrease.
One clear takeaway: marketing and sales leaders are interested
in moving away
romabroadcastmarketingmodeltoanarrowcastmodelfocusingonpersonalizingbrand
experiences and being more targeted in engaging audiences. For
event marketers, this
would suggest that investing in blending digital and traditional
event marketing represents
a potent strategy or retaining and even growing budgets going
orward.
0% 10% 20% 30% 40% 50% 60%
Broadcast Advertising
Sales Promotions
Public Relations
Print Advertising
Event Marketing
Web Marketing
Social Marketing
Direct Mail
I dont know
Other
33%0%
0%
0%
10%23%
30%
17%
10%21%
60%34%
10%14%
10%0%
7%23%
31%36%
2009
2008
FIGURE 7 Budget Increase Allocation
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Budget Trends: Where Decreasing Budgets Have an Impact
When asked which marketing channels get reduced unding i there
is a reduction in
overall marketing budget, once again respondents indicated that
print advertising (47%)
ollowed by event marketing (35%) would be the channels most
likely to ace cuts
(Figure 8). Those numbers are o sharply rom last year, where
event marketing was
cited by 68 percent o those asked, and print by 55 percent.
Other marketing channels all into a similar range o one another
in terms o budget
reduction, none exceeding more than 8 percent than any other,
suggesting that outside
o events and print advertising, no other discipline is vastly
likely to get reduced unding
than another.
The implication or event marketers is that measurability o the
event investment is
paramount to making an argument or increased budget in the ace o
reductions.
0% 10% 20% 30% 40% 50% 60% 70%
Broadcast Advertising
Sales Promotions
Public Relations
Print Advertising
Event Marketing
Web Marketing
Social Marketing
Direct Mail
I dont know
Other
8%0%
18%
38%
20%35%
0%
0%
16%35%
18%34%
12%34%
14%0%
47%55%
35%68%
2009
2008
FIGURE 8 Budget Decrease Allocation
External Event Budgets
Refecting the priority to drive sales, marketing and sales
leadership once again rank
trade shows and conerences as the top event ormats that receive
the majority o
budget allocated or external-acing events (Figure 9).
Trade shows remain in the lead (54%), but that number is o rom
last years 62 percent.
Conerences and seminars showed a strong jump to 45 percent, up
strongly rom last
years 33 percent, and road shows & mobile marketing also
rose in respondents choices,cited by 15 percent o those asked
compared with last years 10 percent.
Astrongrisewasseeninguerrillamarketing,citedbyonly2percentlastyear,but
named by 13 percent this year as a recipient o increased budget
support.
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FIGURE 9 External Event Budget Distribution
Mall marketing
Nightlife
College
Grassroots
Guerrilla marketing
Sports or entertainmentsponsorships
Roadshows and mobile marketing
Trade shows
Conferences and seminars
0% 10% 20% 30% 40% 50% 60% 70%
62%
33%27%
35%
45%
10%
17%12%
12%20%
2%2%
5%
2%2%
3%
3%
13%
3%2%
2%
6%8%
5%
2%
2%1%
9% 13%
15%
63%
54%
65%
2008
2009
2007
2006
Return on InvestmentEvent Marketing and Web Lead in ROI
EventView 2010conrms that once again Web marketing and event
marketing lead all
channels in terms o ROI (Figure 10). This is becoming a standard
rerain, borne out
by market research and through real-world applications. However,
or the rst time, the
data shows that Web marketing (40%) is now perceived to be
generating higher ROI
than events (22%).
Social marketing made its rst appearance on this years ROI
survey, cited by 5 percent
o those asked as providing a high return; thats a number which
will bear watching in the
years to come.
2009
2008
2007
2006
Event marketing
Print advertising
Broadcast advertising
Web marketing
0% 5% 10% 15% 20% 25% 30% 35% 40%
Public relations
Direct mail
Social marketing
15%
31%
40%
25%
22%
28%
11%
11%
7%5%
7%
4%
10%16%
16%
13%
20%19%
17%12%
15%
6%
5%
5%
5%
FIGURE 10 Perception o ROI by Channel
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Accelerating Relationships
Asinpreviousyears,eventmarketingisseenbymarketersasthenumberonechannel
or accelerating and deepening relationships, being cited by 64
percent o thosesurveyed (Figure 11).
