Codarity · market briefing

Market briefing for Czerlonka Event Design & Management

Prepared for Eric Czerlonka. This is research about your market and where your firm sits in it, ending in a path. It is not a proposal.

What you do: Corporate incentive travel and luxury event design for global corporations, a niche intersection of high-end hospitality, incentive program strategy, and hands-on event production, differentiated by the curated luxury experience positioning.
Prepared: 23 August 2026

02 · what you told us

Your answers

You answered four questions. They are here first because everything after this reads differently depending on them.

No answers on this record. This render uses the research only, which is how the report reads before the four questions are submitted.

03 · your market

How your buyers decide

Before anything specific to your firm, one thing about how your buyers behave, because it explains most of what follows.

5 actively looking now12 forming a view quietly83 not looking yet

5 in every 100 of your buyers are actively looking right now. 12 are forming a view without talking to anyone. 83 are not looking at all and will be at some point. Almost all marketing in this market is built for the first group. The work that compounds is built for the second.

04 · your buyers

Who is actually in the room

A decision about corporate event contracts is almost never one person's. It is five seats, and on a small team one person holds two of them. Over 221 days each seat arrives at its own conclusion, mostly without talking to you.

Most firms in this market write their website, their proposals and their whole pitch for one of these five: the seat that runs the event. It is the seat they meet, so it is the seat they answer. The other four decide anyway.

The one whose neck is out

CEO · Managing Director · Chief Marketing Officer · VP Marketing

Wants: a result they can point at in a board meeting. The event is a means to something they have already promised upwards.
Afraid of: spending a large number and having nothing defensible to show for it. Not failure exactly, ambiguity.
Actually asks: “If I am asked in six months whether this was worth it, what do I say?”
Settled by: a supplier who talks about outcomes and measurement before they talk about production values.

The one who has to run it

Head of Events · Events Director · Events Manager · Event Marketing Manager

Wants: a delivery that does not consume them. They have done this before and they know exactly which parts go wrong.
Afraid of: a supplier who is impressive in the pitch and unreachable in week six. They have been burned and they remember it.
Actually asks: “When something goes wrong at 6pm the night before, who actually answers the phone?”
Settled by: specifics about process, escalation and named people, rather than a showreel.

The one guarding how it looks

Head of Brand · Brand Director · Head of Communications · Creative Director

Wants: something that feels like them and lands with their audience, not a generic event with their logo on it.
Afraid of: cheapness. A stand, a stage or a room that undercuts everything else they have spent the year building.
Actually asks: “Will this look like us, or like an event company's idea of us?”
Settled by: evidence the supplier understands their market and their audience, not just their sector.

The one who signs it

Finance Director · CFO · Head of Procurement · Commercial Director

Wants: predictability. A number that does not move and a process that survives an audit.
Afraid of: scope creep, and being the person who approved the thing that overran.
Actually asks: “What is the number, what changes it, and what happens if we cut it by twenty per cent?”
Settled by: commercial clarity offered early and unprompted, rather than extracted during negotiation.

The one who has to live with it

Head of Sales · Sales Director · Head of Product · Head of People

Wants: the event doing the job they need it to do: pipeline, a launch that lands, a team that comes back motivated.
Afraid of: an event that is beautiful and useless. Lots of photographs, no conversations that went anywhere.
Actually asks: “What do I get out of this on the Monday after?”
Settled by: a supplier who asks what happens after the event before they ask about the venue.

Read the four “afraid of” lines together and the pattern is hard to miss. Not one of them is afraid you cannot do the work. They are afraid of ambiguity, of being unreachable, of looking cheap, of overrunning, and of spending a great deal on something that changes nothing on the Monday. A portfolio of beautiful past events answers none of that.

05 · your buyers

The 221 days before they call you

Everything after this hangs off one number. In B2B event services the gap between a buyer starting to look and a buyer making contact averages 221 days. Nearly eight months of deciding, almost all of it in private, and almost all of it before anybody picks up a phone.

Start with the part that deserves saying plainly. Czerlonka Event Design & Management has built this business on delivery and on people recommending you, without any of what follows. That is harder than it sounds and most firms cannot do it. Everything below is about what that leaves on the table, not about the work.

