Budgeting For Corporate Events

If I was the Head of Events at a $100M ARR SaaS, and had a $1,000,000 event budget, here’s the exact playbook I’d run (with budget): BACKGROUND: Replicating SaaS is only getting easier. Building moats is not. The best moat you can build is your community. That should be the #1 focus of every GTM team. Here’s the event program: 1. Flagship Event 60% of budget is going here. Pair on the back of a major product announcement. Use sponsorship and ticket sales to generate another $500k - $1m Attendance: 50% customers, 20% BoFu, 10% partners, 10% MoFu Invest in niche influencers. Make your event the “it” event. 2. Field Marketing Target 15-20 cities Bring in 1-3 partners. Total cost per city should be < $10k including travel Attendance: 20% Customers, 20% BoFu, 40% MoFu, 20% ToFu Get your SDR team onboard. Watch response rates go from <1% for cold outbound to >18% with dinner invites 3. Webinars / Virtual Full time role + $1,000 per event for promotion & speaker gifts 3 objectives here Build relationships with speakers Generate content You can’t be in every city every month. Use this to maintain mindshare throughout the year Attendance: 10% Customers, 10% BoFu, 40% MoFu, 40% ToFu (I'd use Accelevents to manage 1 through 3) 4. 3rd Party Events Only invest in the top 3-5 industry events Spend $50k - $100k per event Host a micro event at each You can’t build a moat from 3rd party events so I’d focus on our owned event program. 5. Content distribution Any remaining budget goes to content distribution. You’re building a brand around your events. Allocate 90% of budget to creating and distributing short form video. Not lengthy sessions. Look, it’s a lot of work. But it can define your brand. And your brand will be the only thing that matters when products get commoditized. P.S. Your CEO and CMO need to believe in events. What would you change? How would you allocate your budget? One platform can run all your owned events. Check out Accelevents --> https://hubs.la/Q03d3MZ70

I compared data from 25 nonprofit fundraising events. Traditional galas averaged $45,000 net. Peer-led experiences averaged $127,000 net. The event model you choose isn't just a format decision—it's a revenue decision: • Experiential events have 68% higher attendee satisfaction than traditional galas(1) • Peer-hosted events acquire 3X more new donors than organization-hosted events (2) • Virtual/hybrid components increase event revenue by 24% on average (3) One organization replaced their annual gala with a series of board-hosted experiences and doubled their event revenue while cutting expenses by 40%. (4) The future of event fundraising isn't in ballrooms—it's in authentic experiences. What's your most successful fundraising event format? Share below. ¹ Based on post-event satisfaction surveys across 25 nonprofit events comparing traditional galas to experiential fundraising events. ² Analysis of donor acquisition data from peer-hosted vs. organization-hosted fundraising events among surveyed nonprofits. ³ Comparative revenue analysis of events with and without virtual/hybrid components across the sample. ⁴ Case study from a mid-sized educational nonprofit that implemented this strategy in 2023-2024. Full length report will be out early next week: Sign up now to receive report - https://lnkd.in/eHdBA38m

