2 Mistakes that Event Staff Always Make

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In events, almost every failure can be traced back to one of these two mistakes:

1. Someone not taking enough responsibility
2. Someone taking too much responsibility

The first issue of someone not taking enough responsibility involves a failure to allocate work to specialists combined with a failure to follow up on that work. In this instance, event staff are assigned general tasks rather than specific responsibilities and as a result, perform those specific tasks perfectly. The problem is that most of the roles required by events staff are far more detailed than a specific task. For example, asking bar staff to serve drinks will mean that competent staff will do exactly that – serve drinks to attendees. The failure is that the person who assigned the task has failed to communicate the importance of the type of communication, which drinks should be prioritised and the manner in which bar staff should present themselves. We have all experienced an event where the event staff simply do not fit with the “feel” of the event; a slightly scruffy brand ambassador at a formal event, or a promotional team member that acts with almost pretentious politeness at a casual party. All of this can be rectified by ensuring specific event staff have responsibility for more than just minor tasks. Supervisors who have an awareness of what is expected of their team at a more fundamental level can rectify issues in presentation, communication and methodology. Without that level of responsibility, there is no system or procedure for rectifying ad-hoc problems.
The other issue of event staff taking too much responsibility involves event managers, supervisors or individual contributors stressing themselves out by trying to achieve everything themselves without allowing other people to take any responsibility for the event beyond the most basic assignments. The most common occurrence is when supervisors are tasked with, “managing” staff, but that management ends with checking their start times, telling them when they can take a break and asking the event manager to sign their timesheet at the end of the event. This type of robotic behaviour creates a flow on effect to other members of event staff, who behave in an equally robotic fashion. The event becomes less enjoyable for the event staff, which in turn reduces the enjoyment for the attendees. The event manager uses solid project management techniques to make sure that everything happens on time, but timeliness is only a small portion of creating an event that engages clients or prospects and gets people talking. With too much responsibility being taken by the event manager, those responsible for direct interaction with attendees cannot use their own skillset and intuition to adapt to circumstances as they arise. A member of waitstaff wants to engage with attendees at a more meaningful level, but it has been communicated, through clear and functionary directives, that this is just a job, not an opportunity to shine. Had the event manager allowed responsibility to filter down and created an environment where individual team members could use their own initiative to spot opportunities and be proactive in improving the event, the performance of the event would exponentially increase without any additional work having to be done by the event manager. Sadly, in these circumstances, the event manager has confused working hard with creating an effective event.
The sensible allocation of responsibility involves an awareness of where proactivity is useful and an understanding of where it is not. Good event managers should seek to understand the link between effective task allocation, communicating the importance of productivity and bring it together with the recruitment of event staff that have the relevant skillsets.

Promotional Staff and the Formal Event

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Hosting a formal event using a promotional staffing strategy is a challenging balance to get right. Of course, if you manage to achieve it then the results can be superb – the perception of your organisation can be improved, and authenticity of the event can create numerous opportunities for other promotional events and marketing initiatives. However, done poorly, a formal promotional staffing event can appear clumsy, forced and at worst not authentic to your brand. We have all been to events like this where the glamour of the occasion is overshadowed by an overzealous effort to make everything seem luxurious, or fancy. The result is something more akin to a fancy dress party than a formal event. The line, as we have learned, is very thin.

To ensure the success of your formal event, a good first step is to hire promotional talent with the relevant experience. When we supplied promotional talent for a Heineken event attended by numerous celebrities and business leaders, where the brand actually gave way an Aston Martin, we were pedantic about the previous experience of the promotional stuff. Models who don’t have exposure to events where small talk or casual banter is required may have the aforementioned effect – appearing to be forcing their persona, and as a result ruining the overall impression of the evening. If this seems pedantic, keep in mind that people don’t usually make conscious decisions about what they enjoy or didn’t, it’s the small details that make a difference; it may be the food, the music, the other people that were invited or the style of the location itself. It can equally be hospitality staff, promotional talent or those tasked with concierge duties. The impact made by team members in what is often deemed to be, “low impact,” roles can be profound, especially as the blame won’t be apportioned to a particular waiter, or a sub par member of the promotions team, rather it will be the organisation itself and the event that will be tarnished.
Hiring high-calibre talent with a reputation for excellence, proven through formidable resumes should be at the top of every formal event planner’s list. The best formal events are managed to an incredibly pedantic level so that the feeling of luxury, intention and authenticity is palpable when the most important people – your audience – enters the room.
Then it’s showtime, and the team is ready to create an unforgettable experience.

