Vector of a large group of diverse people from different country standing on a world map

Goodwill efforts, global audiences, information hubs, audio and… wine? What we’ll try to keep

“We struggled with our education offerings,” Scott Stuart, CEO of the Turnaround Management Association, recalled recently from the early days of the pandemic. “So we formed a subcommittee, and they [developed] 24 webinar opportunities for members between March and September. It was a pivot for our visibility [and a huge success], and now it’s a staple for our education. Crisis brings clarity.”

Crisis also bring innovation. Last week, The Washington Post published a story for their Outlook section titled What We’ll Keep. “The pandemic made us change our lives. Here are 11 ways we won’t change back.” Those ways include soft pants, spending time with pets, online ordering at in-person restaurants, appreciating essential workers, spending time outdoors, telecommuting and better home cooking.

Stuart, who will be a keynote speaker at our upcoming Reset, Reinvent, Revenue 2021 virtual event, June 16-17, gave a perfect example of an initiative that will be kept well after the crisis recedes. (Denise Burrell-Stinson, head of WP Creative Team in the Creative Group at The Washington Post, is the other keynote.) Here are a few other probable “keepsakes,” with the best saved for last.

Keep global audiences. Stuart also spoke about their new global audience. “We have had a value proposition—with our 54 chapters and more than 10,000 global members—that as a member you can avail yourself of any program that a chapter has at the member rate,” he said. “I’ve been hammering at that for a while. In the virtual atmosphere, people saw it, and it became a reality. So a member from a chapter in the UK and one in Toronto [will now attend each other’s events]. When people see that global reality, it gives them pride about the association. They now see the value of the greater organization that they’re a part of. And that pride cascades to everyone in the organization.” Welcoming a global audience for virtual events will continue. Said Orson Francescone, head of the Financial Times’ FT Live: “[In 2019] we had 24,000 delegates at our conferences. [In 2020] with 223 online events—that’s webinars, conferences and award shows—we’ve had 160,000 ‘digital delegates.’ So suddenly those numbers are kind of blowing our model out of the water…”

Build more hubs. Coronavirus news hubs brought large new audiences to publishers. “We knew commercial impact was ripe for impact from this… and we knew this was something we had to address quickly,” said Kathryn Hamilton, vice president for marketing and communication at NAIOP (the Commercial Real Estate Development Association). “From a communications perspective, my biggest takeaway [from an initial call with our leaders] was that we… needed to create a microsite where all this content could be easily found. Thus the COVID-19 site was born and visited, again and again.” Does the idea of a hub for expanded coverage only have to be around COVID? A temporary hub on another vital topic could work well for your industry niche.

Earn goodwill. We like uplifting stories, so why stop when the pandemic ends? “We know that a lot of our members are doing good things,” Hamilton said last year, mentioning Delta airlines relocating a work site in less than 48 hours to accommodate workers. “So we’ve invited our members to share their good works with us.” Alicia Evanko Lewis of Northstar Travel Group told us that she created a Silver Lining Social campaign that engaged industry members to share their positive stories amidst the upheaval. It has been a huge success. Marlene Hendrickson, senior director, publishing and marketing, American Staffing Association, suggested lifting your log-in requirements for your COVID resources. There might be other important events—good and bad—that come up where easy access could enable good feelings,

Offer more audio. Text to audio has accelerated during the crisis. Dutch news website The Correspondent recently launched a new audio app for members. “We were a text-based site mostly, and our members asked us if we could also provide audio, because it’s easier to combine it with different activities like traveling or working out,” CEO Ernst-Jan Pfauth said. “We figured, well, it’s not our mission to provide text. It’s our mission to be a daily antidote to the news grind, to give an insight into how the world works. The medium isn’t that important, so if voice works better, let’s introduce that.”

Commit to more digital resources. While print is still important for most associations, the last 12 months has required a bigger commitment to digital. “We had to make sure that [our members] were aware that their print issues were being reduced, but at the same time, they weren’t really losing anything from their membership,” said Nicole Racadag, managing editor at the American College of Radiology. “Instead this whole digital publishing model was going to be a value-add for them. They were going to get more content more frequently. We worked with the marketing team to make sure our table of contents was being sent to all members so that way they knew they could access the content online, even though the main June issues, for example, were not going to be printed. Our early web statistics show that users were going to acr.org/bulletin to browse content.” The potential here is enormous.

