March 2007
When No Means Yes

In the world of selling, “no” can have lots of meanings, but it’s up to you to translate your prospect’s objections into revenue and results. Exhibit sales pros share 14 proven responses to the most common sales challenges — guaranteed to get results.

By Heather Kirkwood

It’s probably the most common word a salesperson hears day in and day out: no. No, I don’t want to exhibit in your show. No, I don’t want to talk to you. No, your show just isn’t the right fit for me. No, we don’t have the budget. No, I don’t have time to talk right now. No, I didn’t like the show last year. No, no, no. In the world of selling, “no” can have lots of meanings, but it’s up to you to translate your prospect’s objections into revenue and results. 

Does no really mean no, or is it the opening door into a mutually beneficial partnership to help your exhibitors build their businesses, as well as grow your event? How can you better interpret the negative responses and turn them into positive results? EXPO has compiled some of the most common sales challenges encountered in the exhibition business and asked leading salespeople in our industry from all types of events — association, for-profit and consumer shows of all sizes — to conquer them.

Their concise and simple answers can be molded to fit your situation the next time you hear a version of the infamous “no.”

Challenge #1: A show has a large percentage of loyal exhibitors who always buy 10 x 10 booths but they never expand their space or buy sponsorships. How do you upsell to these regular, small exhibitors?

Jameson: In my experience, case studies of success stories can be very helpful. Show them an exhibitor of equal size and resources, and then prove to them what a difference a bigger booth or a sponsorship made to that exhibitor’s business. Probe and ask questions. Is there a sponsorship they’d particularly be interested in that you’re not currently offering? Is there a smaller sponsorship you could offer that would allow them to test the waters — like maybe sponsoring a seminar related to their product category?

This situation happens often with consumer shows because sometimes the “other half” of the decision-making team isn’t at the show to appreciate what a difference it would make. We have a lot of mom-and-pop businesses, and while one half of the team is at the show, the other half is running the store.

Help them come up with tangible ways for “the other half” to appreciate the ROI. What works well at our home and garden shows are discount coupons that have to be redeemed within 30 to 60 days of the show. The “other half” will start to get it when people start walking in with those coupons in their hand.

Challenge #2: A show is doing well, but it isn’t exactly growing. There aren’t very many first-time exhibitors. The sales staff is looking through magazines, leafing through show guides from other events, but what else can they do to beef up their new exhibitor prospect list?

Jameson: Get out of the office and go to other similar shows in other markets. By no means should you walk around on the show floor trying to sell your own event, but you can collect business cards. Companies that are inclined to participate in one show are likely to participate in another. Sometimes I’ve found that the contact at that show might not be the right contact for my region, but he’ll gladly put me in touch with the right contact if I call after the event. Sometimes consumer shows think very locally, but don’t be afraid to think regionally, even nationally, and reach out for those contacts.

Challenge #3: Potential exhibitors think that exhibiting in the show is too expensive, even though the cost is actually competitive in the market. How does a salesperson get beyond this perception problem?

Washburn: I tell prospects that home shows are the best form of permission marketing because our customers actually pay money to get into a show and be actively sold. Other forms of marketing — like print, radio and TV — are viewed as distractions. That’s why TiVo and OnDemand are so popular. Exhibiting at a show is also more cost-effective compared with other types of advertising. The value of a face-to-face impression is much greater than, say, the value of a print ad impression. We’re finding more and more of our attendees value the interactive experience and view our shows as entertainment. These are all points we make to an exhibitor who might be feeling the show is too expensive.

Challenge #4: An exhibitor seems to agree that a show is a good fit and a great opportunity for his company. He never says no, but he also never actually signs the contract and gets it in on time. What’s a solution?

Washburn: While creating a sense of urgency (such as a discount, space selection, etc.) can be a strong motivator to get exhibitors to sign, often first-time exhibitors just need that extra bit of hand-holding. Remember that as sales reps, we’re very familiar with the way our shows operate and what happens behind the scenes. However, new exhibitors haven’t yet experienced the success of the show and they may be intimidated by what’s involved. Our teams work closely with each exhibitor to identify and address any apprehensions they might have. It could be anything from a fear of investing to a worry about leaving the kids for the weekend. It’s our job to coach our exhibitors and give them access to the sources they need to take the first step and get the most out of their experience as exhibitors.
 