Promotional Staffing Mistakes to Avoid

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With the largest database of promotional staff in North America, It’s fair to say that we have gained enough experience to see promotional staffing mistakes in the making. Whether it’s bad management, a lack of understanding as to what constitutes a good brand ambassador or just plain old laziness, the result is usually the same – a failed campaign, or a damaged reputation. Here are the top three mistakes made when undergoing a promotional staffing campaign and how to avoid them.

1. Hiring “Just Anybody”
Not just anyone can be a brand ambassador, and not just any brand ambassador can do the job you want them to do. Hiring professional staffing talent without understanding their specific skills, is akin to hiring a surgeon without determining which part of the body he knows how to operate on. Before you hire anyone make sure that you get a clear picture for what they will be doing and then ask what experience your potential brand ambassadors have had in this area.
Doesn’t seem important?
If there is any product knowledge required, or if direct communication with the public is necessary, then your reputation is at stake when a promotional model who is not confident with products in your sector stumbles through an explanation. Social media is always quick to pick up on corporate shortcomings, and the public does not differentiate between you and your promotional talent.

2. A Lack of Clear Instructions
Don’t assume anything when it comes to organising a promotional campaign. Human beings like to make assumptions, and common sense is all about perspective. Don’t think that your promotional teams will, “just work it out,” when you fail to give them specifics. They will work it out, but possibly not the way you want them to. It’s up to you to make sure that all the instructions – from start and finish times, to the brand messaging, are communicated in a clear and concise version, preferably across multiple platforms.

3. Practical Outcomes
Like any marketing strategy, promotional campaigns are not the entire solution – they are a part of the recipe. One promotional campaign won’t transform your entire business, but it may give you increased market awareness and offer some interesting market research as well. Perhaps a specific localised demographic can be targeted, or a new product tested. Have an appreciation for the outcomes you want to achieve, and make sure they are realistic, practical and easily measurable.

Planning an Event that Changes Minds

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Creating a powerful event is about more than just having everything go right – it’s about entertainment and something to engage the hearts and minds of those people you are targeting. Often this point is lost after the planning process becomes so robust and so detailed that any imagination or lateral thinking becomes almost impossible as bureaucracy takes over.