Now the part that is harder to see from inside. A buyer in this market spends 221 days researching before they make contact. Across the 10 places we can actually check, Czerlonka Event Design & Management is present at 0 of them and absent from 100 per cent. Every gap sits early: being findable when a buyer asks an AI assistant, being found on the questions they search months earlier, publishing a point of view where they already read and appearing somewhere that is not your own website.

before they are looking

asks an AI assistant who the credible suppliers arecontent an AI can find, cite and summarise: not yet; no substantive content surface, so there is nothing for an assistant to cite
searches the problem, months before searching for a supplierpages that answer the question behind the search: not yet; no content surface at all, so no way to be found on a question
reads their feed and forms a view of who understands this workfounder-led publishing on LinkedIn: not yet; no publishing activity found
sees the name somewhere that is not the supplier's own websitedigital PR, earned mentions, speaking: not yet; the research found no press, awards or third-party features to point at
never comes looking, because they already have someonenamed-account outreach and DMs: cannot tell from outside; nothing outside your business can show this. It is the first thing worth asking about

researching in private

is not looking yet, and needs to have heard of you before they areLinkedIn brand and thought-leader ads to the right accounts: not yet; no LinkedIn advertising
disappears for four months mid-cycle, then comes backretargeting that keeps you present without nagging: not yet; no retargeting, so a buyer who leaves mid-cycle is gone
wants the thinking without having to talk to a salesperson yetsomething worth an email address: not yet; nothing to exchange for an email address, so interest arrives anonymous or not at all
is 221 days from enquiring and will forget you in 30a nurture sequence that stays useful, not a mailshot: not yet; no route to stay in contact between briefs

building a shortlist

types a buying-intent search once the brief is realGoogle Ads on the terms that carry intent: not yet; no paid search

choosing

checks you can actually do the work, once you are on the listcase studies and named clients: not yet; the delivery record is not readable by anyone who has not worked with you
(not a buyer touchpoint: whether you can see any of the above)first-party tracking across a 221-day cycle: cannot tell from outside; nothing outside your business can show this. Over 221 days it is the difference between knowing and guessing

100%

of the buyer research journey we can see, you are absent from. Present at 0 of 10.

Two things on that list we have deliberately not scored, and they are the same two on every briefing we produce. Whether you are approaching named accounts directly, and whether you can see which of these actually produces work. Nothing outside your business reveals either, so guessing would be worse than useless. They are the first two questions worth asking on a call, and between them they usually explain more than the rest of the list.

That is the whole of it. Not a pitching problem, not a pricing problem. For roughly 221 days a buyer is forming a shortlist you are not on, and by the time they enquire they have already chosen. The work you lose this way never appears as a loss, because you were never invited to bid for it. It looks like a quiet quarter.

What closes that gap is not doing more of what you already do well. It is being demonstrably the firm that understands corporate event contracts better than anyone else, in the places your buyers are already looking, for the whole of those 221 days. That is what the rest of this is.

09 · the hinge

What that means for you

The research reads a firm operating at a level where buyers arrive already knowing roughly who you are. Two things in the research point the same way: enterprise-tier buyers and demand arriving with nowhere to land.

The tension is not demand. It is that interest which arrives before a buyer is ready has nowhere to go, so it leaves and comes back as somebody else’s client.

The fastest change available to Czerlonka Event Design & Management is not a bigger effort across everything. It is somewhere for interest to land, because it is the one thing every other move depends on and the one thing currently absent. The majority of your traffic that is researching quietly becomes a known contact instead of an anonymous visit. Staying useful between briefs follows it directly, and the rest of the board is ordered behind those two.

What the research found

Czerlonka Event Design & Management is a Boston-based premier event management and consulting agency founded in 2011, specializing in corporate incentive travel programs and event design and management. With approximately 11-50 employees operating from 109 State Street, Suite 304, the company serves global corporations with luxury incentive travel experiences, corporate events, conferences, and galas. They are affiliated with key industry associations including PCMA, SITE, ILEA, IATAN, and Meet Boston. Recently, the company expanded with a consumer-facing offering (CURATED by Czerlonka), though their core positioning remains firmly in the corporate B2B event services space.

10 · the path

The full board

This is the whole system, not a proposal. Four pillars, and within each one the two modules that would do the most for Czerlonka Event Design & Management given what the research found. Two are lit for the first quarter. One is marked as deliberately not yet. Everything grey is real work that is simply not the next work.

first quarteron your path, later quartersdeliberately not yetreal work, not your next work

Deliberately not yet

One move in Attraction is held back on purpose. Proactive visibility works once there is something credible to land on. Published proof comes first.

11 · the path

Authority

Authority is whether a buyer can satisfy themselves that you are credible without speaking to you. It is the pillar everything else borrows from.

Published proof

Quarter 1

Turning work you have already delivered into evidence a buyer can read before they ever speak to you.

Why it is here: On the board for Czerlonka Event Design & Management because the delivery record is strong and almost none of it is readable by someone who has not worked with you.
What changes: Buyers who are shortlisting quietly get something to shortlist you on. It also gives every other module something credible to point at.
First move: Pick three delivered events, one per buyer type, and write each up as a short account of the brief, the constraint and the outcome.
You will know because: Enquiries start arriving that reference a specific piece of work rather than asking what you do.

