Case Studies

Increase Profitability

Increased profitability for a non-profit organization allows that organization to build reserves and be prepared for down turns in the economy and grow current programs or build new programs to benefit members.

An association came to us for meeting planning services, after leaving their previous service provider. Their pain points were a lack of communication around financials related to their conference and finding out post event they were over budget.

Increased Attendance: By 35% from 2017 to 2019

Shortened AR timing: Lowered the time to close accounts receivable from 6 months post event to 60 days post event!

Food & Beverage: We educated the client more on different food & beverage options that still provided a great presentation to their membership and lowered their costs. Having great relationships with our service partners allows us to work together on menu's that are easy to serve, present well, and take advantage of seasonal foods which lower costs.

Audio & Visual: We were able to structure their program in a different way that allowed us to reuse more of the equipment and staffing to lower the costs.

Special Rates: By BTF managing the room blocks, we were strategic in assigning staff, board, and VIPs at various hotels to maximize the concessions that were provided; including comp nights, staff rates and other discounts. These credits and discounts accounted for an additional $14,000 in savings.

Commission: BTF is able to receive a commission for each room night booked by an attendee. Most of our clients ask us to do this on their behalf and use this to offset service costs. This revenue offset was between $90-100k. Every commission we receive is stated in the contract which the client signs - we believe in transparency and full disclosure.

Rebates: Many times, an organization utilizing a convention center, can receive a rebate from the hotel for each room night booked by an attendee to offset meeting space costs. By securing this concession for our client, they increased their annual revenue by over $50,000.

Corporate Sponsorship

Issue: In 1992 we discussed management with an association that was unsure how they could pay for professional management services. They were volunteer run and needed additional resources.

Solution: We reviewed their needs and mission and found that there was a great opportunity to get their affiliates or corporate members more involved in the growth of the association, bring much needed products to their individual members and help the affiliates gain the exposure they wanted. We contacted the main exhibitors and affiliate members to discuss their corporate needs and how we could match that with the association’s vision and mission. With this insight we developed a multi-tier comprehensive sponsorship program offering value 365 days a year not solely at the annual convention. Additionally the sponsors must make a three year commitment which secures the association’s cash flow. In the first year the association’s income from the sponsorship program was equal to our management fee and now in 2020 brings to the association $900,000 in non-dues revenue. This program has been so successful we have 40% of our affiliate members participating at some level of sponsorship in addition to their membership dues and exhibit space.

Program Restructure & Growth of Operational Reserves

The organization was running with minimal growth for numerous years and had no operational reserve to fall back on in case of a bad year.

Solution: We lead the board through a program evaluation to determine which programs were providing the members the most value and to determine where the organizations resources were allocated. During this process we illustrated that by condensing their spring and fall conference into an annual educational event we would be able increase or concentrate our resources on one event and take advantage of lowering our fixed costs to increase our return on investment. The chart below tracks the organizations equity.

Certification / Membership Retention

Issue: The first years this client was with BTF for management was in mid-certification cycle. During the first complete year (2001) for re-certification the organization had re-certification rate of only 73%, showing a decline in the maintenance of certified members.

Solution: Over the past 20 years we have focused on growth and maintenance of the certification program. We have completed six re-certification cycles, worked with the organizations leadership to revise the certification exam twice, revised the code of ethics once, and planned and executed 23 conferences.

In addition to maintaining the certification through application and CEU tracking/processing, we have developed and continue to support the marketing program to promote the credibility of the credential and the importance of upholding the organization’s standards and code of ethics. We have worked with the leadership to develop and publish a brochure on the importance of the credential that members can order as a supplement to their own marketing materials, as well as having worked with volunteers/leaders on industry white papers. Marketing efforts have also included concentration on the recruitment of students and market expansion into Canada.

Through our administrative and marketing support, current re-certification and or retention rate has increased and is now being maintained between 88 – 91%.