This is not a new problem, and event managers will attest to the fact that their creativity becomes stifled when too many people become involved, but the answer is less clear – how do you create a planning process that is detailed and has deadlines in place, and also allows for lateral thinking and imagination when required? After all, the best ideas often don’t come about until the most inconvenient possible time – as anyone who has ever had a great idea in the shower will attest to.
Good event management should also involve adaptability. If someone has an idea that could revolutionise the event, or to create more engagement through changing an element of the plan, surely it is a good idea to make whatever changes are required in order to improve the outcome – but this often isn’t the attitude taken by organisations who passionately defend the status quo, or a plan that was only agreed-upon a few months later, as if it were the founding documents of the organisation.
This defensiveness is not limited to any particular organisation and is a psychological phenomenon common in all humans. This is something online marketers and the creators of infomercials have known and relied upon for years; that one decision precedes another and encouraging humans to make a decision will also psychologically force them to defend it until something occurs which makes that impossible. Like any other form of psychology, this is not an exact science because the human brain is still a mystery, but the theory holds true in a vast majority of cases.
Here is the scenario – a committee within a business sits down to discuss the parameters of an event plan. Present are senior executives, the event planning team and anyone else with a stake in ensuring the event goes well. There will be people in the room who disagree with what a “good,” event is but that’s the point of the committee coming together – to put in place expectations and boundaries within which the event management team can work.
Goals are set and the event management team does the right thing and explains what is possible and impossible, and by the end of the meeting a draft document is compiled which will be finalised and sent through to everyone later that week with a clear plan, including a project management schedule and a list of what everyone is responsible for. It’s at this point that everyone who was involved in the decision-making process now has a psychological responsibility to defend that process, and in doing so defend the plan as their own. Of course, there will be exceptions to this – people who were overruled in the meeting or those who simply like picking a fight for the fun of it, but a majority of the committee will defend the decisions made, and how things should work. After all, they were responsible for its creation.
A few months later, with the event on schedule and the event management team in full swing dealing with contractors, suppliers and internal stakeholders, a new idea gets put forward. A new member to the events team points out a way to make a substantial improvement to the event and to offer attendees a unique and memorable experience, beyond what was already planned. Excited, senior event managers go to the original committee, suggesting that changes be made to the project management schedule and the event be slightly restructured. The major points will still remain the same, but the event management team want to make a few minor tweaks and build in some allowances for the changes that need to be made.
The committee votes down the idea. Counterintuitively, they are essentially making the event less than brilliant, and as a result are limiting its effectiveness. The event will remain the same as it was, which was good, but it could have been great thanks to a unique idea and an opportunity that may not come up again.
The members of the committee are doing what they must to defend the original plan, something they agreed to and fought for. They don’t see it as an improvement, but a change to their strategy, which to them is more important than improving the event. Not because they are narrow minded or don’t want the event to go well – on the contrary, they see change as something that can damage the event and take away from what has already been created.
So how is this overcome? Firstly, avoid the temptation to create the committee in the first place – rather, empower the event management team to make whatever decisions are necessary to achieve specific outcomes. Senior event management staff should be empowered to make decisions without needing to report back to the committee or senior management, at least up to a certain financial amount. Having senior executives in event management is like asking your mechanic to rewire your house – they are capable, but that is not their unique skill set.
Next, if a committee has already been formed, then when approaching them to make changes, explain why the opportunity is unique, and that nobody could have foreseen how this improvement would have come about. Explain to them in other words, that they made great decisions to begin with but now it’s a chance for them to make another great decision on top of that. Don’t let them think that you are changing the plan, it’s simply an improvement to make the event better and this is their chance to get involved with.
Through giving people the opportunity to make another decision for themselves to defend, rather than questioning the original decision, you can put everyone in a position to win, especially attendees at the event.

Astroglide Pride Parade

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June is Gay Pride Month, and regardless of your sexual orientation, the Astroglide Pride Parades in Boston and San Diego are incredible parties/concerts/celebrations. When we were asked to find brand ambassadors who would like to attend, the only problem was narrowing down the options.
Aside from being ridiculous amounts of fun, it’s also an incredibly meaningful event for the gay community specifically, and it was important to us that we honor that and provide the best possible brand ambassadors. Gay pride month may be a party now, but that’s only because of the countless thousands who sacrificed their dignity and freedom to help create a world where who we love doesn’t dictate how we’re treated.
Back to the party
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 The crowds lined the streets, and while you may think you can imagine it – you can’t. The noise was incredible and the cheering the dancing, singing and the feeling of camaraderie between everyone in attendance was palpable.
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 Our team’s job was to hand out Astroglide products to people along the parade route and interact with the crowd. Handing out free stuff, and dancing at a party isn’t a tough gig, but we still like to pretend it’s work.
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 It’s events like this that nobody wants to end, and we received some wonderful feedback from the client, but the comments from our team probably summed it up best.
“I had a blast at the event!”
“Thank you so much for booking me for this event! I had a great time, and everyone was so nice!”

 

Promotional Models with Attitude…or Maybe Not

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Promotional models, like it or not, are the face of your business as far as the public is concerned.