This hews tightly to last years 62 percent. Following closely
behind was new entry
social marketing, avored by 55 percent o those asked; there were
no comparable
numbers or social marketing rom last year. In third place was
Web marketing at 54
percent, a leap over last years nine percent showing.
These results show that in an environment o prolonged sales
cycles and increased
competition or customers, events and Web-based communication are
perceived to be
the most powerul means to win customers and expand existing
business.
0% 10% 20% 30% 40% 50% 60% 70%
Broadcast Advertising
Public Relations
Print Advertising
Event Marketing
Web Marketing
Social Marketing
Direct Mail
I dont know
55%0%
0%
7%9%
6%
37%16%
54%9%
9%2%
17%3%
64%62%
2009
2008
FIGURE 11 O these marketing elements, what would you rank as the
top three or ACCELERATING AND DEEPENING RELATIONSHIPS?
ROI of External Events
EventViewconrms that trade shows and conerences are perceived as
having the
highest ROI, which aligns with the act that these two ormats
receive the lions share o
budget when it comes to external-acing events (Figure 12).
This year, or the rst time since EventViewsinception, conerences
and seminars
surpassed trade shows as providing the highest perceived ROI
among external events.
Amongthosesurveyed,30percentfavoredconferencesandseminars,abigjumpover
last years 23 percent. Trade shows still held their own at 24
percent, but thats down
signicantly rom last years 40 percent.
Rounding out the top three, sponsorships o sports or
entertainment were avored by 13
percent o those asked, leaprogging last years 9 percent
response. It would seem that
as the economy continues to weigh on large-scale events, savvy
marketers are seeing the
value in smaller, more intimate (and less costly) conerences and
seminars.
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0% 10% 20% 30% 40% 50%
Mall marketing
Grassroots campaigns
College marketing
Nightlife campaigns
Guerrilla marketing
Sports or entertainmentsponsorships
Roadshows and mobile marketing
Trade shows
Conferences and seminars
40%
50%43%
20%23%
30%
24%
21%
4%9%
9%
7%
6%
6%
9%9%
10%
13%
.4%
.4%1%
1%1%
2%
3%
2%
4%2%
2%2%
0%
0%
2009
2008
2007
2006
FIGURE 12 ROI o External Events
ROI of Internal Events
Surveyrespondentscameoutstronglyinfavorofeducation/trainingasthepreferred
eventformatforrealizingROIininternal-facingevents(Figure13).Some42percent
believe that to be true, up sharply rom last years 37 percent.
Sales or marketing
meetings were also avored by 30 percent, a rise over last years
26 percent.
Employee events (social & business) aced the sharpest
reduction in terms o perceived
ROI, coming in at 13 percent, down by hal rom last years 26
percent.
I dont know
Analyst / investor relations
Employee events (social or business)
Education / training
Sales or marketing meeting
37%
26%35%
29%
30%
26%
4%6%
3%1%
0%0%
9%
21%19%
13%
46%
42%
37%
2008
2009
2007
2006
FIGURE 13 ROI o Internal Events
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MEASUREMENTMeasurement in Event Marketing
With tightening budgets and everyone watching the bottom line,
it comes as no surprise
that to demonstrate marketing ROI was cited as the leading
reason why marketers
measure (Figure 14). Favored by 65 percent o respondents, that
response greatly
exceeds the 20 percent who selected the same response last year.
Following close
behind, 58 percent conrmed that they measure to justiy
expenditure.
These responses suggest that marketing and sales leadership
understand measurement
to play a crucial role in their decision-making; event marketers
should consider that
reality when ormulating their measurement strategy or their
events and event portolios.
0% 10% 20% 30% 40% 50% 60% 70%
To justify expenditure
To protect or increase budget
Marketing best practice
To demonstrate marketing ROI
To improve attendee experience
Procurement influence
25%7%
65%20%
33%16%
13%6%
30%11%
58%
44%
2009
2008
FIGURE 14 Why Marketers Measure
For those who do measure, most (67%) do so to look at the number
o qualied leads an
event generates (Figure 15). They were ollowed by those
measuring trac at an event,
and sales increases (both 56%), and those measuring the quality
o leads provided (47%).
