Capture Real Time Event Performance Input from Customers, Prospects and Staff Using Simple Tools
In previous measurement tips I have discussed the importance of gathering feedback from both customers and prospects, as well as from the event staff.
Recently, we created an app for a client that provided instant updates on how visitors were reacting to a special innovation showcase. We also created apps for the staff to provide feedback on visitors and to document important meetings. The great advantage of this feedback mechanism was that it required no equipment beyond the text capable cell phones everyone was already carrying and the information collected was available in “real time”.
Using SMS programming and a short code (think American Idol voting style), it is possible to gather real, instant input from a variety of people. The SMS applications can be sent to the user using a variety of formats and responses can be as simple as texting back a simple letter or a pre-coded string of text that translates to participant ratings.
There are multiple advantages to utilizing SMS applications for event measurement. Some of the more significant advantages are:
1. Information can be collected in “real time”- SMS surveys allow for information to be instantly transmitted from a mobile device to the application.
2. The user can be reached anywhere, at any time- SMS surveys do not have the same limitations that traditional survey techniques have. The respondents to the surveys do not have to connect to a kiosk or speak to someone. The SMS surveys can be completed while a visitor or staff member is on a plane or walking back to his or her hotel room. According to a 2011 survey by MobiThinking, 87% of the world’s population now subscribes to a mobile device. This means that the chances of a visitor to your exhibit or event not having a mobile device are extremely limited.
3. The feedback is available instantly- Current SMS technologies allow for participant feedback to be instantly transmitted to a database. This allows for information from an event to be collected and distributed with very little wait time.
Making adjustments on the fly or after a nightly debrief is a very attractive advantage made possible by hearing directly from your visitors and staff about how well your communication event is working. This is extremely valuable when an effective and engaging staff is needed to create the best possible result at an event.
So, how exactly do SMS applications work? Let’s consider a few examples. You work for SmartCo. Your company chairperson just gave the keynote address at a major industry conference. You ask the audience via the microphone, presentation screen and/or using printed cards, to text “Smartco” to short code 12345 on their smartphone. They immediately receive a message thanking them for participating and a request for their input on three to four questions on the importance of the keynote content. The first question pops up and asks for a reply by simply texting a single letter. For example, the first question may read, “How valuable was the content of this keynote address to your job? Text V– Very Valuable, S- Somewhat Valuable, N– Not So Valuable”. The participant sends the letter and another question appears. Upon answering the last question, the participant receives a thank you screen that may contain a link to your company’s mobile optimized landing page, a link that directs them to a request for contact input, or any other mechanism you might employ.
The applications may be easily tailored with relevant information and can include incentives for participation. Using printed cards along with other promotion tools with this process can create a more meaningful marketing touch. Utilizing a prize drawing, for example, will increase response and draw people back to your exhibit. You can even remain in touch with people after the event.
On the other side of the fence, staff can use a more condensed version of this type of data input to provide feedback on visitors or gather competitive intelligence, etc. Staff members can simply text a keyword followed by their observations or a string of data, such as a lead format, to a short code address. This data accumulates during the event and is instantly accessible or can be summarized at the end of the day. Several of our clients may have three, four or more keyword/short code apps running at one event.
Collecting input using this method requires very careful planning and design on several levels. The first consideration is that short message service (SMS) is limited in the number of characters that may be used, so words must be precise and to the point. Programming these applications takes a creative approach, much like crafting a tweet on twitter. The second element to remember is that participants cannot be confused about how to respond and must not perceive a risk for responding. The third major consideration is that visitors expect privacy and the Mobile Marketing Association has protocols that dictate how SMS applications may be used to better respect participants communication channels. The final consideration is to reflect on how SMS applications can link to valuable resources and establish goal conversion milestones. These capabilities make the applications valuable for not only data gathering, but also for campaign activation.
In summary, there are a variety of benefits to using SMS technologies at trade shows and events to gather visitor and staff feedback. Standard Messaging Service (SMS) applications are a new, creative option for measuring staff and visitor feedback at marketing events.
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Tuesday, March 27, 2012
Wednesday, March 14, 2012
Value is a lot More than Leads! - How to Support Your Exhibitors on Broad Array of Profit Improvement Goals
Even though many companies (and some show managers) view trade shows primarily as a sales and marketing activity, there are a lot more opportunities for exhibitors to gain value than simply collecting leads from prospects. Trade shows present many types of face to face interactive opportunities beyond seeing potential customers. Suppliers, partners, channels, integrators, designers, regulators and many others are present at your shows and can potentially impact the revenue stream or cost of doing business for your exhibitors. Any interaction that results in revenue generation, improved retention or lower cost of doing business improves the profitability of an exhibiting company and therefore the value associated with their investment in your show.