You like it when they present themselves in such a way that is authentic to your brand, and hate it when they miss the mark. Of course, almost all promotional models want to get a job perfect, so the reason for their missing the mark is often a simple misunderstanding. Who was to blame is irrelevant, the more important question to ask is if everyone in your organisation, from the CEO through the rest of the team understands the voice of your brand, and how to best communicate it.
The reason this matters is best communicated through the following story. All names, details and pretty much everything else have been changed to ensure the guilty parties cannot be identified. Apart from us, but we accept our guilt and have learnt a great deal from it!
PUSH Agency was engaged by a regional liquor company (again, not the real industry) to run a promotional campaign in local supermarkets. The idea was that tastings would take place in-store, to introduce the public to the brand, and its unique taste. Our role was to use our database to identify and hire promotional models across multiple states, all who needed to have experience in bartending – which the client thought would get the vibe right. The client, trying to do everything in line with best practice, also created a four-page guideline document, explaining the brand and the product and why it was important that the models behave a certain way.
“Promotional models must behave in a friendly and outgoing fashion. The brand is fearless and unrelenting, fights the status quo and doesn’t care for rules. This event is about getting in the public’s face and empowering them to live their lives differently.”
This document was sent to all promotional models across multiple states as part of their training. The only other information received by the promotional models was a representative of the brand at the location when they arrived, whose job it was to remind them of the ingredients and brewing method, in case they had forgotten.
The client refused our offer to create an online training video, or to assign regional team leaders to direct the event, which was coordinated to occur on the same day. In retrospect, we should have insisted.
The issue was that words can have multiple meanings, depending on how they are interpreted by individuals. There was a second issue, in that without a test run there was no opportunity to analyse the process and review any learnings, but communication was the crucial mistake.
In many locations, the promotional models understood the brief perfectly. They laughed and smiled, had fun and enjoyed their time with the product. They casually handed out the tiny samples, making jokes about drinking when you should be shopping and generally putting a smile on people’s faces. Some supermarket managers gave wonderful feedback on how the promotion lifted the energy in their stores.
In some locations, however, the brief was missed entirely. Promotional models took the branding document far too literally, and became almost aggressive in their approach, their version of, “getting in people’s faces.” Others became overly flirtatious, and others took rule breaking to a whole new level. In one cringeworthy occurrence, a promotional model actually ended up in an argument with a store manager as to where she was allowed to stand.
None of these models were trying to do anything apart from a spectacular job. They had taken the brand to heart and were doing what they felt was demonstrative of the organisation that was employing them. Many were delighted with the outcome and felt they had nailed the brief, lived the brand, and done themselves proud.
During the debrief and after interviewing the promotional models it became painfully apparent where everyone had gone wrong. Luckily, the fallout wasn’t terrible, and we were able to recreate the event with more checks and balances in place, including a far more robust training process and brand communication schedule. This time, it included visuals and more operational directions, rather than brand marketing speak.
Promotional models are often highly creative and committed to the work they are doing. As a result, it’s up to us, and you the client, to make sure they understand clearly what they are supposed to do – and not just what we think they should know.

Event Staff Strategies – Making Sure Your Special Event is Perfect

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As an event staffing agency, we are often faced with not being able to assist potential clients. As with any business, if the budget doesn’t allow for our assistance, or we cannot fulfil all obligations then we will be honest in our assessment, and try to offer our advice, in the hope that we may be able to assist in the future. The types of advice we offer to clients who can’t afford us yet, or who we can’t assist for whatever reason as an event staffing agency are broad but usually fall into one of the following two categories:

Finding the Right Event Staff

How to identify and attract event staff that will complement the event, and not put it in danger of failure is one of the crucial skills and the reason we exist as an organisation. Event staffing agency best practice is one of combining art with science, and a lot of hard work. However, there are a few things you can do to give you the best chance of finding event staff that could make all the difference, and making sure your event goes off without a hitch.

– Look for Attitude First, and then Expertise.

Hire people who are eager to take part in your event, and who present as having the right personal attributes. Find people who are teachable, will listen to instruction, and who will be in the right place at the right time. Skills can be taught; attitude cannot. One caveat to this, if you have a highly technical product or a technically demanding skill set requirement, then obviously disregard this to a logical extent.