Double down on content. When the pandemic hit, Morning Brew launched a guide telling readers how best to work from home. It quickly became a pop-up, three-days-a-week newsletter, The Essentials, with tips on how to be active, healthy and happy during quarantine.” It attracted more than 75,000 subscribers in the first three days. In November, after 80+ issues of The Essentials, the newsletter got a makeover to become Sidekick. Looks like it’s still going strong. “Another example of our mission and how we’re being a resource to readers…,” said Alex Lieberman, CEO and co-founder. “We are thinking differently about the media landscape.”

Use sommeliers. One of the most reliable moving parts of virtual conferences is wine tastings. It seemed to check a lot of boxes for the last year: networking, joy, learning, diversity. So why stop? In-person events can easily kick off a networking happy hour with a 20-minute talk from a local sommelier about what we might be drinking tonight. For hybrid events, could be a way to give both audiences a similar experience and would be nice to have her or him around as a resource.

DeniseBurrellStinson 1

As keynotes for Reset, Reinvent, Revenue 2021, Burrell-Stinson and Stuart will share their crisis learnings

For the two keynote speakers for Reset, Reinvent, Revenue 2021, June 16-17, the clear common denominator is how much each of them learned during the pandemic and can apply now to make her or his organization better.

Denise Burrell-Stinson, head of WP Creative Team in the Creative Group at The Washington Post, and Scott Stuart, CEO, Turnaround Management Association, both emanate excitement for the opportunity to impart their wisdom to the association publication professional audience.

“One of the things we learned at the Post in 2020 is that there’s still an appetite for marketing content,” Burrell-Stinson said. “But it had to be done a specific way. One of the ways that we were able to get through that time and 2020 was by being in constant conversation with our audience. ‘What’s the best way to reach you? What’s the type of messaging that you want to know about? What do you believe has value?’

“They were like, ‘You know what, we still want to know about brands, but only if they’re helping people. We want to know that the brands that you’re working with have a POV on social justice.’ They want gender equity and racial parity all the way across the organization.”

For Stuart, a light went on about the way they were reaching out to members. “I learned more about human behavior in the last year than I ever put thought to,” he said. “Most people in the world are introverted extraverts… We learned in the virtual environment that we need to be more focused on that personality attribute.”

Basically, he said that few of us are comfortable walking into a room of 500 just knowing a few people. The virtual environment has given those people a kind of pass and comfort level to pursue more of what associations offer. We need to continue to give them that pathway.

“We have had a value proposition—with our 54 chapters and more than 10,000 global members—that as a member you can avail yourself of any program that a chapter has at the member rate,” Stuart said. “I’ve been hammering at that for a while. In the virtual atmosphere, people saw it, and it became a reality. So a member from a chapter in the UK and one in Toronto [will now attend each other’s events]. When people see that global reality, it gives them pride about the association. They now see the value of the greater organization that they’re a part of. And that pride cascades to everyone in the organization.”

Burrell-Stinson also believes in that pride and how that transcends internally as well to staff. “No one should ever feel that their sphere of influence is too small to make change,” she said. “If you’re working for a platform, a content creator, a digital magazine, the everyday results of your job are a contribution that ladders up to what the overall goals are.” Even in her days of fact-checking, she felt she was making a big contribution to the publication.

They both also mentioned the importance of creativity, not the first characteristic you think of for CEOs and brand marketers. “We’re looking to see how our creativity and ideas and how we reach audiences can be a driver of revenue,” Burrell-Stinson said. “When that’s done well, it’s a good marriage of business and creativity. We used to think that they have to live very separately, The person who was the creative mind was not the business mind, and the person who was the business mind could not be counted on to be creative. I’ve found that as absolutely not true. Everyone can embrace [those two attributes].”

Asked how the Turnaround Management Association was able to pivot so well to put on a successful virtual event, Stuart simply said, “Creativity. We know that a certain percentage will come [to an event] for education. We also know that people are Zoomed out.” They also want to have some fun; they’re used to going to Las Vegas for a TMA event.

“How can I give them a feeling that they’re not just stuck on Zoom,” Stuart asked. “We created 24 [short, interactive] sessions on industry topics, built a networking room, covered DEI. We had Colonel [Robert J.] Darling who was in a bunker with Dick Cheney on 9/11. We added a casino experience and dueling pianos, had an illustrator doing drawings while sessions were going on.