Challenge #5: A show has two halls. Although they’re the same size and are essentially the same in every respect, the exhib-itors perceive one hall as being the “main” hall, and they all want to be in that hall. How does a show change this misperception?

Pia: Listen to the complaint, thank the exhibitor for sharing but then try to redirect his thinking so that, all on his own, he reaches the conclusion that his perception is wrong. Get the exhibitor to think about the show from the attendees’ point of view. Attendees are taking time away from their offices and their families to come to this event. They’re coming with a purpose. Attendees don’t really care where a booth is located. Only 9 percent of attendees just casually stop by a booth. The other 91 percent are looking for that booth. After coming all this way, they won’t not visit a booth because it isn’t in the first few rows. Attendees are solution- and product-driven, not booth-location or main-hall driven.
Ask the exhibitor, if they were in the hall, but had a booth 30 feet taller than everyone else’s, what would happen then? They’ll likely say they’d get a lot of attention. Then, what matters more, where the booth is located, or what you do with it?

Challenge #6: More and more exhibitors are asking for custom marketing and sponsorship packages. Do you have any suggestions on how to develop, price and sell these?

Pia: I believe this is the only way shows should be sold. You should have, say, packages one, two, and three — each worth a bit more than the one before it — and if an exhibitor wants “just a booth” then they should pay through the nose for it.

But, I know that’s not the way the world works at a lot of shows. So, talk to the exhibitor. Get an idea of the sorts of things they’d like to see in a package. Then create a package that includes those items, as well as a couple of items you’d be willing to give away as value adds. Which items have the highest margins? Make sure you’re still getting high margins for those items. Offer them a package with a booth and maybe four items, and then add in the other two at a drastic discount, or for free, and the exhibitors then feel like they’re getting a bargain.

Palermo: We’re very lucky to have a department that works on these at Reed. The important thing is to offer a vast array of options to meet all price ranges and all marketing goals. You should be asking what the exhibitor’s goal is, and then help her sort through the options to find the package that will best help her company be successful. Get engaged in the process. Find out what the exhibitor’s agenda is.

We have a number of programs we offer to help exhibitors extend their buy to 360 days a year (not including show dates) — ranging from BDMetrics to a number of other opportunities. Also, look for ways you can help them with action after the event.
 
Remember that the way a salesperson gets engaged in the process is by actually knowing the client. We have a program that allows our registration database to be uploaded into our sales database so our sales staff can see which of our exhibitor’s important points of contact was actually there.
To stay relevant, we require our sales staff to contact each exhibitor at least twice a year when they’re not trying to sell anything. It’s so important that our sales managers are graded on it.

Challenge #7: A salesperson is selling a brand-new show, so there’s no track record to sell from. What can the salesperson do to convince potential exhibitors that his show is a good investment?

Palermo: For starters, your enthusiasm for your event has to be contagious. You might not have a track record, but if the show is meeting an unmet market need, chances are the exhibitors are aware of that need, too. Before we launch shows, we get buy-in from key companies in the industry as our anchors. When we’re selling, we can then point to their support for the show. We also share our marketing plan with potential exhibitors. We let them know what we’re doing to get the attendees to the show. Demonstrate to them that you know the audience and that you’ve got access to the attendees.

Challenge #8: Several smaller exhibitors want to stop coming to a show because they feel overshadowed by the many bigger exhibitors. How does one overcome this objection?

Strowger: While we certainly recognize that the International CES is the converging marketplace for all consumer technologies and we have benefited from some tremendous industry growth, that does not necessarily mean that bigger is always better in booth size.  I don’t advocate for everyone that they take the largest exhibit space that they can possibly afford, just to be able to compete with the big names. Rather, my first step is to find out what their goals and objectives are for participation, and see what we can do to help enhance their participation through some of our available tools.
For example, if they’re exhibiting in CES to feature some of their newest product announcements, then I encourage them to take a look at participating in our Innovations Design and Engineering Awards program, which has given manufacturers and technology developers an opportunity to have their products honored by an independent panel of industrial designers and engineers. If they’re there specifically for PR or media exposure, then I’d encourage them to look at options such as CES Unveiled, which is our series of exclusive press events held in advance of the show. Assuming they’re on-site to reach new and existing buyers, then I’d encourage them to utilize CES SmartBooth to ensure that their ideal customers are aware of that company’s participation and have made plans to visit them. These are all options that are available to our exhibitors at no cost or low cost, but at the same time can help differentiate them from their competition and achieve the objectives that they have set.