– Resist the Temptation to Fill the Required Roles Quickly

This is especially important if you have a number of roles to fill. Large events require a lot of event staff, and the temptation is often to simply get a lot of people in a room and offer them jobs – after all, it’s just an event right?
An event staffing agency that is effective will interview every single person, or at least have a structure in place to determine whether they are suitable or not. We use the largest database of promotional talent in North America, and drill down on core attributes and skill sets depending on our client. For a business who is doing it on their own, it may be more practical to conduct an online test or a telephone screen. Perhaps if it is a local event, bring groups of people into your offices, and offer a group briefing, followed by individual testing or interviews. When completed in a structured manner, these can be done with great effectiveness and in a short period of time. For a national event in many locations, talk to PUSH.

Run a Good Event

– Make Sure Everything is Intentional

Have you ever been to an event, either put on by an event staffing agency or not, and been impressed with how smooth and structured everything was? The event ran on time, and the room seemed unusually professional in the way it was presented. Staff were effective, and you felt compelled to go where you were told.
This is the difference between an intentional event and a reactive one. Before an intentional event, the event manager will usually have incredibly pedantic requirements about the way things are supposed to work. They will ask that seating is perfectly lined up, and will triple and double check to make sure this is the case. If there are notepads and pens on chairs or tables, they will be presented in exactly the same way for each setting. Timings will be rehearsed and non-negotiable, and any adjustments that need to be made will only happen if noted on the official run sheet. Everyone dealing with this event manager will likely become agitated and mystified as to why they are so finicky about minor details.
It’s because minor details are the reason events are perfect, or just good.
Intentional events leave nothing to chance because a good event manager knows that things will go wrong, but through being pedantic they can minimise the chances of it happening too many times. An event manager who is, ” walking the room,” to make sure everything is perfect before an event starts is reducing the chance of variables, not trying to make other staff member’s lives difficult… although that is usually the result.
Reactive event managers are a nightmare for an event staffing agency because they assume everything will go well and as a result things are overlooked, and mistakes are made. In an event, mistakes are made before the event starts, and only realised once they have happened. Average event managers justify these failings through shrugging their shoulders and pointing out that it could happen to anyone… I mean, who could have seen this coming?

A good event manager.

So preferably hire PUSH for your next event, but if that’s not possible, then you can take on the mantle of the event staffing agency, and produce something wonderful.

Event Staffing Solutions for a Special Event That Gets Results

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When it comes to event staffing, we have been around the block once or twice. From working with household names to international businesses and plucky local start-ups, we have seen it all. Product launches for a shoestring technology business, samplings at local supermarkets, brand launches to give away cars, concerts and movie premiers. We’re probably in a position to claim a certain level of expertise.

