Explori Blog (3)

Trade shows & pandemic effect

Trade shows and the pandemic effect

Nov 28, 2022

The effect of the pandemic on the events industry has been well-charted; you would be forgiven for thinking you knew the whole story. Explori has access to event feedback data collected from attendees and exhibitors at 4,000 trade shows in 50 countries, a dataset that is representative of 200 million trade show experiences. This data tells the story of thousands of individual events, but at an aggregate level it also provides an unparalleled view of just how the pandemic has shaped the industry – for better and for worse. All of Explori’s post-event surveys collect attendee and exhibitor data to create key benchmarking metrics. These benchmarks allow event teams to compare individual events against industry standards, and to track the progress of their own events over time. So what can these metrics reveal about how the industry has changed – and how should this knowledge inform event strategy? Post-pandemic, NPS is on the up One of Explori’s key benchmarks is the event’s Net Promoter Score, or NPS score, which measures how likely a participant in a particular trade show is to recommend the event to a friend or colleague. In previous years, the average NPS score for trade shows remained relatively static, moving by a few points at most year-on-year. From 2021, however, when events began to take place in person once again, the NPS average shot up by almost 20 points. Good news? It’s not quite so simple… The complicated role of event importance When a previously stable datapoint changes dramatically, it’s a clear sign that something is happening behind the scenes. After years of pandemic-induced disruption, professionals in every industry looked forward to the return of business-as-usual trade shows. Some events began to return, tentatively, to in-person formats. The importance of these events – another of Explori’s benchmarks – was increased by the scarcity of the last few years, with each event representing a rare opportunity to connect with colleagues in-person. We all want our events to be thought of as important – right? Well – yes. But the importance isn’t always a dependable metric. A show might be rated as important by attendees one year because its only competitor was cancelled, or because – hypothetically – it’s the first time the show is going ahead after, say, an unprecedented global pandemic shut down in-person events for two years. That benefits the show in that particular year – but what about the year after, or the year after that? Analysis by Explori found evidence of an ‘importance bump’, meaning that enhanced importance scores can inflate the NPS of events with lower satisfaction scores, another Explori benchmark. Events with high importance scores and low satisfaction scores tend to pull in ‘hostage’ attendees, who are there in the absence of a better option – leaving the event vulnerable to disruption. The reality is that NPS scores should not be considered in isolation – we need to be looking at what’s going on under the hood. Higher NPS scores may be indicative of a post-pandemic bubble, rather than telling us that events are back and better than ever. In fact, a closer look at the data tells us that attendee and exhibitor needs have changed significantly in this new era. Redefining success: Quality over quantity What do you imagine when you picture a successful trade show? Walkways thronged with people; a rising swell of conversation; meetings at stands, in lounges, over lunches. Understandably, many of us equate high attendance with success. And yet Explori’s data suggests that there is no correlation between the number of visitors and exhibitor satisfaction scores. Four in five exhibitors say that visitor quality has a strong influence on their decision to exhibit at a given show, compared to three in five who say the same for visitor quantity. Creating a positive exhibitor experience is clearly integral to the success of a show, and Explori’s analysis has found that higher exhibitor NPS scores lead to higher spend. So what else are exhibitors looking for? Post-pandemic, exhibitors are more likely to give an event a high NPS score if they feel they were able to meet with existing customers and launch new products into the market. Conversely, generating new sales leads and taking orders were less likely to correlate with high NPS scores, indicating that sales-based objectives have taken a backseat. Attendees, too, are keen to meet disruptive exhibitors bringing new products into the market. Post-pandemic, successfully discovering innovative products and solutions is the biggest driver of attendee satisfaction. What does this mean for event organizers? Exhibitor satisfaction is crucial. Trade show organizers should work closely with their exhibitors to understand their objectives and take the time to train them so they can work at their best. Organizers should shift their focus, prioritising quality of attendees and exhibitors over quantity. Armed with the data, event organizers should feel bold enough to attract fewer, higher-quality visitors. The exhibitor mix is also incredibly important. Attendees report higher satisfaction when they attend trade shows that introduce them to new, market-disrupting suppliers and products. The most nimble, disruptive exhibitors tend to be smaller, newer organizations, with smaller marketing budgets. Alternative pricing models that moved away from a strict price-per-square-metre format could make it much more attractive for these organizations to exhibit.

