Five showmanagers address today’s most challenging sales issues

By Jennifer Koski

Red-hot technology, a boom economy, the emergence of dot-coms — they’ve been driving forces in dramatic show growth in recent years. Ironically, however, these same factors have created an entirely new set of challenges for show managers to contend with —from increasing competition to the nuances of selling to dot-com start-ups.

So how are today’s show managers handling these challenges? EXPO talked to five innovative show managers about their secrets for handling today’s toughest sales issues. The programs they’ve developed have helped curb the competition, put the Web to use to increase sales, and implement technology to woo a new kind of exhibitor.

Q. How do you combat the increased competition of other marketing mediums, such as start-ups, niche shows andconferences, as well as Web advertising?

A. “We practice needs-based selling to give our exhibitors opportunities they can’t get anywhere else. To determine a prospect’s needs, we ask open-ended questions, such as ‘What are your goals for the upcoming year?’ and ‘If you had a microphone and 30 seconds in front of the show’s 15,000 attendees, what would you say?’ This encourages the prospect to speak freely about his marketing strategies. We also study audience demographics based on questions from our show registration form and through on-site surveys at the show. Then, following each show, we again survey our audience to determine whether the show and its exhibitors were effective, and what kinds of companies they’d like to see added in the future. Based on this information, we can prepare a package of information specifically catered to each exhibitor. ”

Q. What about that hard-to-reach exhibit manager who 
doesn’t return phone calls or e-mails?

A. “I believe in top-down selling. I tell my salespeople to go to the top person in the company and do anything they can to get in that door. We typically send an e-mail first, then follow-up with a phone call. And since presidents of companies like to have their egos stroked, we may start the call with a discussion about show speaking opportunities. (Mentioning a speaking opportunity is also a great way to get past the president’s assistant.) If the president is impressed with what you have to offer, he’s going to tell the exhibit manager that you’re someone they should talk to. And if the president of the company tells them to do something, they’re going to listen.”

Q. How do you motivate your sales force to sell that 
aggressively?

A. “Money. I believe in high-risk, high-reward. My salespeople are paid commissions, which vary show by show based on the difficulty of the sale. The commission percentage is less for past exhibitors and higher for new exhibitors. Once a salesperson hits his goal, he gets a bonus and a higher commission rate. Salespeople also are rewarded with trips and sales contests. This month, for instance, we have a sales contest in which the sales staff can earn a Panasonic cordless telephone with a headset. Next month, it’s a PalmPilot organizer. The key is to set goals, then provide the tools and incentives to exceed those goals.” 

Q. How has your show changed to fill the needs of the Internet companies?

A.“The Internet is an entirely new way to market art, and we have to roll with that change. To accommodate Web companies that are new to the art industry, we introduced an Internet pavilion at our 2000 show comprised solely of start-up dot-coms. Since the dot-com companies don’t require our traditional, art-friendly hard-wall system, we decided to highlight them in their own section, using pipe and drape. The change was motivated by logistics, but it proved to be successful. The pavilion visually contrasted with the main show floor, which helped draw attendees to the area. We sold 53 booths to new exhibitors and plan to continue the pavilion in future shows. With new exhibitor segments, you have to remain flexible.” 

Q. How is selling to dot-coms more challenging than selling to traditional companies?

A. “Dot-coms are marketing savvy — they’re looking for solid numbers and high visibility. So first, our salespeople have to demonstrate both the quality and quantity of our attendees. To do this, we collect demographics on registered attendees, including information on buying power and product interest. We then reinforce the benefits of the delineated Internet space. Since we’re a long-running show, traditional exhibitors know our reputation. But up-and-coming dot-coms need proof that we’re working hard for them. So we’ve created an aggressive marketing plan for the Internet pavilion to guarantee high-volume and high-quality traffic. We buy targeted lists, then send mailings promoting the show and the Internet pavilion. We also work closely with a PR agency to get coverage in trade magazines, industry Web sites and major newspapers, such as USA Today. Our salespeople use this plan as a selling tool.”

Q. On the reverse, what sales challenges do you face with your traditional exhibitors? Has up-selling, so to speak, been difficult? 

A. “The concept of show sponsorships has been somewhat foreign to this group. The reason is twofold: Our exhibitors are generally smaller companies who can only afford to spend $200 to $2,000 on promotional items. Additionally, they are primarily artists who aren’t accustomed to show sponsorships. So we created relatively inexpensive offerings that are easy for exhibitors to understand. The resulting sales kit outlines promotional opportunities — such as show directory listings, Web-site links, show bags and lanyards — at a variety of price points. The items are listed according to feature and benefit, (i.e. ‘If you order a lanyard, your name will be seen around the neck of every badged attendee at the show’.) The combination works and has increased our ancillary sales by 123 percent.”

Q. How do you find the most qualified exhibitors for your show?

A. “Careful pre-qualification is essential for ensuring our exhibitor mix is strong. Hosting unqualified exhibitors drives attendees and exhibitors away. Our first step is to search out promising candidates from all corners of the country. Our sales staff travels to as many as 60 festivals and craft shows nationwide each year. We also advertise in magazines and buy mailing lists. Once we’ve targeted potential exhibitors, we conduct a stringent qualifying process. We ask for product samples and/or color photos of the products. We discuss sales goals and marketing plans. And then, based on this information, the uniqueness of their product and our category breakdowns, we determine whether the exhibitor is a fit for our show.”