Challenge #9: An exhibitor has pulled out of a show and set up in a nearby hotel. How would you convince them that the show really offers more value and they’re missing potential prospects and customers by not reaching the show’s attendees?

Strowger: For years, International CES has taken a “big tent” approach, and we recognize that a 10 x 10 exhibit space on the show floor may not be the ideal solution for all companies. In fact, we have an entire category called High-Performance Audio that consists entirely of hotel suites and small ballrooms/meeting rooms that by their nature are a much more conducive venue for demonstrating sophisticated pieces of audio equipment. The ambient noise of a show floor would have been a disservice to these companies. So for years we have offered this category, a setting that better suits their needs. This year, the entire product category completed a very successful move to The Venetian, a more upscale destination, to best meet their specific requirements and provide some better overlap with related categories at the adjacent Sands Expo Center.

Along similar lines, a company might not have a product ready to display if they are in start-up mode or seeking venture capital funding. If that’s the case, then a booth space may not be an appropriate solution for them, but we still want them to be an official part of International CES. To address this, we established a program where CES buys a block of suites from hotel properties adjacent to the Las Vegas Convention Center during the show dates, and then re-rents them to exhibitors and prospects for their hospitality/private meeting purposes. Our thinking was that a company who does this as an official presence will eventually “graduate” to the show floor or a combination of a booth and suites, so we want them in the show right from the beginning of the company’s life cycle. Plus, we want companies to be in one of our nearby “official” hotels, since it is a disservice to our attendees when companies use suites or ballrooms at the other end of the Strip.

Challenge #10: An association show has been told by its board to raise revenues 10 percent. How can the show set goals that will achieve this, but are still reasonable for the sales staff to achieve?

McCarthy: I have to honestly say I’m very lucky. I’m in a position where my board doesn’t tell me what my goals are for the year. We set them together. I know that’s not possible for everyone. But one way to achieve is to be proactive. Don’t wait for the board to set the bar. Do your homework. Estimate what you think you can achieve in the next year and then take that to your board. Back it up with hard statistics. If they feel like
you’ve done your homework, then you can set goals based on
the business.

I’ve been with this association for 13 years and have been selling booth space for 10 years. Every year we’ve grown our new exhibitors by 50 booths. Now, I have three other people helping me sell and we’re moving from the Hynes Convention Center to the Boston Convention Center. It means we’re going to grow from 100,000 square feet to 177,000 square feet this year. But, I feel with the four of us selling, it’s attainable.
I’ve set goals for us that reward us for working as a team. Every-one’s individual goals reflect their different levels of experience.

One thing we’re looking at to expand the show are other ancillary businesses our dentists might use. For example, running a dentist office is running a small business. Dentists need all the services that other small businesses need.

Challenge #11: A show has developed an array of new sponsorship opportunities, but the exhibitors don’t seem interested. They want to stick to the same thing they’ve bought every year. How do you get them to change their approach?

McCarthy: When I first started selling here, there were three standard sponsorship packages — the bronze, silver and gold level sponsorships. It’s the way it had been for years. To be honest, it was hard selling them. Yes, everyone was used to them, but they really weren’t working.
So, I did my homework, and we started out small. We have a big map of the show floor for attendees, and we offered exhibitors a chance to highlight themselves on the map. We added on from there.

Now, I sell everything I can and offer sponsorships in all price ranges. We produce thousands and thousands of pages of handouts that get put together in a book. Now, we sell the cover sheet between each presentation. I even sell the kickstands on the registration desks. Ask exhibitors for ideas. You’ll get great ones and they’ll get buy in.

When the new sponsorships start to work, you’ll get more interest. After all, the exhibitors are there to make money. If it works, they’ll catch on and there will be more demand.

Challenge #12: A salesperson has identified a potential exhibitor who’s perfect for the show, but can’t get past the gatekeeper. Calls are not put through, and e-mails are ignored. What are some strategies for getting around the gatekeepers?