0% 10% 20% 30% 40% 50% 60% 70%
Overall communication effectiveness
Traffic at event
Quality of leads provided
Overall experience/attendee satisfaction
Learning impact
Change in perception/preference of brand
Sales increases
Media impressions
Number of qualified leads
26%
36%
56%
43%
56%
19%
47%
67%
25%
FIGURE 15 What Do You Measure?
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EXPERIENCEMARKETINGWhat is Experience Marketing?
Experience marketing is an evolved orm o event marketing which
goes beyond the
traditional interruptive model, ocusing instead on creating
brand experiences rooted in
making the act o marketing itsel a powerul demonstration o the
value o a product or
service and its relevance to the needs, wants and expectations o
the audience. Experience
marketing communicates this value authentically and in a highly
targeted manner with an
eye towards generating specic, measurable audience
behaviors.
The Transition to Experience Marketing
While the percentage o those companies embracing experience
marketing has remained
constant rom last year to this one (32%, both years), the
reasons companies are doing sohas shited (Figure 16).
Last year, 17 percent o those responding said they were moving
to experience marketing
to raise awareness, yet 48 percent cited that reason this year.
This is a compelling point:
senior marketers and sales leadership now see experience
marketing as a means to create
or increase awareness, an objective that has traditionally been
seated within above-the-line
channels such as broadcast or print advertising.
The second most popular reason or deploying experience marketing
is rooted rmly
in driving revenue: 39 percent o respondents indicated that they
deploy experience
marketing to motivate purchase behavior.
1 2 3 4 5
a.Awareness(createorincrease) 48% 18% 15% 7% 12%
b. Consideration (create or increase) 25% 32% 24% 14% 5%
c. Preerence (create or increase) 32% 24% 27% 10% 7%
d. Purchase (motivate) 39% 24% 12% 17% 9%
e. Loyalty 32% 31% 20% 5% 12%
Dont use experience marketing 57% 26% 4% 4% 8%
FIGURE 16 Thinking about why you currently use experience
marketing, how would you prioritize the ollowing objectives?
(RANK 1 = HIGHEST PRIORITY; RANK 5 = LOWEST PRIORITY)
Whenaskedhowquicklytheirorganizationwastransitioningfromtraditionalevent
marketing initiatives to an experience marketing approach, 31
percent said they had
already done so, down slightly rom last years 32 percent; 34
percent indicated that
they would make that transition within the next 12 months
(Figure 17).
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31% Already transitioned
12% In the next six months
6% In the next three months
16% In the next 12 months
35% Not at all
FIGURE 17 Transition to Experience Marketing
PROCUREMENTThe Role of Procurement
The role o procurement, while not dominating marketing
decision-making yet, denitely
increased in the last year, with a 25 percent drop in those
ranking procurements
role as low and a 6 percent increase in those indicating the
role o procurement as
high (Figure 18). Despite this shit, the majority o senior
marketing and sales leaders
indicated that the role o procurement is not yet dominant.
0% 10% 20% 30% 40% 50% 60% 70%
1
High
Low
3
2
4
5
65%40%
61%
37%
12%
15%
15%9%
7%6%
27%
21%
12%
15%
8%8%
11%19%
8%6%
2008
2007
2005
2009
FIGURE 18 Procurements Infuence Today
The important question is trending to what degree will
procurement become
increasingly involved in marketing decision-making? EventView
2010providestantalizing
hints:22percentofrespondentsindicatedthattheyseethatrolerealizingaslight
increasefromlastyear(Figure19).Afull60percentindicatedthattherolewillremain
constant, down a bit rom last years 67 percent.
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2008
2009
2007
2005
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Increasing strongly
Increasing
Constant
Decreasing
3% 17% 67% 13%
6% 22% 60% 12%
13% 14% 61% 12%
5% 13% 66% 16%
FIGURE 19 Procurements Infuence Tomorrow
GreenThe Question of Green
Despite reported gains made last year in environmentally
sensitive marketing practices,
its possible that the pressure to implement green initiatives
may have dropped o
signicantly in the last year (Figure 20).