Are you aware of the hidden costs in your product's raw material? : : Accurately calculating raw material costs is a cornerstone of should-cost modeling. By effectively identifying the materials required, determining the cost per unit, and accounting for potential waste and additional costs like handling and transportation, you can develop a comprehensive and reliable cost model. Key Parameters for Should Cost Process in Material Calculation: # Raw Material Identification: ·  Material type and grade ·  Material source/origin # Material Quantity: · Required quantity (per unit or batch) · Packaging units # Material Cost per Unit: · Supplier quotes · Market prices · Historical data · Discounts and bulk pricing # Material Waste or Loss: · Scrap/waste factor ·  Defects and rejections # Handling and Storage Costs: ·  Material handling · Storage costs (rent, insurance, utilities) · Inventory management # Freight and Transportation: ·  Shipping costs · Delivery method (air, sea, road) ·  Customs and tariffs # Lead Time and Order Frequency: · Lead time variations · Order volume # Supplier Terms and Conditions: · Payment terms · Return and warranty policies · Exchange Rates (For Imported Materials) # Material Substitution and Alternatives: · Substitute materials ·  Material optimization # Environmental and Regulatory Factors: · Recycling or sustainability initiatives · Regulatory compliance # Operational Overheads Related to Materials: · Processing costs · Energy costs ------------------------------------------------------------------------------------- # Ask Yourself: -> Did you consider the net weight and gross weight calculation properly? -> Did you consider scrap weight and scrap cost in your estimation? -> Do you have access to the global raw material index and recent material price database? -> Have you asked your supplier about the raw material cost per kg as well as the scrap cost per kg? -> Do you consider Manufacturing overhead (MOH) and inventory cost (raw materials)? -> What about the scrap cost percentage based on different commodities? -> Did you optimize material through strip layout, nesting, cavity, and other techniques? -> What’s your strategy when the supplier asks for material cost increases due to market fluctuations? -> Did you consider the volume/batch/MOQ impact, as well as regional cost impact, in your calculations? -> Did you consider any coating and primary requirements in the raw material stage? -> Commodity-Specific Considerations, etc.

𝗛𝗲𝗿𝗲’𝘀 𝘄𝗵𝘆 𝘆𝗼𝘂𝗿 𝗯𝘂𝗱𝗴𝗲𝘁 𝗽𝗹𝗮𝗻𝗻𝗶𝗻𝗴 𝗺𝗶𝗴𝗵𝘁 𝘀𝗹𝗼𝘄 𝗱𝗼𝘄𝗻 𝘆𝗼𝘂𝗿 𝗺𝗮𝗿𝗸𝗲𝘁𝗶𝗻𝗴 𝘀𝘁𝗿𝗮𝘁𝗲𝗴𝘆 💥 Traditionally, companies plan fixed annual budgets, allocate these to existing channels and only make slight changes throughout the year. ⚙ In today’s fast paced world this approach can often be very misleading. 🚨 Agile budgeting refers to continuously reviewing and adjusting budgets based on data to be more responsive and shift focus to best performing channels. ✅ 𝗛𝗼𝘄 𝘁𝗼 𝗶𝗺𝗽𝗹𝗲𝗺𝗲𝗻𝘁 𝗮𝗴𝗶𝗹𝗲 𝗯𝘂𝗱𝗴𝗲𝘁𝗶𝗻𝗴 𝗶𝗻 𝘆𝗼𝘂𝗿 𝗺𝗮𝗿𝗸𝗲𝘁𝗶𝗻𝗴 𝘀𝘁𝗿𝗮𝘁𝗲𝗴𝘆: ♻ Shorter Planning Cycles: Break down annual plans into quarterly or even monthly budgets, giving you more flexibility. 📊 Real-Time Tracking: Set up analytics dashboards and reporting tools to track key performance indicators (KPIs) for each campaign and channel. 🔎 Iterative Reviews: Regularly review budgeting with your team (weekly or bi-weekly). Discuss campaign performance and be ready to shift funds. 🌱 Embrace Flexibility: Be comfortable with the idea that your initial plan might change. Prioritize making adjustments based on data, rather than sticking to a rigid budget. 🔀 Cross-Functional Alignment: Work closely with finance teams to understand any constraints and ensure processes support nimble budget adjustments. What's your approach to budget planning? Let me know in the comments. 💬 - - - 🔔 Want to read more? Follow me Maximilian for regular posts and updates on #digitalmarketing, #lifeatgoogle and #career in tech.

When budgets tighten, the pressure often falls squarely on the shoulders of finance. But here's the problem: too many finance teams are stuck in a reactive role—focused only on trimming costs instead of shaping smarter strategy. Cuts are made across the board without clarity, and opportunities for long-term impact get lost in the panic. It doesn’t have to be that way. In this week’s newsletter, I share how finance leaders can step up as strategic decision-makers during budget cuts. You’ll find three practical strategies to help guide your organization through financial constraint without compromising its future. These include: 💡Prioritizing spend based on purpose, not just percentages 💡Protecting future-focused investments while streamlining operations 💡Communicating the “why” behind the numbers to preserve trust and morale I work with finance leaders and executive teams to shift the narrative—from reactive cuts to proactive strategy. If your team is navigating tough budget decisions, and you want to emerge stronger, let’s connect. It starts with finance, but it ends with leadership. 📩 Read the full newsletter and let me know which idea resonates most.