What this looks like · positions you as a firm whose incentive programs a stranger can check before making contact

Article on your site
What changes between the pitch team and the on-site team, and the questions that tell you who will actually be in the room on arrival day
for the one who has to run it
Article on your site
What an incentive trip has to do beyond the photographs, and how to design the moments where a qualifier and a leader actually talk
for the one who has to live with it
PR angle
A Boston operator's account of where luxury quietly turns into cheapness on a corporate incentive program, and the line items where guests notice the cut
for the one guarding how it looks

Being findable when buyers search

Quarter 3

A small set of pages that answer the questions your buyers put into a search bar before they have a shortlist.

Why it is here: On the board for Czerlonka Event Design & Management because there is no content surface for a buyer to find you on before they have a shortlist.
What changes: You become discoverable to people who are not yet in a buying process, which is when a shortlist is actually formed.
First move: List the ten questions you get asked most in a first call. Each one is a page.
You will know because: Search starts to appear as a source on new enquiries.

What this looks like · positions you as the firm that answers the incentive travel question long before anyone is choosing a supplier

Article on your site
Who answers the phone at 6pm the night before, and how to test a destination management firm's on-site cover before you sign anything
for the one who has to run it
Article on your site
What goes wrong on corporate incentive programs, from air changes to qualifier drop-outs, and why none of it reaches the debrief
for the one whose neck is out
Article on your site
How to brief an incentive program so the brand survives it, and the questions your marketing lead should be putting to the supplier
for the one guarding how it looks
Paid search theme
If and when you start bidding, buy the terms about incentive program cost structure and overrun risk, landing on a page that answers the number rather than a contact form
for the one who signs it

12 · the path

Attraction

Attraction is how interest reaches you and what happens to the interest that is not ready to become an enquiry.

Somewhere for interest to land

First quarter

A path for the visitor who is interested but not ready to send an enquiry, so their interest is not lost.

Why it is here: This is the first move, because interest that is not ready to become an enquiry currently has nowhere to go. The research is unambiguous on it: demand arriving with nowhere to land. Everything in the quarters after this one assumes it is in place.
What changes: The majority of your traffic that is researching quietly becomes a known contact instead of an anonymous visit.
First move: One thing worth an email address, built from the proof you already hold, behind a form that asks for very little.
You will know because: A list that grows every month without paid support.

What this looks like · positions you as worth an email address months before you are worth a meeting

Lead magnet
An incentive program brief template with the lines corporate teams most often leave out, so what was approved is still defensible a year later
for the one whose neck is out
Lead magnet
A one page cost structure for an incentive program showing what is fixed, what moves with headcount, and where overruns usually begin
for the one who signs it
Lead magnet
The internal case pack for an incentive trip: what to put in front of leadership when they ask what the company got for it
for the one who has to live with it

Named-account targeting

Quarter 4

Working a defined list of accounts you want, one by one, rather than waiting.

Why it is here: On the board for Czerlonka Event Design & Management because the accounts worth naming are identifiable, and approaching them needs the always-on layer working first.
What changes: The highest-value route and the most demanding, because it needs everything else working.
First move: Fifty named accounts, researched properly, approached individually.
You will know because: Conversations opening inside accounts you chose rather than accounts that found you.

What this looks like · positions you as the firm that came to them about their program rather than about itself

Outreach angle
Open on what week six of an incentive program looks like once the pitch team has moved on, and name who from your side stays through it
for the one who has to run it
Outreach angle
Send the sponsor what you know about handling large corporate groups in the destination they are considering, with no meeting request attached
for the one whose neck is out
Outreach angle
Lead with what you have watched go wrong when a corporate brand meets a luxury venue, not with your own credentials
for the one guarding how it looks

13 · the path

Automation

Automation here means giving you the hours back, not taking the people out. The conversations stay yours. What goes is the repetitive work stacked around them.

Walking into the call already informed

Quarter 1

Every enquiry enriched the moment it arrives, so whoever takes the call already knows the company, the people and the likely budget.

Why it is here: On the board for Czerlonka Event Design & Management because first conversations currently start from whatever the enquiry form happened to capture.
What changes: The first conversation starts a level up. You are asking about the brief rather than asking who they are, and that difference is audible to the buyer.
First move: Decide the six things you always wish you knew before a first call, then have them attached to the enquiry automatically.
You will know because: Nobody opens a call by asking what the company does.

What this looks like · positions you as prepared on the first call because the digging is already done, not because someone stayed late

Enrichment field
Whether this company has an internal meetings or travel team, how many people sit in it, and who would realistically be your day to day contact in week six
for the one who has to run it
Enrichment field
Whether this account has run an incentive program before, roughly when, where it went, and whether it was mentioned anywhere public
for the one whose neck is out
Enrichment field
Who owns how this company presents itself, pulled from their site and LinkedIn before the call, and whether that person is on the invite
for the one guarding how it looks

Staying useful between briefs

First quarter

A regular, genuinely useful contact with people who are interested but not buying yet.