“We created variety and”—Stuart slowed down here to accentuate—“actionable optionality. [We brought] you as close to in-person networking as you could ever imagine. Sponsors saw they got value out of it. The only downside was that because people expected the ‘same old,’ it caused us to market louder to get the message out. But once people saw it, they were our great evangelizers.”

That’s something all of us strive for. How much better is it when someone else talks you up, especially a member? That connection to the audience is something Burrell-Stinson came back to time and again during her interview. Before reaching out, she said it’s important—especially during these times—for staff to feel aligned with the organization’s message.

During the early stages of the pandemic, “I was one of those people showing up and asking, ‘What is my job right now?’ I can’t sit here selling. I really wanted to know that I felt right about what my job was.” Fortunately, the Post felt the same. “Let’s talk to our audience and see what they need right now,” she said.

“We did this deep, intentional engaging of the audience. ‘Tell us what it is you need to know. Tell us what’s helpful. Tell us what’s respectful. Tell us what empowers you.’ And they did. And when we listened to the audience we had our North Star. They told us what was going to work. When we had that information, we were actually able to take it to brands and say we’ve heard from this audience, they’re vocal, they’re smart and let’s do more than just market to them. Let’s really engage them on their terms.”

You will want to engage with Burrell-Stinson and Stuart on June 16-17 and hear more of what we can take out of the pandemic to help our organizations to Reset, Reinvent (and grow) Revenue.

AIN

How a Small Publisher Used First-Party Data To Scale Its Reach 50x

Last month Penske Media, which owns Hollywood Reporter, Billboard and Vibe, announced a new data services division called Atlas Data Studio that creates first-party data segments for marketers to target ads to specific customers.

Unlike third-party data, which is information collected by an entity that does not have a direct relationship with the user, first-party data is information collected directly from your customers. The Atlas Studio takes data points like subscriptions, membership data and virtual event sign-ups to develop information around known users.

The tidal wave of data privacy regulation (CASL, GDPR, California Data Privacy and a slew of others) combined with major tech platforms like Apple and Google abandoning third-party cookies lead many to predict the decline of third-party data and power coming back to publishers who can use that first-party data to sell high-value audiences and scale their reach beyond their own websites and communities.

While Penske joins a list of heavy hitters such as The New York TimesThe Washington PostForbes and Bloomberg in building out first-party data solutions, the opportunity is open to publishers of all sizes, provided they make the not-insurmountable investment in a tech stack that both organizes the data and makes it actionable.

“With the demise of the third-party cookie, resources are going to shrivel up and disappear,” says AnnMarie Wills, CEO and president at first-party data specialists Leverage Lab. “Organizations with deep, rich, organized and accessible first-party data will be in the catbird’s seat.”

Not Just Retargeting
Legal publisher ALM in 2019 introduced Audience First, an advertising platform that targets decision makers and influencers through first-party data and self-reported demographic data. They then use advanced ad technology to drive those messages to audience segments on both ALM channels and beyond, including social media and other websites.

ALM is quick to point out that this is different from retargeting. “Retargeting allows for an anonymous user to be followed based on cookies,’” says Matt Weiner, president of marketing services at ALM. “If I am identifying a specific individual and targeting that individual, you can see where the value starts to increase.”

How Aviation International News Scaled Its Reach 50X
Scale has always been a challenge for B2B media, which typically serves high value but niche audiences. Today’s digitally-focused marketers are demanding both scale and ROI without any wasted spending.

“First-party data is not new for B2B publishers,” says David Leach, COO of Aviation International News (AIN), which covers the aviation sector. “We’ve always tracked subscriptions and demographics with our print product. That is the same first-party data that we’re talking today but the tech stack and complexity have changed.”

With a traditional mix of print, websites and newsletters, AIN faces similar challenges to much of the B2B industry when it comes to serving digital marketers looking for reach and ROI.

“We could offer print but that includes many of the demographics they aren’t interested in specifically, and the ROI is difficult to show,” says Leach. “We could offer digital display or newsletter placement, and there is some demonstrable ROI but still a lot of unknown traffic. We could isolate our audience in CRM and target with direct email, but that could burn out our list. We could target content on our website but doing that at scale doesn’t work—it cuts our traffic and inventory too thin.”

Despite knowing more about its audience than ever before, AIN’s ability to productize this information at scale—the key part—was limited.