Tools of Engagement: 5 Ways to Capture Customer Data

Oct 18, 2022

Regardless of what many corporate event planners think, post-event and meetings surveys alone are not enough to give you the kind of event data you need to understand attendee behavior and engagement. Instead, planners looking for real insight on customers and prospects should be turning to a variety of tools to source event data and make the most of its value. What are these tools and what can they do? Mitch Deeming, head of operations and customer success for Explori, identifies several that are valuable and explains how best to use them. Not all of these tools will be relevant for all events. Understanding your attendees’ objectives and your own will help you decide which are right for yours. 1. CRM A place where many event professionals and marketers will already have data on customers and prospects is the customer management platform (usually shortened to CRM). Records are generated in the CRM when customers engage with the company brand in ways that include signing up for something, purchasing a product or attending an event. Deeming recommends that planners continually populate and update their CRMs with relevant information, thereby gaining better understanding of customers and the segments they fall into. Important information for segmenting customers include how this person came to appear in the CRM; points of engagement you’ve already had with them, such as whether they have appeared at your events and in what capacity; their annual budget and the sector they work in. 2. Registration Platforms The event registration platform, which should be one that integrates with your CRM, is another important tool. Registration is valuable for collecting demographic data that enriches customer records and contributes to meaningful segmentation of customers, attendees and other stakeholders. It can answer such questions as why people came to the event—was it primarily for networking, educational content or purchasing? Which sessions did they sign up for? Deeming advises planners to be conscious of the customer data they already have in the CRM and to avoid making the registration form too long by asking for information they already have. He also advises planners to make sure the registration form is relevant to the event—should it have separate pages for buyers or VIPs? Another consideration is awareness of relevant data privacy laws in the event location. 3. Virtual Event Platforms Virtual event platforms are a valuable new source of engagement data. They can track which sessions people attended and for how they long they stayed. They also capture live chats, which are a useful source of feedback, and questions from the audience, which can be helpful in creating future content. Engagement metrics such as “likes” and sessions attended are available in real-time, enabling planners to report and act on them quickly. Virtual event platforms come with some caveats, however. Deeming cautions that engagement with sponsored content is often low, recommending that it be incorporated into the main content to ensure the audience views it. Other things to be aware of is who actually owns the audience data and whether the format of the data exported will be consistent with other platforms. 4. Mobile Event Apps & Event Websites While registration will tell you who your customers are, a mobile event app and event website (if you use a platform that allows) can help you determine what they’re actually doing at the event and their level of engagement. Mobile apps and websites can give you “passive” engagement data from just the way people are interacting with the platforms and “active” engagement data through activations and activities within the app itself. Apps also support other types of data collection by prompting users to complete surveys and providing instant feedback on various event elements. Specifically, apps enable you to gather data on what sessions and speakers attendees preferred, which exhibitors they visited and which attendees they connected with through the app. Apps with note-taking functions even allow you to see which sessions prompted the most note-taking. Many also support a suite of measurable activations within the app, including session polls and gamification. The major consideration with event apps is that their adoption rate is often low. Because of the valuable information apps provide, Deeming believes it is well worth encouraging adoption through support, promotions and incentives. 5. Surveys Sentiment data, which is key to understanding the hearts and minds of customers, is primarily collected through surveys. While surveys are traditionally done after an event, Deeming recommends also using them during the planning process, a useful way to determine the types of content and networking opportunities to provide. Among the benefits of surveys are their ability to provide direct feedback from customers. They can provide answers to important questions such as how your event compares with other channels for learning, purchasing and networking within the industry sector. Surveys are also useful for filling in gaps in the CRM on the information you may not already have. For effective surveys, it’s important to make sure that questions are consistent between events in order to allow for comparisons. Good response rates are often highly dependent on repeated promotion and intelligent survey design. More Tips On How To Use Event Data To Build Valuable Insights? Like this? Want more know tips and advice on how to maximize your event data to build valuable insights? Download our Event Impact Playbook designed specifically for corporate event professionals.