CEO or CFO: “Is this event really worth us spending $20K?” Marketing/Comms/Sales lead: “I really think so… it’s in [insert cool city], so it’ll be great for morale and culture either way!” Yeah. That’s really not gonna cut it anymore. Budgets are tighter. ROI expectations are much higher. And “it’s in Napa” isn’t a business case. Here’s the real decision framework I use with clients to decide whether a conference, symposium, or sponsorship is worth it — before anyone books a single flight or hotel. 1️⃣ Clients and Customers If your current clients expect to see you there, that’s great. But show up with a real plan, not just a lanyard. A 30-minute coffee with a top client > three generic panels combined. 2️⃣ Prospects Will actual decision-makers (not “Business Development Associates”) be there? If not, it’s not a growth event — it’s a vacation in disguise. 3️⃣ Media Value CES, HLTH, Davos, JP Morgan, = tier 1 press magnets. Other have decent value for trade press. Most others? Not so much. If there’s no chance for earned coverage, deskside interviews, or content leverage, rethink the spend. 4️⃣ The $20K Question Flights + hotels + sponsorships add up fast. Ask: “What would this same money buy in paid, owned, or earned media instead?” What would it buy in recruiting and retention? 5️⃣ Location, Location… ROI? There’s a world of difference between Orlando and Singapore. If it’s overseas, it better be because your market or investors are too. 6️⃣ Launchpad or Lull? Announcing a major product, partnership, or data release? Then yes, the stage might be worth it — but only with real prep and a comms plan, not a last-minute deck. 7️⃣ Competitive FOMO If your competitors are sponsoring, don’t reflexively follow. If your customers aren’t there, let the competitors waste their budgets. If they are there, remember my rule: you’re either at the table or on the menu. 8️⃣ Thought Leadership vs. Thought Decoration Being “on a panel” isn’t thought leadership. If it doesn’t build credibility, create content, or advance policy or sales, it’s ego spend. 9️⃣ Life ROI If it means missing your big kid’s recital, sports championship game, or a big nonprofit board meeting, consider skipping it. No award ribbon for most frequent flier. ⸻ The best conference strategies balance impact, influence, budget, and time. Done right, they accelerate relationships and reputation. Done wrong, they just drain both. 👉 What’s your first filter when deciding whether a conference is worth it? (And yes, if you want to build an internal decision matrix or stakeholder map before 2026 conference season, hit me up. Happy Saturday, now time for a workout.

Rolling vs Static Forecasts Static budgets are killing your ability to adapt. There, I said it. Most businesses create their annual budget in December, then spend the next 12 months pretending those assumptions still make sense when everything has changed. I see this problem everywhere. Companies clinging to outdated numbers while their actual business reality shifts completely. The alternative? Rolling forecasts. But let me break down both approaches because each has its place: 📊 STATIC BUDGETS The old school approach. You build it once at the beginning of the year based on your best guesses at that moment. Characteristics include being set annually, using assumptions from one point in time, staying hard to adjust mid year, and focusing mainly on variance reporting. The benefits are real. Clear performance benchmarks, easier long term planning, and boards love them because they provide predictable targets. The downsides hurt though. They become outdated fast, can't adapt to market changes, and create that dangerous "set it and forget it" mentality. 📈 ROLLING FORECASTS The modern approach. Dynamic planning that updates regularly, typically monthly or quarterly, by adding future periods and dropping past ones. Key features include regular updates based on current data, continuous 12 to 18 month forward visibility, and direct connection to operational drivers like sales pipelines and hiring plans. Benefits include being agile and responsive to change, improving real time decision making, and helping anticipate both risks and opportunities. Challenges include requiring more ongoing effort, being harder to coordinate across departments, and feeling less concrete to some stakeholders. 🎯 THE VERDICT Rolling forecasts win for operational management. Static budgets still have value for board governance and investor reporting, but running your business day to day requires the flexibility that only rolling forecasts provide. The hybrid approach works best. Keep a static budget for external reporting requirements, but manage internally with rolling forecasts that reflect current reality. === Budgeting shouldn't be about hitting arbitrary numbers set 12 months ago when market conditions were completely different. It should be about having accurate, current information to make smart business decisions. What's your take? Are you still stuck with static budgets or have you moved to rolling forecasts?