To jump that hurdle, AIN realized it needed to add a Customer Data Platform to the mix. Guided by Leverage Lab, AIN tapped Lytics as its CDP to an integrated tech stack that included HubSpot as digital CRM and Computer Fulfillment as print CRM.

“This brings together all our siloes of data,” says Leach. “Now what we can do is track that behavior pattern in our CRM—we have opens and clicks but also website behaviors like white paper downloads and webinar sign ups. It gives a much more robust look at our audience and brings all behaviors and activities into one profile.”

If AIN sold an advertiser on the magazines, it could target 5,600 names. With the addition of behavioral interest data, third-party lists and another 4,300 names from its other media brands, AIN can now offer a targeted audience on its own properties of more than 15,000.

AIN can then target its own readers and lookalike demographics with offsite display advertising on other websites and social media channels and drive those eyeballs back to its own brands. “We can increase our inventory by 50 times in terms of what we can offer a client,” says Leach.

Selling Audience, Not Product
AIN has shifted to selling audience, not just selling product. “That can be a hard thing for our sales staff to get their heads around but it’s incredibly powerful, especially with what marketers are asking for,” says Leach.  “This allows us to target audience at scale. In the old days, our ability to reach this audience on our own channels at scale would have been nearly impossible.”

Like ALM, Leach stresses that this approach is not retargeting or programmatic advertising.

“These are folks that we’ve identified with first-party data that we’ve collected forever—they’re a pilot for this company, flying out of this location, flying this type of aircraft and one day they might be interested in retrofitting that aircraft with a $500,000 avionics overhaul,” he adds.  “That’s who our advertisers want to reach. We’re just starting on this journey, but the results so far are very encouraging. Some of our clients are all about this while others are still doing all print. Either way, it’s still a great story to tell.”

Informa Markets

3 Ways B2B Giant Informa is Reinventing Lead Gen

With more than 500 trade shows and exhibitions that in a typical year generate more than 60 percent of its total revenue, few companies have borne the brunt of COVID-19’s impact on events more than Informa.

But the way forward is turning crisis into opportunity and Informa is aggressively creating new businesses out of its existing events model and the enormous cache of audience data those events create.

At our recent Business Information and Media Summit, Informa Markets chief digital officer Jason Brown, who leads a newly created group called Informa Markets DNA, showed how the company is finding new revenue by leveraging event audience data into a new take on lead gen that not only creates revenue in the interim but promises to elevate the value of Informa’s live events when they return (replays of that session are available in the BIMS archive and AM&P Network members can reach out to me at mkinsman@siia.net for a link).

“We were hit hard with corona, but on the back of that, we’re working hard to look at alternative ways we can generate revenue from a similar mix of audience,” says Brown. “We’re not seeking to replicate what a show would do but instead offer year-round engagement with buyers and sellers which will mold itself to physical trade shows when they come back over the next 12 months.”

Three-Part Combo: Online Marketplaces, Authenticated Data and Audience Extension

Informa’s new approach leverages three components—Online Marketplaces, Authenticated Data and Audience Extension—that work together to generate data, convert that data into highly detailed and actionable intelligence and ultimately leverage that intelligence and Informa’s scale in connecting buyers and sellers across its own properties and beyond.

Online Marketplaces are enhanced versions of the show directories that Informa produces for its live events. Customers can use the online marketplaces to search products and suppliers, discover new products via a recommendation engine, make connections, create a virtual “walking” or favorites list and register for other Informa physical and virtual events.

“We let attendees figure out what they want to do,” says Brown. “It’s not about driving traffic to physical shows but creating engagement for 52 weeks a year. We’re allowing buyers and sellers to connect now without the ultimate destination of a physical trade show.”

The online marketplaces also provide Informa with “zero party data” where users offer direct insight into their interests through their use of the marketplaces, which helps Informa create the next component—Authenticated Data.

Identity and Buying Intent

If the top of the buyer funnel is about generating awareness, the bottom of the funnel is about decision and action. Informa is offering its customers authenticated data that shows not only who a lead is but also their buying intent.

“We take our first party data, the third-party data that we can buy or borrow and the zero-party data given to us by visitors and our audience when they are specifically after something and combine that information together to create something called authenticated data,” says Brown.

Getting the data right is the most important part. Informa aggregates its full spectrum of audience data into a data lake, including event registrations, online behavior and third-party data from services such as Bombora. Informa then uses that information to build a picture of a user and create an intent score.