Berman: There are a couple of approaches you can take, depending on your read of the situation and which one you think would work best with the prospect involved.

You could try to get the gatekeeper on your side. Persuade her that what you have to offer is so valuable, that her boss just has to hear about it. For example, name-drop or mention competitors who are already exhibiting in your show.

E-mail is a great way to get around gatekeepers. Most people check their own e-mail. If that isn’t working, evaluate what sort of e-mail are you sending. Is it a general sales promotion, or is it a personal e-mail outlining one or two reasons why the person would benefit from talking to you?
Or, you could try going around this person altogether. Most decisions to exhibit are made by more than one person. Try calling the company’s sales department. Salespeople want calls, so they generally don’t screen them. Try to get one of them to help you by putting you in touch with the right person. They want to make sales, and they can become your internal champion. Sometimes the decision maker will pick up the phone if you can say, “So-and-so suggested I speak with you about…”

And, sometimes you just have to get clever. Try sending a clever gift that relates to your show. It will get attention and everyone will be asking who sent it.

Challenge #13: The number of shows serving an industry are growing. There are more niche events, regional events, etc. The result is that exhibitors are spending less in order to spread their dollars around. How can a show combat this scenario?

Berman: It’s all about positioning. If there’s more “noise” out there, you’ve got to be able to clearly position your event and demonstrate what you can deliver that none of the others can. Exhibitors need to feel like your show is a low-risk, high-return investment.


What do you offer that’s different? Do you have the most attendees? Do you have the most decision makers? Do you have the most buyers from a certain vertical market segment? Can you offer your exhibitors improved access to their buyers via better sponsorship opportunities? Not all shows are created equal. What makes yours better?

Lisa Washburn, Group Sales Manager for Eastern Canada for dmg world media (www.dmgworldmedia.com), has been a member of the sales team in Toronto since she joined dmg two years ago. With a background in event coordination, sponsorship, media relations, she sells the three Toronto Home Shows and the Ottawa Home Show. Altogether, the shows attract a total of 1,600 exhibitors and 255,600 attendees.

Stephen Pia founded COACH Media (www.coachmedia.net), formerly SOS Consulting, in 2000. He works with media sales teams and individuals to strengthen their sales skills, develop an effective sales process and enhance their communication and negotiation skills. Prior to founding COACH Media, Pia spent 16 years in media sales as both a sales professional and a sales leader, including 10 years at Ziff-Davis Media in numerous positions, including Senior Vice President of Event Sales. He has worked with exhibition companies such as Diversified Business Communications, Nth Degree and Gartner.

R.J. Palermo currently serves as Event Director for INTERPHEX (www.interphex.com), which is produced by Reed Exhibition Cos. Palermo previously served as Group Sales Director for Reed Exhibitions’ Life Sciences portfolio. He has received several awards for his leadership, sales management and commitment to the pharmaceutical industry. INTERPHEX New York attracted 9,125 attendees and featured 950 booths in 2006.

Ryan Strowger, Senior Manager of Business Development for the Consumer Electronics Association (CEA, www.CESweb.org), has been a member of the International CES Sales and Business Development team since 2000. The 2007 CES show attracted more than 140,000 attendees and 1.8 million square feet of space. Strowger has worked in the trade show industry for more than 14 years, primarily focused on sales. He’s an active member of the International Association for Exhibitions and Events (formerly IAEM) and received his CEM (Certified in Exhibition Management) in 2004.

Shannon McCarthy, who currently serves as Director of Sales, joined the Massachusetts Dental Society (MDS, www.yankeedental.com) in 1994 working in the Communications Department. In 1997, she moved to the Meeting Planning Department as Exhibits Manager. In the past eight years, the number of exhibit booths at the Yankee Dental Congress has more than doubled from 425 to 980, generating revenue of nearly $3 million. She has been a member of the International Association for Exhibitions and Events (formerly IAEM) since 1995 and is currently Chair of the New England Chapter.

Helen Berman and the Helen Berman Corp. (www.helenberman.com) have helped hundreds of media companies find their perfect path to sales success. Working with large and small media and exhibition companies, Berman is the author of several sales books and articles, and regularly gives seminars.