At the Exhibitor's Show, Day 2: Objectives & Measurement

Ok, now we're getting somewhere. I've read Barry Siskind's books, but never had seen him in action. He is a dynamic speaker (with dry, B&W slides) with great information. Actually, the earlier presentation by Ian set me up really well for this session.

Barry was clear and quick on his feet. His basic thesis is that you need to establish a baseline, a benchmark for the year for your trade show program. All of your work in measurement needs to be set against firm business objectives. This guy thinks in threes (I like that, you know) and his first three are about balance between resources:

• Financial
• Physical
• Human

He also cites three basic questions you, as an exhibitor, should ask yourself:

• Why are we in business?
• Who are we?
• What is our real purpose?

Once you can answer these (or come close or work toward answering), you come closer to a sharp focus. Two steps:

• What are you hoping to achieve?
• What will justify the time, energy and money spent?

This ream of information leads to two areas to measure:

• Sales objectives--easier to quantify
• Communications objectives--softer, but what most relationship-building exhibitors really want to know.

What I really came away with from this seminar is this formula that Barry called "doing the math":
a. Take a total show population of 5000
b. Determine the percentage who fit the profile of the client you want to reach (10%)
c. Take the average time spent with prospects (typically 10 minutes or 6 per hour)
d. What are the active hours of the show (assume 20 for this example)

The number of realistic leads is c times d or 120. However, deduct by 50% because of reality brings you to 60. That's 12% of the show total attendance. A realistic assessment of how many people you will really reach.

Like I said, this helped amplify and expand on what Ian had said. Coupled with the Tound Table run by Ian on ROI/ROO and it was a complete day of brand and measurement.

Lesson learned: the dynamic trade show program (and they all are) needs to be quantified and qualified to keep being effective.

TTSG

At the Exhibitor's Show, Day 2: Walking the show floor

Walking the show allowed us to get some air, meet new people and forget about the terrible lunch we'd been served. Note to self: try the Mexican place across the way on Tuesday.

This area of the show is growing. Over 300 exhibitors ranging from simple banner makers to I&D companies to freight companies to exhibit builders are here. If a company provides a service to the the exhibit industry, they are here.

This walk gave us the chance to renew old friendships, meet new suppliers and see things that we only get to see at our own shows. Getting to share what we liked, what we didn't was a great exercise.

Most of the large builders emphasized their ability to design within a brand and be a part of the larger mix--or drive it if need be. Derse, Freeman, 3D, ExhibitGroup and Elements (among others) were front and center representing custom exhibit builders. Skyline was there with several booths touting their product and dealer network. Fish Software and Exhibit Surveys were among the led trackers. And Mayflower, United, ABF and LAS Worldwide were representative of the freight handlers.

Now that we've seen the floor from a larger perspective, we can go back and review what we'd like to focus in on.

Lesson Learned: this is a vast and complex industry, but it is largely built on relationships.

TTSG

At the Exhibitor's Show, Day 2: Using Surveys

This seminar is one of the key reasons I came to this show: to learn how to apply my company's services to the world of exhibitry. Ian Sequeira of Exhibit Surveys was the presenter. Again, a full house and a good discussion. Less audience participation and dry slides, but a good, informative discussion.

Ian spoke of process mostly. He gave formulas and statistics and few real-world examples. However, the equations seem to work. His point was "why do you do survey work?" and "you should be doing survey work" even at a simple level. The more you know about your audience, the more you can target and get your messages to the right people. The results of even a simple post-show survey (the easiest to do) will help you shape your exhibit, demos and staff training.

Utilizing lists from the show promoter will allow you to survey the bigger picture: memorability, overall character of the show. Specific data from your own booth leads will help you understand your staff effectiveness and specific client needs.

His process maps and formulas are useful and good arrows to have in your quiver of resources.

His summary: determine the objective, apply the appropriate methodology, measure the effectiveness and act upon the results.

Lesson learned: anything can be measured and should be.

TTSG

At the Exhibitor's Show, Day 2: Branding

The morning's first class was growing your brand and incorporating it into your exhibit program. Scott Leech of Brandspeak of Minneapolis (www.brandspeak.com) was the presenter.