We have gathered staffing expertise in so many broad categories that we could write a blog on each one – and sometimes we do. When someone asked us for a team of bartenders to staff their bar for a 1920’s style product release for 1000 people, we knew that someone who knows how to pour a beer and a vodka lime and tonic, isn’t going to be good enough. We look at what’s expected, and find staff that can get the job done, by defining the job in the first place.
Can you pour an Old-Fashioned? What are the ingredients? What sort of garnish would you use?
What about a Cosmopolitan?
How do you handle a busy cash bar?
What do you say to a drunk patron?
These are just a few of the questions that bartending staff who know what they’re doing will be able to answer easily.
This is just one example of how event staffing can be done well, and it’s an opportunity – if missed or underestimated – to do it poorly. Finding someone who fits a general overview of the role, isn’t the same as finding a team of staff that can get the job done brilliantly.
Perhaps wait staff are the most underestimated.
Aside from having to know how to carry plates (far more complicated than you think) wait staff also need to be able to explain various dishes and interact with the public. Even at a cocktail function, when walking around with a tray of food a good waiter or waitress should be able to explain exactly what they are holding, and how it was made. They should also be able to handle questions like, “is this salty?”
“This hasn’t got gluten in it does it?”
“I’m allergic to peanuts, was this cooked near peanuts?”
Promotional staff are often the reason that an event fails to deliver at optimum levels. We discovered the gap in staffing early on, with a lack of product knowledge, or experience in the specific event usually being the reason for less than stellar results. The staff weren’t to blame, and the client certainly wasn’t – we needed to hold ourselves to a higher standard. So we began increasing the number of requirements we had for special events, from increasing product knowledge requirements to an appreciation of the intricacies of a client’s business. We put planning processes in place and had staff go through a testing protocol to ensure everyone was up to standard.
Security and valet services are another event staffing area that is often underestimated, because security guards are licensed and valets are experienced. However, with both, an understanding by the staff of the expectations involved is critical. Have security staff worked in a, “hands off,” fashion before? Meaning, are the staff experienced in negotiating an elegant removal of a guest from a location, without creating a fuss? At a black-tie function when a guest becomes intoxicated, and it is the host’s legal responsibility to remove them from the premises, a good security guard is worth their weight in gold. Likewise, the valet who has to collect a car urgently due to a guest having an emergency, and manages to do so without an issue can create a feeling of gratitude in that guest, which echoes through to the host.
Special event staffing is a discipline reliant on knowledge, and a commitment to top performance. Event staff at PUSH Agency are held to a high level of performance, and we hold ourselves to that level also. Staff are the reason that events succeed and fail, and event staffing, when looked at in this fashion, becomes crucial, especially when you consider how much money is being invested in the event, by a business that expects results.

Event Staff are Superheroes

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Event staff are often the unsung heroes of the event planning and management business. sure, they only appear once the event is ready to start, and plenty of people have been working hard to make sure the whole thing goes off without a hitch, but what happens next is the most important part of the whole thing.

Don’t get me wrong; there are plenty of average event staff who show up, go through the motions and then go home. But I’m talking about the event staff that make a difference – those who pour their heart and soul into the event, and as a result, contribute more than just their presence.
Before the event itself, the event planner and event management team have created something that will add significant value to the business. They’ve put together a schedule, worked with suppliers and overcome more adversity than the average person should have to. This includes smiling politely when senior management asks, “how are things going?” in that tone of voice that insinuates event planning is about the same skill-set as party planning for a three-year-old’s birthday party. And now comes the most stressful part of all – the event itself.
At PUSH, our team aims to be a contributor to the event, not another problem for the event planner to deal with. The goal is to understand the flow of the event and minimize any distractions from the core outcomes. Our team will introduce themselves when they arrive, and ask if there are any last-minute changes to the event schedule. Team leaders will work with other event staff to make sure there are no slip-ups, and all team members will be communicated with – without the event team having to speak to every individual, and explain every change, and then re-explain it for those who didn’t quite get it.
We know how important this is, because we’ve done this so many times before. Honestly, we have learned from our mistakes and know that event staff are crucial to creating an event that matters, but can also be the reason an event is unduly stressful or doesn’t maintain focus on the core business outcomes. We have seen event staff that don’t reflect the client’s brand, or appear disinterested. While this is terrible, at least it can be explained but what can’t be, are event staff that don’t do what they are supposed to do, either through being ineffective or through a lack of communication.
That’s where we come in.
Event staff rely on an open flow of communication to know what to do next. In complex events, we have multilayered teams that have senior event staff ensuring that everything gets done, and that any communication from the event management team is clearly communicated, and managed effectively. We know that every member of the PUSH event staff is a reflection on our business, and yours. We work hard to make sure that our event staff are the best in the business, not only because they are passionate about what they do, but because they have the systems around them to support them in achieving great results for everyone.

Modeling Agencies and Promotional Talent Businesses Come of Age

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Modeling agencies and talent management businesses have changed a lot since the industry was first created. While most industries can blame their evolution on economic shifts, and technological changes, modelling and promotional talent management has remained relatively static, for one simple fact – the product hasn’t changed.

