Jay Lurye

If there ever was a master of integrative marketing and creative thinking, it was Jay Lurye, the founder and president of Impact, International. Based in Chicago, his company was among the first event production and marketing firms, and many of his principles innovated practices that are common in the industry today. Much of his work centered on association conventions, but his greatest contributions were in building attendance through marketing partnerships and the creation of ancillary activities.

For example, Lurye instituted the spouse and youth program as a major part of the convention itself. He understood that if an organization could attract spouses by marketing unique programs to them and their children, chances were that the association's members would feel more compelled to register. He was right.

In marketing these programs, he was equally innovative. For example, Lurye created the "meet a celebrity" event and promoted the "mystery guest" luncheon or reception where spouses would buy tickets based on the promise that they would see not only each other, but mix with celebrities as well. Then, through his contacts with theatrical agents, he would determine which celebrities would be in town at the time of the event, hire them for a moderate fee to spend an hour socializing with the group, and watch as the spouses lined up for a chance to chat with the famous actress or singer. Photographers took Polaroid pictures as keepsakes, and autographs were traded. There are many companies today that hire "look-alike" celebrities to perform the same function, and it still works to build attendance and excitement. Jay Lurye started the concept, but he used the real McCoy!

He used his creativity and imagination to enlist "target markets" into the fold as "marketing partners." For example, the Mechanical Contractors Association of America was his client and was struggling to get support from its state and city chapters to attend the annual convention. Lurye's concept was to change the association's chapters from passive to active marketing partners. He would give them a proprietary interest in the enterprise.

So he created a major reception and dinner as a highlight of the convention and challenged the chapters to be among the first 20 to sponsor "hospitality centers" in which they would offer food and drink indigenous to their localities, giveaways of memorabilia, and costumed characters reminiscent of their state's history. Only 20 theme centers were available. First come, first served. They clamored to get on board.

Their pride swelling, the chapters immediately began trying to outdo each other. The Kansas City chapter proudly served barbecue and gave away miniature Kansas City Chiefs footballs. The Louisiana chapter served fried oysters and crawfish and tossed Mardi Gras doubloons and masks as a Dixieland band regaled the crowd. The Seattle chapter drew a crowd with its smoked salmon and Washington State wines. Seventeen other theme stations competed for attention. The party became a living, exciting montage of the association's width, breadth, and diversity.

But while the event was a marketing marvel and a great success, Lurye had a subtle strategy. The association itself saved a fortune on food and beverage expenses and entertainment costs that the sponsoring chapters covered, all of which would have fallen on the association for a more standard party.

In time, Lurye expanded his creativity into corporate meetings and product launches, and ultimately conceived a service company producing college and fraternal reunions with the same cutting-edge creativity he used to bring association events into the modern age. Many of his marketing and management principles still form the basis for contemporary event production and promotion.

Continue reading here: P T Barnum And The Ringling Brothers

Was this article helpful?