When asked when they plan on implementing green initiatives
within the event unction,
53 percent o respondents indicated they had no current plans to
do so, a big jump over
last years 20 percent. But o those who say they plan to do it,
27 percent say that will
take place within the next three months, as opposed to only 4
percent who said theyd do
so in that time rame last year. Some 7 percent indicated theyd
take action in the next
six months (to last years 3%) and 13 percent said theyd attempt
to do so within the next
year versus 7 percent rom last year.
It appears that while the pressure to go green in the event
marketing unction may
have allen o, the knowledge and tools or marketers to create and
execute more
environmentally riendly programs may have increased to the point
that they eel they can
activate quickly.
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0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
2009 13%%727%53%
No Current Plans
In the next three months
In the next six months
In the next 12 months
FIGURE 20 When to Implement Green
SummaryWhile events continue to enjoy a prominent place in many
marketers arsenal o tools,
an unprecedented shit in the economy and the preerences o
consumers and business
customers has orced everyone in the industry to take a closer
look at reormulating the
marketing model and the role o events within that ramework.
EventView 2010arms what everyone suspected: The bottom line has
taken on greater
prominence,ascorporatemanagersarenowscrutinizingwheretheirmoneyisgoing,
and what kind o return theyre getting. Hence, ROI and
measurement have grown in
signicance, and are an area where event marketers must ocus like
never beore.
It is incumbent on those who create and execute events to be
more readily able to justiy
the investment, its alignment to corporate goals and its impact
on the business.
Those who are able to master those areas will continue to win
support rom marketing and
sales leadership while also moving the industry orward as a
whole.
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Index o Figures
FIGURE1SurveyDemographics|CompanySizebyRevenue
...............................3
FIGURE 2 Survey Demographics | Job Titles
..........................................................3
FIGURE 3 Companies Primary Marketing Concern
................................................4
FIGURE 4 Future Importance o Event Marketing
..................................................5
FIGURE 5 The Role o Event Marketing
.................................................................5
FIGURE 6 Marketing Budget: Increased or Decreased?
.........................................6
FIGURE7BudgetIncreaseAllocation
....................................................................6
FIGURE8BudgetDecreaseAllocation
..................................................................7
FIGURE 9 External Event Budget Distribution
........................................................8
FIGURE 10 Perception o ROI by Channel
.............................................................8
FIGURE11AcceleratingandDeepeningRelationships
..........................................9
FIGURE 12 ROI o External Events
.......................................................................10
FIGURE 13 ROI o Internal Events
.......................................................................10
FIGURE 14 Why Marketers Measure
...................................................................11
FIGURE 15 What Do You Measure?
.....................................................................11
FIGURE 16 Objectives o Experience Marketing
...................................................12
FIGURE 17 Transition to Experience Marketing
....................................................13
FIGURE 18 Procurements Infuence Today
.........................................................13
FIGURE 19 Procurements Infuence Tomorrow
...................................................14
FIGURE 20 When to Implement Green
................................................................15
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Contact Information:
e x pe r i e n c e m a r k e t i ng
GPJ
Event Marketing Institute
10 Norden Place, Norwalk, Connecticut 06855
KerrySmith,President/ExecutiveDirector
www.eventmarketing.com
TheEventMarketingInstitute(EMI)istheleadingresearchorganizationserving
the event marketing industry, dedicated to developing insights
and business
intelligence or individuals and companies using live marketing
as a strategicmarketing initiative. Through comprehensive research
and education, EMI
empowers members to overcome the challenges posed by todays
ragmented
media environment and equips them with a research-based
oundation upon
which to build more eective, perormance-driven event marketing
programs.
George P. Johnson
3600 Giddings Road, Auburn Hills, Michigan 48326
DavidRich,SeniorVicePresident,ProgramStrategy/Worldwide
Phone: 617.535.9522
[email protected]
www.gpj.com
GPJisthepremierworldwideexperiencemarketingagencyspecializingin
using branded live experiences and environments to help clients
cut through
marketplace noise, dierentiate rom the competition and create
lasting
relationships that directly impact the bottom line.
RankedbyAdvertisingAgeasthe#1EventMarketingAgencyandconsistently
placing among the worlds top marketing agencies, GPJ provides
its services
through 26 oces around the world. The agencys clients won 37
awards in
2008,veExAwardsin2009andtookhomeboththeGrandExAwardaswell
astheBest100%VirtualExAwardin2010.