How do you get buy-in from stakeholders

How do you get buy-in from stakeholders

Oct 12, 2022

Originally created for Association Meetings International read the full article here One of the ongoing challenges facing many event professionals operating within associations, networks and membership organizations is the ability to implement change. This is particularly an issue when looking to modify a significant element of the event such as the format in which it’s delivered, location or frequency. Many businesses collect vast amounts of data post event but fail to put the results to use. In a recent podcast, the vice president of Meta, Nicola Mendelsohn, spoke to the challenge of change: “I’m open to change my mind if I see evidence and data. There’s a poster on the [office] wall ‘Data Wins Arguments’. I like that because I think it’s true. Data allows you to really look at something and know if something isn’t going well to stop it.” Effecting change can be difficult, with time, resources and inclination being three of the prevalent blockers. At Explori, we believe framing the data and insights garnered from your events in a proactive and productive way can help influence change and overcome many obstacles, particularly amongst your most senior stakeholders. Know your audience Being able to play the data back to your stakeholders in a way that engages them, and more importantly, encourages them to act on the insight, is vital. From the beginning, your event data strategy should speak to the wider organizational goals and objectives and be agreed by all parties. What does success look like for a given event or portfolio of events, and what data points are therefore central to measuring performance against this success criteria? You should also detail how the findings will be communicated back to the different stakeholders involved with the event and how will the findings be acted on. These elements are interlinked – the more apposite the communication of the findings, the more likely they will be acted on. Communication is key You can have the best data strategy and collection process in the world, but if the findings are poorly played back to the event’s stakeholder group, then the effort risks being largely wasted. At the heart of this, the key mantra is that one size absolutely does not fit all. Each of your stakeholders with have different levels of seniority, with different business focusses and insight needs. Some will respond well to granular details whilst others will want headline statistics. Others will enjoy a more visual presentation; others simply want the numbers! A fundament task when mapping out the stakeholders for your data project is to fully understand who your stakeholders are and how they like to be communicated to. For example, it’s unlikely that the C-Suite level stakeholders are going to want to be presented with a 10,000-row spreadsheet with raw data. Whilst those in an operational role, who are perhaps more likely to have a remit to implement day-to-day changes on the back of the data, will find a 'Top 3 takeaways’ summary insufficient. However, both groups will be reassured that the other type of output exists – the C-Suite, that there is a detailed data analysis underpinning the key messages, and for the operational stakeholders, the takeaways provide an initial steer into the data that they can follow-up on with the more granular outputs. Here are some top things to consider when presenting insights: Think about the optimal timing of the playback session. All day is likely to be too long and difficult to keep focus, and from an organizational perspective, very tricky to coordinate calendars and get everyone together. One hour? Likely to be too short. Think about what you want the outcomes to be, then use an estimate of how long you think each section will take to determine the optimal meeting length Be as engaging and interactive as possible. Be clear, visual and pitched at a level that can be understood by the whole group. Try: “What do we think about this?” “Can we shed any light on it?” Talk to them personally For example, “I know you felt there was a problem with the app. Here’s what we found re. the extent of the problem, and some suggested solutions from users. Do we believe any of these would work?” Qualitative findings can help engage the audience, building on any quant data. Hearing customers’ voices directly adds colour to the quantitative findings. Additionally, look to get your stakeholders involved in recommending customers to participate in the research process - this enhances their engagement and buy-in from the start of the process and they will be particularly keen to hear the results from their nominated contacts. Act Accordingly The next critical step is gaining buy-in to ACT on the findings. In other words, what will come of all the efforts that have been expended to collate the data? This is partly empowerment – ensuring (again, ideally provided from the outset) that team members have authority to implement changes on the back of the findings. But it also once more comes down to communication approaches. You will likely have brought all your stakeholders together to agree a data strategy based on your organization or event’s specific goals and objectives. It’s now time for you to reconvene this group and determine an action plan based on the results. Be clear here on priorities and make sure the number of actions is kept to a manageable number – particularly for an individual stakeholder/team. Some actions may be small, however some of the more significant changes will involve engaging third parties and may not be ready to action immediately. Don’t kick these into the long grass, instead look to reschedule a meeting to review these changes on a regular basis and allocate a time in which they will be addressed. Documenting this process is key to engendering accountability amongst those involved and overall, ensuring the insights successfully leads to actions. In conclusion Change within business can be tricky to navigate. At times it can feel like an uphill task, particularly when your faced with multiple stakeholders. Remember, it’s human nature to resist change and can make some individuals feel vulnerable or nervous. Having a good data strategy in place, well-delivered insights, and a measurable action plan will help alleviate many fears and give your organization a solid foundation on which to build a positive customer-centric future. *** Like this? Download your free copy of The Power of Data Insights for Associations - Turning Insight into Revenue.