Q. Once they’re pre-qualified, how do you convince potential exhibitors — many of whom are small — that out of themultitude of marketing options available, your show is their best choice?

A. “We launch an aggressive ad campaign, which we promote to potential exhibitors. The campaign includes TV advertising (eight to 10 spots in the week preceding and 
during the show), magazine advertising (more than 20 ads during the show month) and, often, regional mailers. Additionally, we offer incentives — exhibitor discounts for both multiple booths and multiple shows. (We also offer an early-commitment incentive for best placement.) And finally, we appeal to small exhibitors with a payment plan (by which they can pay for their space in monthly installments), and exhibitor counseling. Our sales staff spends time with exhibitors, counseling them about the best way to sell on 
the show floor, and how to determine sales goals.”

Q. How do you ensure your sales staff remains true to the show’s theme — and doesn’t sell to just any exhibitor with a big check?

A. “We have created strict guidelines of rules and regulations the salesperson must follow. (For instance, salespeople must follow the pre-qualification guidelines outlined above, and they only can allow a predetermined number of exhibitors into each product area.) When in doubt, management is called in for decision-making and review. We also pull together the sales team for a monthly discussion to review our current position, discuss which product categories are still open, and decide how we’ll fill those categories. If we feel an area is lacking, we will choose to buy a new list or search for exhibitors in a neighboring area instead of diluting the exhibitor pool with ancillary exhibitors.”

Q. How do you keep your show fresh to attract new exhibitors? 

A. “We constantly reinvent ourselves and try to offer our exhibitors a new show every year. One new program at this year’s event is Wireless Survivor. It’s a contest that allows exhibitors to submit products and services in six product segments. The entries are posted on two impartial industry Web sites, where members of the industry vote on the strongest solutions. The winners get five minutes on the keynote stage at the show to pitch their products. It’s an incredible opportunity for exhibiting companies — and our sales staff. The exhibitor gets an audience full of end-users to see its product, while the sales staff has an attractive program to pitch to prospective exhibitors.”

Q. With so many niche shows available for new companies, how do you sell a horizontal show?

A. “We offer the atmosphere of a vertical show within CTIA Wireless. At our 2000 show, we introduced Data Village, a show-within-a-show incubator where attendees could experience a data/Internet wireless show in a concentrated area. Exhibitors were able to test out the show in a highlighted area before being integrated into the larger exhibit hall. Though we’re a horizontal show, Data Village has allowed us to appeal to that narrow segment of the audience. Our salespeople can market Data Village as a stand-alone event, thereby attracting companies that otherwise might not exhibit in a horizontal show. We plan to keep the village theme as new focuses arise. Next year, in fact, we’ll launch Broadband Village.” 

Q. What other tactics help you sell to a diverse audience and exhibitor base in a rapidly growing industry? 

A. “You’ve got to closely analyze the growing areas of your show or industry to determine whether a spin-off event is viable. In 1998, we launched a new show, Wireless IT, to focus on several emerging growth segments. This gave us 
the ability to attract — and sell to — new markets. And though there is some overlap, the focuses of our two events are different enough that they are thriving and feeding on each other. (In fact, Wireless IT has grown 400 percent in three years.)” 

Q. How do you handle traditional exhibitors who may be wary about purchasing banner ads or section advertising on a show Web site?

A. “Because of the relative newness of this medium, we have to spend more time explaining the online benefits to our exhibitors. To educate them, we’re producing a high-quality brochure exclusively for our Web offerings, which include banner ads, section sponsorships and enhanced exhibitor listings. Then, we augment the literature with real-time reviews of our Web site (conducted over the telephone as the salesperson and prospect simultaneously log onto the Web site). We track and use statistics, such as the number of hits and page views per month, to promote the volume of traffic to the site and potential viewership of the ads. An additional tactic we use is packaging Web advertising with traditional sponsorships or advertising. For instance, if an exhibitor is interested in a full-page show directory ad, we’ll offer a competitive package including the ad, the pre-show mailing list and a banner ad on the show’s Web site.”

Q. How do you develop a show Web site that helps you sell and benefits 
your exhibitors?

A. “Last summer, we held a focus group of key exhibitors to discuss the features they want in a ‘show Web site.’ We invited several of our ‘biggest backers,’ since their input is especially valuable and we wanted their buy-in. We asked which information they felt was most important to include on a show Web site and what benefits they’d like to derive from its visitors. We discovered that, like our actual show, quality and quantity of visitors are of utmost importance to these companies. So we aim to attract this audience with timely and accurate information, such as online registration, product information, industry-related content and the ability to follow up on and track attendees’ inquiries about exhibitor’s products and services. This improves customer satisfaction and ultimately leads to increased sales.” 

Q. How are you using that technology to compensate for a shortage of sales staff?

A. “We plan to implement self-service aspects of exhibitors’ show presences through the show’s Web site. Online, exhibitors can view an updated exhibitor list or exposition rules and regulations. They can gain access to show service forms or post product photos. Additionally, prospects can view available spaces online while our sales staff directs them over the phone in real time. This cuts down on voice mails, call-backs and waiting for answers — and speeds the sales process.” 


Jennifer Koski is a freelance writer and editor based in Rochester, MN. Though she writes about a range of subjects from healthcare to marketing, trade shows are among her favorite topics. She formerly served as both Managing Editor and Editor of Exhibitor magazine. She can be reached atjlkconsulting@yahoo.com.