“If we do all of that correctly, our gray cloud of a data lake becomes a green cloud of known buyer status,” says Brown. “That’s where we can say who our buyer is and where they are in the funnel.”

“Right Person, Right Time, Right Message”

Audience extension—reaching customers not only on your own branded properties but beyond—is something Informa and other publishers have been doing for years (and it’s why social platforms have become such an existential threat to publishers). But the addition of highly targeted, highly accurate data makes Informa’s audience extension efforts even more powerful.

“We ask our clients what kind of customer they are looking for, then we work with several third-party companies to find that lookalike audience and present a marketing message,” says Brown.

This is something Informa has seen success with particularly in the ag vertical, where it runs events such as the Farm Progress Show. “We can take a farmer, find hundreds of thousands of other farmers just like them, find whatever device they are on and target them with a message,” says Brown. “Right person, right time, right message.”

“Giving You the Needle, Not the Haystack”

And while audience extension is about scale and Informa still sells many traditional lead gen projects (including CRM feeds, webinar series, email promotion, programmatic remarketing, geo fencing and market intelligence reports), providing access to qualified buyers is the ultimate goal.

“We don’t want to give you access to 9,000 people; we want to give you access to 12,” says Brown. “Customers say, ‘don’t give us the haystack, give us the needle inside it.’ If you do a webinar today, you might get between 200-500 attendees and that’s great, but you’re not sure how qualified they are. Here, we are talking about creating a qualified buyer and then working with clients to create a webinar for 20 people, but a very distilled audience of 20 people who have shared with us their intent.”

Changing the Ways Leads Are Sold

Traditionally, publishers sell a sponsor on a content-driven program such as a webinar, then hand over the audience list to that sponsor. That’s a risky and outdated approach for both publishers and sponsors, according to Brown.

“The current model in many places of giving away the crown jewels of our data is not a good business model,” says Brown. “The danger in handing over those leads is that they can be abused quickly. Files also start aging from day one—and not like fine wine but like moldy cheese. As soon as you hand it over to someone, their journey in that buyer funnel may have changed the next day.”

Informa is moving away from selling leads as part of a one-off sponsorship and instead offering an annual subscription, which includes,

  • continuous access to fresh data
  • ability to count, segment and modify criteria for best data selection
  • intent scoring
  • ability to create a sales pipeline that feeds directly into the customer’s CRM

Informa also enables subscribers to Bring You Own Data, in which customers can give the publisher their data and Informa will cleanse it, authenticate it and attach an intent score for the customer’s own audience.

“Instead of bundling and packaging programs, this is an annual program that you can subscribe to and we can present different layers and opportunities to you,” says Brown.

Not for Everyone

It’s an approach that requires a skillset and an infrastructure that not everyone—including both publishers and advertisers—can take advantage of. Informa has developed a criteria for assessing markets and clients that could benefit, which include,

  • an active digital market
  • a sophisticated digital sales team on the client side
  • market pricing
  • a client with existing audience data

“The markets need to be fairly advanced. We look at whether they are buying on social, on Google, how much are they spending with us and can we convert what they are spending elsewhere,” says Brown. “We’re not selling Webinars, we’re selling access to data. We need to work with really smart digital salespeople who we can train to cross-sell access to data.”

‘We Will Never Do a Virtual Event’ – Why Winsight Is Doubling Down on Sponsored Communities in 2021

Events are big business for Winsight, which pre-COVID 19 produced nearly 50 trade shows and conferences (including the 40,000-person National Restaurant Association Show).

However, unlike many of its peers in B2B media, Winsight has not jumped on the virtual event bandwagon. “We will never do a virtual event,” says Amanda Buehner, Executive Vice President of Convenience Media and Events. “They don’t work. In our space, we have restaurant owners and operators who can’t spend a couple hours away from their jobs. Webinar attendance and engagement were going down even before the pandemic. We knew we needed to do something different.”

Instead, Winsight is focused on producing online communities offering participants unique content and interaction and sponsors direct contact with highly qualified prospects.

Last year, Winsight tested the model with the launch of three online groups (Outlook Leadership, Restaurant Technology and Restaurant Recovery) and last week announced the upcoming debuts of three more, including Restaurant Community (which goes live Jan. 28), CRU Community (which builds off Winsight’s Convenience Retail University conference and launches Feb. 23) and FSD Community (which serves food service directors and launches March 23). A fourth, FSTEC, will roll out this summer.