Association Event Professionals

How Strategic Event Data Empowers Associations

Sep 1, 2022

Why does your association need an event data strategy and what are the risks of not having one? Event data—and being able to use and interpret it effectively—is essential for associations to understand the impact that events have on their members. It’s equally essential for ensuring that this impact grows rather than fades over time, that events stay front of mind for members and key stake holders alike. Explori has worked with thousands of event professionals and meeting planners to help them understand how benchmarking, attendee tracking, setting strategic goals and other practices can work to ensure that events fulfill their purpose, whether it’s driving business for members, bringing members together for networking or moving the dial for the industry. Sophie Holt, managing director of Explori, cautions that simply gathering event data without a strategic plan in place is not enough to achieve these goals. Holt emphasizes that metrics in isolation, including past attendance, only indicate what has already happened, not what will happen. Even events that were well attended one year can fall flat the next if a newer, more enticing show comes along. Perhaps the seemingly popular event was really a “hostage” situation that only attracted people because they had no other choices. An event data strategy, one that drills down into attendee behavior and examines their actual engagement with the event, can help predict future attendance and indicate what improvements may be needed to keep it on an upward trajectory. While some event planners may think data won’t tell them anything they don’t already know, Holt says that all too often anecdotal information, whether it’s an effusive email from a happy speaker or angry words from a sponsor, gets mistaken for data. “You can’t just rely on anecdotal information—it’s a psychological phenomenon that we retain information that confirms beliefs we already hold,” she says. “It’s data that gives voice to the silent majority and reveals hidden trends.” What are the risks of not having an event data strategy and why is it more crucial than ever? With the pandemic, business and marketing experts say that people have become more discerning of how they spend their time and are looking for more curated experiences. “We need a deep understanding of the customer journey and future behavior,” Holt says. “The risks of not doing so are clear—you will be less customer centric, and decisions will be made without addressing what people want or need. You will fall short in marketing goals.” She also notes that while the rise of event technology has brough in a flood of new data, it hasn’t brought in a flood of new insights. Unfortunately, data all too often gets trapped in silos within an organization and loses whatever impact it could have. With a strategy in place, data gets to the people who can use it to create better events, achieve organizational goals and predict behavior. How has Explori helped associations use event data to their best advantage? One example is the Chicago Dental Society (CDS), which has held its Midwinter Meeting every February for over 150 years. Feedback from the event had been gathered on rudimentary survey tools, which didn’t provide a robust way of understanding how the event performed in the eyes of the attendees and exhibitors. The CDS turned to Explori to help it understand how this annual event was performing against the global healthcare sector. Explori gathered data at three key points throughout the event journey. Attendees and exhibitors were asked at registration about their objectives in attending the meeting, data on their engagement was gathered at the event and responses were mapped to provide a post-event analysis. Following the meeting, Explori blended several key indicators together to provide a single overall event score, including overall satisfaction, likelihood to return, and event importance. Aggregated together, these points provided a clear picture of the event’s performance, without emphasis being placed on any single factor. From the data, Explori created an analysis that enabled the CDS senior leadership to understand the attendees and exhibitors’ experiences at the event and their attitudes towards it. They were then able to prioritize the areas of improvement that would have the most meaningful impact. Holt believes that employing an event data strategy for a successful event is not dissimilar to how a farmer ensures a successful harvest. It starts with planting the right crop, monitoring environmental factors throughout the growing cycle and making note of what can be done better next time. Like this? Download your copy of The Power of Data Insights for Associations - Turning Insight into Revenue.

What Does Success Mean for Your Event, Organization and Market?

