Avoiding show management's five deadly sins

By Barry Siskind

Here's a quiz. What do Nikon, BMW, Merrill Lynch and Christian Dior all have in common?

We know they are all successful and they are all profitable, but there is something more. Each of these companies is customer focused. They have seen a remarkable increase in sales as they teach their customers how to use their product and services.

A show manager's customer is their exhibitor. Without them there would not be a show. How the care and feeding of these exhibitors is handled can spell the difference between a show's success or failure. Good customer care can bring a show out of the doldrums into a world that sparks the interest of the show visitors and compels then to come back again and again.

It 's easy to give lip service to customer care but stepping up to the challenge is often difficult to implement. Let's look at the five deadly sins show managers face and some strategies for moving forward.

1. Complacency

How many times have you heard, "My exhibitors are big companies. They have been at our show for years and know what to do." This comment originates from a focus on the company rather than the people. Exhibitors have lots of challenges: new exhibit staff, changing focus and a constantly evolving corporate culture. Once an exhibiting company decides that the show is no longer relevant, it is near impossible to get them to reverse that decision.

The trick is to create an open dialogue where concerns, feedback and specific needs are expressed and acted upon. This interaction will not happen on its own. Show management must assume the role of "exhibit partner." Listening and being flexible are good skills to hone.

2. Tuning out exhibitor feedback

The grumbling of discontent is often subtle and difficult to hear. If caught early remedies can be found; if ignored it can affect the health and longevity of your show. Some show managers simply rely on a post-show evaluation. It is often difficult to get responses in this way. Many show managers create exhibitor committees who solicit feedback. These committees should include representation from all product groups and exhibit sizes. Make sure the questions are not misleading or vague. Topics of discussion might include show hours, amenities, special features, audience quality and so on. Look at the feedback from your committees. If their points make sense - act on them. If they don't then be prepared to justify your response.

3. Focusing on your immediate bottom line

In today's economy companies can go from zero to billions overnight. It is often hard to focus on long term results. Yet, shows have a natural life cycle that can be lengthened by including items that focus on ensuring that exhibitors meet their objectives. Exhibitor care initiatives such as closing banquets, awards, training and special features in the show should not be considered as an expense but and investment in your future.

4. Focusing on the exhibitor's bottom line

Exhibitors are challenged with the task of producing more with less money. The need to produce a return on that investment has never been greater. However, often that return is difficult to quantify. Show management can actively show their exhibiting companies how to develop measurable goals and establish the metrics needed to measure and evaluate their show performance. Exhibitors can look at measurement is such areas as ROI (Return on investment), ROO (Return on Objectives), ROT (Return on Time) and ROC (Return on Contacts.)

5. Walk their talk.

It's one thing to steer exhibitors in the right direction and introduce them to exhibiting best practices. It is quite another to do it yourself. Often show management will take a booth space themselves to promote future shows. Their booth and staff need to act as role models for other exhibitors. When they fall short everyone notices.