Each community is built around three pillars—community, content, connection. “The community part is about the audience,” says Buehner. “Our live events can draw a couple hundred to several thousand attendees. With a virtual platform, we can reach more than that and knew we wanted two-way discussions instead of webinars just speaking at you.”

Content, Connections and VIP Access

The communities produce new content each week that Buehner describes as “raw and real,” including “Talks from the Top” interviews with C-suite executives, Origin Stories on how industry figures got their start and By the Numbers, featuring industry metrics and analytics supplied by Winsight’s data and research arm, Technomic.

Within the communities, Winsight handpicks 20 VIP members to be part of Share Groups that have direct conversations around topics such as workforce, technology and more.

There is no fee for participants but members must provide registration information as well as answer drill-down questions on their qualifications, budget authority, need and timing. Each sponsor gets to meet these qualified retailers/operators one-to-one.

“If you can connect me, as a supplier, with people who are not only registered but also have the excitement, the need, the budget and the authority to purchase say, open air refrigerators for restaurants, that’s cool,” says Buehner.

Building Communities

The Communities are built on a proprietary platform that Winsight developed in-house that locks into a user’s single Winsight sign-on, while discussion boards run on Vanilla Forums.

Every week, a dedicated e-newsletter for each community targets between 40,000 and 80,000 uniques touting new content and upcoming programs.

“E-newsletters are the biggest push,” says Buehner. “We’re also doing social media for branding and air coverage and using every tactic possible within our own sites, including interstitials and chat bots. For Restaurant Community, we have more than 2 million impressions within the Winsight platforms and social media.”

Buehner expects thousands to register for Restaurant Community over the next few months. While the initial three communities launched last year had lower user targets (due to only being live for three months), each exceeded their goal, she adds.

Sponsorships and Sales-Qualified Leads

The communities are monetized exclusively via sponsorships, which command between $7,500 and $50,000 and offer three components:

  • One-to-one meetings with qualified buyers. “Every one of our sponsors can join a Share Group, listen and learn, and have one-to-one meetings with qualified buyers,” says Buehner. “We are giving our sponsors the opportunity to engage with sales-qualified leads—to date we have only seen marketing-qualified leads.”
  • Speaking opportunities, ranging from leading educational sessions to aligning with thought leadership by introducing CEO speakers.
  • Air coverage (branding) that includes the sponsor’s logo in the weekly e-newsletter, logos within the communities, the chance to include branded collateral in sample boxes sent to the members of each Share Group and dedicated microsites. “Notice we are not using the term ‘virtual booth’ – that doesn’t work,” says Buehner. “We have heard so many key sponsors say, ‘I don’t want to talk about a virtual booth.’ People purchase through the meetings we concierge for them.”

Retraining Events Staff for New Roles

While most event professionals lucky enough to retain their jobs pivoted to producing virtual events last year, Winsight retrained its events teams to produce communities.

“This is all-hands-on-deck,” says Buehner. “We told people across the company that we needed between 20 percent and 80 percent of their time to get this up and running.  We all learned new jobs in the last six months–marketing teams that were doing live events previously are now doing communities. We had to retrain our sales team to sell communities and convey value.”

Fifteen different areas within Winsight collaborate on the communities, including Content, which manages speaker topics and recruitment; Platforms, which vet the technology and manage logins and registration; Sponsor Relations, an existing team that now pivoted to selling community sponsorships rather than booths; Editorial, which runs discussion boards and moderation; and Recruiting, an essential component of building and maintaining the communities.

“You can put out two million impressions promoting these communities but it’s those personal relationships that get these owners and operators to register,” says Buehner. “We have a whole team that’s constantly sharing the story of the value of our communities.”

When Events Return

With most of the industry hopeful for the return of live events in the second half of 2021 (Informa recently saw a stock jump when it announced plans to resume live events in the U.S. in June), digital communities will continue to play a major role going forward, according to Buehner.

“This is another touch point for our audience and sponsors,” she adds. “We will continue the communities since not everyone can attend every live event, but they can always make it to a community. For sponsors, this is a great complement to our live event—they can meet with potential partners then see them at the live event. We set goals internally for these communities and three weeks into 2021, we’re halfway there already.”