When doing revenue forecasting, I like to think in terms of 3 types of revenue: 1. Known revenue 2. Potential revenue 3. New initiatives Known revenue can be contracted or highly likely. Potential revenue is more speculative in nature and are contingent on actions taken, such as selling to a new customer. New initiatives are things that are completely new for the business, such as new line of business, new and aggressive marketing channels, etc. Each of these numbers should be identified for each revenue stream in the business to get a solid forecast. Known provides the baseline, while potential and new initiatives provide your upside scenarios. When you tie expenses to potential and new initiatives, you can exclude those from the budget and only "unlock" that budget if those are achieved. While there is no magic bullet to make revenue forecasting 100% accurate, this helps ensure the scenarios are based in reality.

𝐏𝐫𝐢𝐜𝐞 𝐚𝐧𝐝 𝐂𝐨𝐬𝐭 𝐀𝐧𝐚𝐥𝐲𝐬𝐢𝐬 𝐢𝐧 𝐏𝐫𝐨𝐜𝐮𝐫𝐞𝐦𝐞𝐧𝐭 In procurement, cost analysis and price analysis are two distinct evaluation methods used to assess the value of a product or service. Here's a breakdown of each: 𝐂𝐨𝐬𝐭 𝐀𝐧𝐚𝐥𝐲𝐬𝐢𝐬 1. It evaluates the total cost of ownership, including:  a) Acquisition cost  b) Operating costs  c) Maintenance costs  d) Replacement costs  e) Life-cycle costs 2. Considers both tangible and intangible costs 3. Helps determine the overall value for money 𝐏𝐫𝐢𝐜𝐞 𝐀𝐧𝐚𝐥𝐲𝐬𝐢𝐬 1. Focuses solely on the purchase price or bid price 2. Compares prices from different suppliers or bids 3. Evaluates the reasonableness of the price of the market 4. Does not consider other costs beyond the purchase price 𝐓𝐡𝐞 𝐤𝐞𝐲 𝐝𝐢𝐟𝐟𝐞𝐫𝐞𝐧𝐜𝐞 1. Cost analysis looks at the broader picture, considering all costs associated with the product or service over its life cycle. 2. Price analysis is a narrower evaluation, focusing only on the upfront cost. 𝐂𝐨𝐧𝐜𝐥𝐮𝐬𝐢𝐨𝐧: - By conducting both cost and price analyses, procurement professionals can make informed decisions that balance cost-effectiveness with overall value.

It's common to see cumulative revenue curves for freemium digital products fitted across groups of users to singular point estimates at various cohort days, eg., Day 90. This can be helpful for guidance, but there are a few drawbacks to approaching the aggregation in this way: - it masks variation in payer behavior and the vast differences in values across the two classes of users; - the singular point estimate is misleading and may inspire too much confidence for certain use cases (eg., setting advertising bids). Another way of approaching the analysis is to segment users by cohort in some defined time window, truncate their individual cumulative revenue curves so that they're all of the same length, and to treat each individual curve as a time series that a curve can be fitted to. Those fitted individual cumulative revenue curves can then be projected and bootstrap sampled, and confidence intervals can be constructed on the means. I published the first in a multi-part series about this concept this week. In the next part, I'll explore using fixed effects to control for hierarchical variation across cohorts or acquisition sources.