This popular (193 of 200 seats in the meeting room) seminar was clear and to the point, however, Scott did have to spend more time setting up brand to the room before sending the discussion off into how it relates to exhibitry. Rally everything around the brand and using exhibit marketing as a brand-building experience were the key messages. His examples (Pella, Qwest, Ultradent) showed this clearly. It also, by extension, showed that his exhibit-building partners understood how the integration of brand into exhibitry and how exhibits fit into the who of the brand program works.

Of note: staff training is as important (if not more) than the structure, graphics and other preparations.

Lesson Learned: Everything you spend money on should speak to your brand.

TTSG

At the Exhibitor's Show, Day 1

I'm in Fabulous Las Vegas this week for the annual Exhibitor's Show, presented by Exhibitor Magazine. This 20-year-old event is aimed at industry professionals who either produce shows for companies for supply goods and services to exhibitors. There are over 300 exhibits in 2 halls along with over 200 conference sessions spanning 5 days.

I'm here on for Zachry Associates to learn, network and support one of our clients. This is a great way to get reconnected and learn about new trends and happenings in the industry. This has become the premiere "trade show for trade shows" (to borrow the line from TSEA's TS2 event, my apologies) and gets bigger each year. So far, I've reconnected with my trade show supplier roots, met with some new suppliers and potential clients and continued working on a project for a client.

The first day started (after a day of "volunteer" events) with a welcoming reception. I'd gotten in earlier in the day and ridden a courtesy shuttle in from the airport supplied by ExhibitGroup Giltspur. Walking over to Mandalay Bay Hotel from the MGM, registration was painless and straightforward. I met up with a long-time friend of mine, Gary Donatell, who now works for The Freeman Companies out of St Paul. We have a project we are working on and, since we know a lot of people in the industry, decided to take in the reception together.

The reception was a huge gathering of about 500 to 700 people. Carving stations and bars dotted the space and dress ranged from suits to shorts and tees. It was the largest event of it's type I've been to in all the years I've come to this event. I met up with contacts from Centerpoint Exhibits, Marvin Windows, Wooten Metals, Live Marketing, Derse, Brauer Consulting, Fine Design, the Term Group and Willwork.

Lesson Learned: Friends and colleagues are forever.

Classes start this morning at 8. Gotta go. More later.

TTSG

Final words on Heli Expo

Our trip to Heli Expo in Houston was worthwhile. The purpose for going was to:

• Discover the basic layout and flow of the show
• Learn the major players
• Experience the event
• Discern how our clients fit into the show

The high-level analysis of the show:

• Over 500 exhibitors
• Halls A thru E of George Brown Convention Center (500,000 square feet)
  
• Major players mixed in with smaller exhibitors throughout the hall
• Exhibits open 19 hours over three days

Things to do going forward with regard to this show (or other shows requiring evaluation):

• Analyze the show before arriving
• Attendees
• Competitors
• Marketplace
• Do survey work on the show floor
• Measure attendee’s opinions
• Understand memorability
• Post-show analysis
• Number of leads and classification
• Time-to-purchase decision

This was a good one-day show example and there will be more to learn from as time progresses. Will attedn teh AS3 show in Dallas with this same client later this month.

TTSG

Budgeting

Trade show marketing is an expensive proposition. Buying the space is just the start. There are some rules of thumb of how much to expect to spend. When you go to set up your budget, here are some broad categories:

1. Space
2. Exhibit, graphics, services and freight
3. Promotion

Space. Probably your biggest cost, it is what the exhibit sits on and defines your space in the hall. This varies from size (tabletop to large custom) to location (front or back of the hall). Expect to spend upt to half (50%) of your allocated budget for this.

Exhibit, graphics, services and freight. The rest of your budget will be spent on these items: buying or renting an exhibit; designing and producing appropriate graphics illustrating your products and services; buying the support services (electrical, drayage, material handling, rentals); and the transportation to and from the show. Of this, freight is probably the largest percentage of the money left over.

Promotion. Set aside an amount at least equal to the space cost to promote your participation in the show: pre-show mailings, e-mail blasts, advertising, post-show mailings and followup.

The budget process starts at a 40,000-foot level and goes all the way to the ground. That is, it would be best to have a “bottoms-up” approach to budgeting so that you can be sure to meet it and not exceed it. Set the budget for each show and then roll those individual budgets up to the total number allocated for the program. If you have to trim, you can eliminate whole shows or allocate more budget. Don’t reduce the budget of indivual shows to meet the top goal without being sure you can produce the show effectively for that reduced number. It’s the kiss of death to underproduce a show just to go.

TTSG