Aug 1, 2022

Clive Morris, Research Director at Explori, shares his thoughts on measuring event success and how to turn the numbers into valuable action-led insight across your organization. *** As an organization that deals in event data and performance, we often hear "yeah, we measure the overall performance of our events, we get the Net Promoter Score". Well, that’s wonderful, but ultimately, it’s just a score. Understanding what’s driving that score, how it differs between your key segments, how it compares to your other events and your competitors that is prized macro data insight you can use to inform the strategic direction of your event. At the heart of this is benchmarking. Benchmarking applies to survey data and any other quantitative metrics collected by your business where there is a broad data pool that enables comparison and contextualisation. This could include, but is certainly not limited to: Registration to attendance conversion – or indeed any aspects of the marketing funnel Attendee event dwell time Engagement with online platforms, pre and post event Exhibitor and Sponsor re-book rates Attendee demographics – e.g., % who have purchasing authority Benchmarking in practice 77% of event organizers said they would like to benchmark events across their organisation but only one in five are currently doing it.* Let’s take NPS for example. You’ve just run your event, conducted the post-show survey and after the survey has closed, the results show that you have an NPS of +10. Cue fanfare in the building at the positive NPS! But what if the score last year was +20? And that over the last five years, there’s been a downward trend from +30 through to the present +10? Comparing the event against its previous iterations is the first level of benchmarking and applies to all quantitative metrics that, year-on-year, are being collected in a consistent matter. Put differently, what can the survey and other quantitative metrics tell you about the trajectory of the event – improving, declining, flatlining, or a bit like a roller-coaster? Although it is very important to understand an individual event’s trends, this doesn’t give any wider context. A given show may have an NPS of +10, and be on an upward trend – but how does this compare to others in that show's portfolio, and across the organisation more widely? The power of benchmarking across your business Understanding how your data compares to the average performance for an event in your organisation (the ‘company benchmark’) gives event teams access to insight that can help them make better decisions on event delivery. At a more strategic level, these key insights can help demonstrate the role events play in achieving wider business goals, improving customer loyalty and navigating an uncertain future. A key tool is to implement a company-level dashboard to ensure that all key metrics, from all the company’s events, can be seen in one place with easy access to, and visibility of, the data. For larger businesses or those with an extensive programme of events, this could be further split by portfolio so that both company and portfolio benchmarks are shown. When benchmarking across company, or portfolio, an important consideration here is that you are comparing like-with-like. The benchmark shouldn’t be a mix of trade shows, consumer shows and conferences - there should be separate benchmarks for each. Audiences also need to be treated separately, with different scores for attendees, exhibitors, and sponsors. How do your score compare? Understanding how your event compares to others in the industry, and more specifically in your sector, can be particularly illuminating and provide even more context. Valuable industry and sector benchmarks include: Running a global event – a comparison vs. all other events run across the globe On a regional basis – e.g. vs. all other US / EMEA events On a sector basis – e.g. if you run an event in the healthcare sector, vs. all other events in this sector. Your exhibit at a trade-show, vs. all other trade shows exhibits Through these industry and sector benchmarks, you will be able to address how your events really stand up against the competition, the targets required to ensure a better standing against the competition, and the reasons for any inherent differences in event performance. For industry comparisons, you'll likely have to rely on your survey provider, and choosing one that is dedicated to events is important. A platform that isn't set up to establish those benchmarks, either because it doesn't prioritise collecting the right information or because it doesn't track it at an industry level, is going to ultimately force you to do that legwork yourself, and it's not an easy task. At Explori, our industry benchmarks are based on thousands of post-show surveys across multiple sectors over the last nine years taking data from over 3 million responses. In Conclusion Data in isolation lacks the context needed to fully understand it and to help event professionals act on the results appropriately. To be able to fully comprehend what event success looks like, you need to have an understanding of what 'good' looks like. Benchmarks are your window into this, enabling you to compare, not just with other event editions,, but also across your business and the industry at large. They will help you recognize excellent performance and spur action on your poor performance. And they will also stop you from blindly cheering your NPS of +10...unless of course your know that the benchmark is -10. *** Like this? Download a copy of the Event Impact Playbook - a key tool to help you become a better, more data-centric event professional. And why not embark on the PCMA Event Data Strategy Certificate produced by Explori. Find out more here *ICE Insights Report

