Ministry Venues Case Study: Forming a New Industry-Aligned Firm 

Project Overview
In 2016, Ministry of Sound approached Adam to interview for the Head of Events role, a pivotal position within the organisation responsible for venue hires. With the previous head departing, there was a pressing need to revamp the struggling department. During the interview, it became evident that a comprehensive strategy was lacking, providing an opportunity to implement transformative changes.

The company sought comprehensive enhancements across all facets of the underperforming department, which had been receiving subpar feedback from clients. While financial improvement was the primary objective, it was evident that fundamental improvements were imperative to drive sustainable growth.

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Analysis:
Upon assuming the role, Adam's first task was conducting an extensive analysis of the business, procedures, and practices. This in-depth assessment spanned over three months and encompassed various aspects such as the client base, financials, marketing strategies, event delivery, suppliers, client journey, systems, staffing, and feedback analysis.

Armed with insights from the analysis phase, the subsequent step was to formulate a strategic plan aimed at addressing the identified shortcomings and unlocking untapped potential. This involved synthesising findings from the analysis phase, identifying key areas for improvement, and devising actionable strategies to drive positive change. While some immediate improvements could be implemented, it was essential to validate and refine the plan meticulously to ensure alignment with organisational objectives and stakeholder expectations.

Focus:
The initial focus areas of the strategic plan centred on enhancing the standards of event delivery, streamlining sales enquiry processes to improve responsiveness and effectiveness, and optimising the overall client journey and experience. These priority initiatives were chosen based on their potential to deliver significant impact in the short term while laying the groundwork for broader departmental enhancements in the long run.

While numerous areas of a business may require improvement, prioritising those that yield the most significant impact is crucial. It's essential to address the key areas for dramatic changes before tackling minor issues.

The immediate areas for improvement included:
 

• Number of Events: The venue's challenge didn't lie in the quantity of events hosted but rather in their value. Despite a high volume, the events' profitability was low, straining the operational team. This resulted in overworked staff without the financial means to expand the team.

• Sales Process: The sales process for clients was ineffective. Calls were routed through the main Ministry of Sound reception to a salesperson's mobile, which frequently went unanswered. Approximately 50% of enquiries received a response within 72 hours, while the remainder waited up to a week for a reply.

• Event Delivery: The event delivery provided was basic, featuring sandwiches from M&S, worn-out folding chairs, instant coffee, and a projector placed on a poseur table at the back of the room. While this met clients' expectations for the price paid, enhancing the offerings was essential to attract more lucrative events.

• Internal Processes: The convoluted company processes were hindering client navigation. Upon confirming their event with their salesperson, clients were then directed internally to three separate individuals. Contracts were managed and issued by the legal department, invoices by the finance team, and operations handled by the club team. This fragmented approach resulted in a lack of oversight over the entire process, leading to instances where responsibilities were overlooked or mishandled by one or more departments.

• Website: Despite having a dedicated website for venue hires, it was outdated and impractical. The website was a single page, not optimised for mobile or tablet use, resembling more of a static flyer advertisement lacking interactivity or crucial information. Potential clients were swiftly bouncing off the website within seconds of arriving, resulting in an abysmal conversion rate nearing zero.

Addressing the perception of the venue posed a challenge. Prospective clients viewed it as rundown, dirty, and predominantly oriented towards party-centric events rather than corporate functions. This aspect required careful consideration and independent testing of the brand to ensure effective changes.

Change
So how did we go about changing the above.
 

• Number of Events: A decision was made to hire an additional staff member and shift focus away from the number of events as the primary metric for budgeting. This strategic change enabled us to alter internal perceptions and prioritise fewer but more profitable events. This additional staff member was an Events Manager dedicated to the corporate delivery of events within the venue.

• Sales Process: The sales process underwent a radical overhaul, including the introduction of a dedicated event sales line, implementing a 2-hour response time limit, and adopting an event CRM system to manage clients, proposals, and track interactions effectively.

• Event Delivery: The event delivery process underwent a radical overhaul as well. With the introduction of a dedicated corporate event manager, the team now handled both sales and event operations, ensuring seamless coordination. New suppliers were sourced through a tender process, and permanent projectors were installed in the venue.

• Internal Processes: With the integration of a new CRM system, the team could manage all aspects of the process seamlessly. Contacts, invoices, and event sheets could be generated instantly, granting the team full oversight. This streamlined approach ensured no details were overlooked, fostering stronger client relationships with one point of contact throughout the entire process.

• Website: Solving the website dilemma posed a challenge. While building a new website was an option, it wouldn't address the perception issue. After extensive deliberation, the department was rebranded as "Ministry of Sound Events," separating it from the public-facing side of the business. This provided clarity for clients visiting the website. We revamped the branding with a more corporate colour scheme and added essential features like floor plans, tech specs, brochures, and contact forms. Additionally, a new photoshoot was conducted to enhance the website's visual appeal.

Reception
The initial changes had a swift effect on the business, marking the first phase of our long-term strategy. Building trust and driving change in the events industry was as challenging as transforming internal perceptions within the company itself.

The implemented changes yielded rapid financial returns. Income doubled within the first year, surpassing budgeted figures, and subsequent years saw consistent growth, averaging a 30% increase annually.

While Ministry of Sound boasted a global presence, it failed to resonate with our target market. Despite the establishment of Ministry of Sound Events as a distinct brand and website, the lingering perception issue persisted on a daily basis.

In early 2019, the department achieved the coveted seven-figure profit milestone. Additionally, it expanded its portfolio by acquiring another event space and meeting rooms within our sister company, The Ministry. This prompted a rebranding effort aimed at better resonating with our target market and mitigating immediate perception challenges.

Birth
In September 2019, Ministry Venues was launched, accompanied by the hiring of a third person to support the company's growth. The demerger from its sister companies, The Ministry and Ministry of Sound, began, but was delayed due to the onset of Covid. Ministry Venues has emerged as a standalone corporate events company, doubling its 2019 figures despite the pandemic and forging a promising path forward.

The company now features a robust team, earning widespread respect in the events industry for their professionalism and distinctive personalities.

Learnings
While revitalising a business can be fulfilling, it's not devoid of challenges. At times, internal stakeholders may struggle to see beyond the immediate issues due to their close proximity to the business. Despite my deep respect for their contributions, navigating this process was occasionally demanding.

Conducting focus groups and surrounding oneself with a supportive network within the industry is crucial for validation and feedback. Even I, at times, risked becoming too immersed in the project and had to step back to reassess the way forward.

Moreover, abrupt rebranding can unsettle both internal stakeholders and potential clients. Instead, our approach involved a gradual evolution over years, continually realigning and gradually accelerating to ensure we remained pioneering and relevant.