Why it is here: This runs directly behind the first move, because the buying cycle here runs in quarters and there is nothing keeping you useful across it. On a buying cycle measured in quarters, the two together are worth more than either alone.
What changes: On a buying cycle measured in quarters, this is what makes you the name they already know when the brief lands.
First move: A monthly note to everyone who ever raised a hand. Short, and about them.
You will know because: Replies from people who went quiet eighteen months ago.

What this looks like · positions you as still worth reading nine months after the first visit, without asking for anything

Nurture branch
For the sponsor who says their issue is proving the spend was worth it: a slow path of material on what to record before, during and after the trip
for the one whose neck is out
Nurture branch
For the brand owner stuck on internal agreement: a path on showing leadership that the venue, the room and the guest experience carry the brand rather than dilute it
for the one guarding how it looks
Nurture branch
For the corporate buyer nine months from a brief: a monthly note on destinations, guest expectations and what qualifiers are asking for, useful whether or not they ever call
for the one who has to live with it

14 · the path

Architecture

Architecture is the plumbing. Unglamorous, and the reason the other three either compound or leak.

One pipeline, agreed stages

Quarter 3

Every live opportunity in one place, with stages everyone reads the same way.

Why it is here: On the board for Czerlonka Event Design & Management because there is no single place that answers what is actually coming.
What changes: You can see what is actually coming, which is the difference between forecasting and guessing.
First move: Agree five stage names, then move every open opportunity into them.
You will know because: The pipeline answers questions instead of raising them.

What this looks like · positions you as able to see what is actually coming rather than remembering it

Workflow
The first three steps on every incoming corporate enquiry, written down once so they still happen in the week when half the team is on site
for the one who has to run it
What to measure
Record which published piece the buyer had already read when they enquired, or the early publishing will look like waste in six months
for the one whose neck is out

A smaller way in

Quarter 4

Something a new buyer can commit to that is not a full event, so the first yes is easier.

Why it is here: On the board for Czerlonka Event Design & Management because the only thing a new buyer can say yes to is a full event, which makes the first yes expensive.
What changes: Shortens the first decision and gives you a relationship to grow from.
First move: Name one paid engagement worth a tenth of a typical project.
You will know because: New clients arriving through a small first commitment.

What this looks like · positions you as easy to say yes to before anyone commits a full program budget

Lead magnet
A site inspection checklist an internal planner would use on their own trip, covering the things a hotel will not volunteer
for the one who has to run it
Outreach angle
Offer to read the sponsor's draft incentive brief and mark what is missing, before it goes out to suppliers, with no proposal attached
for the one whose neck is out

15 · the path

Sequence roadmap

Four quarters, in dependency order. This is not a proposal for four quarters of work. It is the order the modules have to happen in if they are going to hold, so that if you only ever do the first quarter it still stands on its own. Arrows mark where one module needs another in place first.

Dotted arrows mark a dependency: the module at the point needs the one at the tail in place first.

16 · the system

What sits underneath

Under each of those four pillars sits roughly a hundred smaller moves. Nobody needs all of them, and nobody should try. It is here so the eight modules on your board read as a choice made from the whole picture rather than the whole picture itself.

Roughly ninety moves sit under the four pillars. Eight are on your board. The fog is the point: nobody needs all of it.

17 · the system

What it becomes

Compounding is the part that is hard to picture from the first quarter, because the first quarter mostly looks like effort. Eclipse Global has been running this system for eight years. Their published account is at codarity.com/results/eclipse-global.

The shape of it is worth saying plainly. Nothing on your board pays for itself in the quarter it is built. Published proof earns nothing the month it goes live. A list of people who are not ready to buy looks like a cost until the year it becomes the reason you are already on the shortlist.

That is the whole argument for sequencing rather than intensity. Each quarter makes the next one cheaper, because the thing you built last quarter is still working while you build the next one. Eight years of that is a different business, not a better marketing function.

Year by year figures for the Eclipse Global curve are held back until they can be stated exactly. The published case study carries the account in full.

18 · if it is useful

Next step

The obvious next step is a conversation about the first quarter, not the board and not the roadmap. If the next twelve months are meant to come from corporate event contracts, the first quarter is where that starts, and it is small enough to be worth talking about properly.

Codarity is a growth partner for firms that deliver B2B events. We build the system on the board above, one quarter at a time, and we are equally happy being useful on one module of it. If the first quarter is the only part that is ever relevant to Czerlonka Event Design & Management, that is a good outcome and not a failed one.

The Event Engine Programme is the version of this where we build and run the whole board over time. It is one option for the first quarter, not the only shape it can take.