Getting a seat at the boardroom table

Using Event Data to Get a Strategic Seat at the Table

Jul 25, 2022

An event data strategy is essential not only for designing more impactful events, but ensuring that event professionals are recognized by their organizations as strategic partners. The effective use of event data allows event owners to demonstrate the role they play in achieving wider business goals, improving customer loyalty and navigating an uncertain future. Why does an event professional need an event data strategy? Collecting data and, equally important, knowing how to interpret it effectively enables you to bring more value to your organization – not just by empowering you to make more informed (that is, data-driven) decisions, but to really gain insight into how your event contributes to wider business goals. This in turn allows you to secure a seat at the table as a strategic partner. While some event planners view data as a professional quagmire, the fact remains that data will be the biggest criterion separating the wheat from the chaff as event and marketing teams continue to combine, as tech becomes increasingly important and data-rich, and as tech-savvy generations ascend to senior positions in their organizations. Planners who master the art of using data strategically can play a vital leadership role in their organizations. But a common challenge for many event teams is finding the time and resources required to sit with the data and derive insights, or in some cases to develop the analytical proficiencies in the first place. For those without the capacity, working with a research partner can be a significant benefit. Planners gain access to benchmarking and other interpretative tools to create event experiences and events that are strategically effective and have the impact they intend. How does a data strategy help you bring value to your organization through more strategic decision-making? The rise of event technology has brought a flood of new data, but not a flood of new insights. All too often the data is trapped in silos without a connection to wider organizational strategies. It’s not getting into the hands of people who need it. Opportunities are blocked for creating experiences that really speak to customer preferences. Conversely, when a robust data strategy is in place, the organization can hold events that provide better experiences for participants and achieve company goals. It can also aid in the prediction of customer behavior, helping planners create even more effective events in the future. Sophie Holt, managing director of Explori, notes that some event planners think data won’t tell them anything they don’t already know. “All too often they are mistaking anecdotes for data, perhaps an effusive email from a happy speaker or the anger of a sponsor,” she said. “Anecdotes should not be used in place of data. It’s data that gives voice to the silent majority and reveals hidden trends.” Even looking at past metrics such as attendance may not be very useful for future events, as they reveal what happened, but not what will happen. With the right tools, data can help predict how people will behave in the future. Even events that have always been well-attended can suddenly see an unanticipated drop-off. Perhaps people were only attending the event because there were no alternatives and now they have other choices. With the right data and tools to interpret it, you get a more realistic picture of what people actually think of the event and what has to be done to retain their loyalty. Collecting and interpreting data from an event can answer such questions as whether people changed the way they think or feel, if they identify more strongly with the brand, if they will recommend the company as an employer, if they learned best practices for their work or if they might change their behavior at the next event. Indicators of behavioral change are powerful metrics for planners, allowing for improvements to be made for more impactful future events. How can you develop the competence required to take advantage of the data at your disposal? The first step is to recognize that you need a partner—not just a supplier—to help you achieve your goals. While a supplier can sell you a product, a partner goes beyond this by tailoring their services to fit your needs. In order to do so, the partner needs an understanding of your business objectives. “Start with sharing your goals, show the big picture and tell what you are hoping to achieve,” advises Explori research director Suzanne van Montfoort. “What are the decisions you’re looking to make, who are the key stakeholders? There are so many moving parts, and giving clarity early on helps avoid confusion and delays.” After discussing the goals, it’s important to look at the data you already have and what gaps are there. What formats or languages are required? Do you want raw data that you can manipulate or do you want a more finished product? Also, discuss your budget and what your procurement process is like. For their part, the tech partner needs to explain the process of working with them, whether they can meet your deadline, if the project can be scaled down or up based on budget and what happens if you need to change the scope of the project. “If someone promises too much, that should sound an alarm,” said van Montfoort. “Find someone you can work with. Taking time at the start to develop the scope and plan will save headaches later.” How can this strategic business intelligence give you something to contribute to strategic discussions at your organization? Armed with a rich array of insightful information, event pros can present top management and other stakeholders with a compelling visual data story on the influence events have on achieving organizational goals and creating customer satisfaction. Equally important in this uncertain era, planners can demonstrate how business intelligence can be used to help organizations avoid or at least minimize the harmful impact that unpredictable outside developments could have on future events and customer loyalty. IN CONCLUSION For event planners seeking to play a leadership role in their organizations, working with a research partner like Explori to develop an event data strategy is essential. Event data if interpreted correctly can go a long way toward helping organizations realize business objectives and grow customer loyalty. *** Explori allows senior corporate event leaders to go beyond number of attendees. With our behavioural, sentiment, and cognitive measurement tools, you can discover how effectively your event strategy influences what stakeholders think, feel and do. Find out how Explori helps corporate event organizers gather vital insights to demonstrate the impact of events against the wider company objectives. Know more

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