In other industries, there have been significant or limited changes to the product or means of distribution. Even seemingly slow-moving businesses such as fresh produce sales has been revolutionized through advanced distribution methods and automated ordering systems. Far more obvious is the impact that has been made in industries that have experienced a complete overhaul of their product, such as the music industry and book publishers. Modelling agencies and promotional talent businesses, on the other hand, have not experienced anything quite so significant. Hiring humans to promote a product is arguably the most effective and direct means of engagement, but humans are the same as they have been for countless centuries. Additionally, there have been no significant improvements in how to send humans from one place to another, as Star Trek style transportation systems have not yet been invented. This has meant that modelling businesses have, from the outside, remained almost exactly the same as they have been for decades. Sure, there have been some changes including more effective communication methods – or at least more communication methods – like text messaging, email and social media, but generally speaking the product and the means of delivering the product have been limited by the disappointing lack of robotic humanoids and a frustrating shortfall of flying cars.
So where is the significant change?
While other industries have been focusing their communication improvements on technology, people-based industries such as recruitment agencies, promotional modelling businesses and modelling agencies have gone in completely the opposite direction. Focusing on increasing traditional communication, and using technology to empower that type of communication.
At PUSH Agency, we have the largest database of promotional talent in North America. We have built that up as a result of hard work and patient development, and are proud to be leading the industry. However, we have had to be more flexible than we thought in terms of the types of communication we have with the talent we rely on as a business. It wasn’t long ago that everyone thought we would simply be communicating via text, and that traditional phone calls would go by the wayside. We found that to be true…except when it isn’t. Blanket rules don’t apply when you are dealing with a significant cross-section of the population. We have talent who are from a wide range of social groups, varied ages and locations. Even within each of those demographics, we can’t determine exactly how a certain subgroup will respond to a specific type of communication. This means that if we are only communicating in one way, then we are inhibiting our ability to use our entire database effectively because even if there are a small amount of people who don’t respond well to a certain type of communication – text messaging for example– then we, if only using text messaging, cannot effectively engage with those people. In other words, if we only email our database, there will always be a percentage of our database that will never respond.
So, we have had to become not more specific in our communication but far broader and more flexible. As technology has evolved, we have had to embrace every part of it because the value we add to our clients is access to the best promotional talent in the country, and we need to make sure we are accessing it to the best of our ability. So, we have become a cutting-edge, old school, high-tech, phone-based business. We have an in-house development team who created an incredibly complex database and engagement platform, and who continues to improve it every day. And we have phones – actual phones that are plugged into the wall – that we use when needs be.
As an example (and this will serve to give nightmares to those of you who enjoy a steady and monotonous work day) many of our engagements are in regional areas, where there isn’t a significant amount of promotional talent but where some of our clients have a steady base of customers, and an opportunity to expand that base through promotional activities. We almost always have a good amount of PUSH Agency talent in the area, but when the event is of a significant enough size, we must sometimes rely on and uncomfortably high percentage of those people. Our fancy database is designed to pair with our project management tool, and as a result we can see potential staff shortfalls before they occur. If this should happen, it’s our job to find a way to fill the gaps and put contingency plans in place should people pull out at the last minute. Our team then jumps on the phone to anyone who hasn’t responded, or to those who were uncertain as to their availability. We then ask our promotional talent who have accepted the job if they know anyone, have any friends, or of heard of anyone who is with other modelling agencies who may be interested in the event. Then, we ask everyone to put a shout out on all their social media channels, and we do the same. In addition, we also email blast neighboring areas from our database, and text message anyone who has potential to be in the area. Modelling agencies used to make a phone call, book the talent and then get on with the rest of their lives. Now, it’s our job to make sure we can live up to the highest of expectations, and deliver the best possible talent no matter where they are, or how they communicate. Our database gives us the opportunity to deliver what other modelling agencies and promotional businesses cannot – exceptional talent we already know. But it’s always important to have a fallback position, and our ethos is that we do whatever it takes to make sure events and promotions go off without a hitch, with the best talent, and service so good that no client could expect it.