Functionally, trade shows are an opportunity to accomplish much more than prospecting for leads. Most companies use trade shows to interact with existing customers to protect their revenue base, to reduce the cost of doing business through lower-cost meetings with key contacts, and conducting purchasing and recruitment activities. Many companies implement significant press and PR initiatives using your show as an anchor point.
Thirty years of identifying and estimating the value of trade events for my clients led me to create the following model portraying the broader scope of profit improvement opportunities at a trade show.
The model is built around two major goals, 1) Business Improvement and 2) Marketing Communications. The following chart shows tactical objectives and targeted audiences for each of the overarching goals:
Supporting your exhibitors’ ability to accomplish these types of goals will provide many more ways for you exhibitors to derive value from your event. Think of the other exhibitors and even speakers and panelists as additional valuable contacts for your exhibitors and sponsors. Any matching mechanism that will help an exhibitor identify all of the potentially valuable contacts available at your event will result in increased value for all parities.
The notion that a show in Chicago is primarily about reaching individuals who happen to attend in Chicago is outdated thinking. Your event can be a conduit to the entire worldwide market for your exhibitors and sponsors. Through direct media, world media, digital media such as live streaming and archived events and social media connections and interactions between events, the exposure opportunity for your exhibitors and sponsors at an event is greatly multiplied.
To be more specific about the breadth of opportunities an exhibitor is looking for at an event, consider the planning guide we suggest for our clients and ways that your event might facilitate their accomplishment:
These tactics provide the basis for optimizing value from any customer or trade event.
A. Executive Participation
1. How can an exhibitor utilize their executives at an event in support of multiple business objectives?
2. Examples of tactical objectives
a. Number of high value contact meetings with visitors, suppliers, partners, and people who are influential in the business environment
b. Use of executives in customer interaction events, thought leadership activities, press interaction and high profile speaking opportunities or appearances
B. Thought Leadership
1. How can an exhibitor take advantage of an event and associated opportunities to position the company as a leader in shaping the capabilities and future of the market served by the event?
2. Examples of tactical objectives
a. Match between though leadership opportunities and marketing priorities
b. Array of speaking or publishing opportunities
c. Number of speakers, appearances
d. Reach – number of people influenced, impressions
C. PR/Press Impact
1. How can an exhibitor take advantage of an event and associated opportunities to influence brand, positioning, awareness and perceptions through the press and analysts associated with your event and motivate them to cover the company’s news, products and services in a positive manner?
2. Examples of tactical objectives
a. Number of press, PR, and/or analyst meetings and briefings
b. Projected number of press hits, actual tracking of event related press by priority messages, tone, focus, geography, etc.
c. Utilization of the event press facilities and contacts
D. Promotion
1. How will an exhibitor use the opportunities afforded by an event to promote the company brand, products and services and communicate marcom and community relations messages to targeted individuals and the broader market in general?
2. Examples of tactical objectives
a. Number of impressions
b. Types of impressions
c. Advertising equivalent value of event promotion
d. Awareness, interest, purchase intent, brand fit, net promoter scores with comparisons of pre and post-event levels
E. Business Development
1. How will an exhibitor use the event showcase, demonstrate and promote priority offerings to the targeted individuals and organizations addressable through an event?
2. Examples of tactical objectives
a. Number of customer/prospect meetings with customers, prospects and others
b. Number of “cost of doing business” related contacts and meetings
c. Number of an exhibit or pavilion visitors and engagements
d. Number of demonstrations for priority products and services
e. Number of follow-up opportunities recorded as a result of event engagement
f. Documented progress in customer relationship maturity through meetings and content for existing customers
F. General Return on Objectives
1. What are the stated objectives the company has that are not explicitly covered elsewhere in this structure
2. Examples of tactical objectives
a. Influence a standards, technical or alliance body to adopt or change a standard
b. Launch a product or program
c. Get a company executive elected to the board or chief position in the host organization
G. Technology and Product Showcase
1. How will an exhibitor utilize the event to showcase products and services that are applicable and valuable to the target audience at the event?
2. Examples of tactical objectives
a. High priority products and services, by division included in the exhibit mix
b. Product showcasing tracks directly with sales goals for divisions and geographies
c. Number and types of products and services showcased
1. Priority focus for messages and product demonstrations
2. Number of documented demonstrations of each
H. Expense Avoidance/ Cost Reduction
1. How can an exhibitor use the event to reduce the cost of doing business for the company?
2. Examples of tactical objectives
a. Cross- over savings associated with travel and other expense offsets such as press briefings, launches, announcements, etc.
b. Logistical expense avoidance associated with high- expense demonstrations, aircraft, etc. to locate near customers and prospects
c. Re-use of creative, web and collateral development for future events or for field sales, etc.
d. Cost of the event vs. the cost to reach high value contacts and show case products and services through other channels.
e. How well does spending at this event on a cost index basis, such as cost per square foot and cost per visitor, engaged visitor or lead compare with average company spending as well as industry spending in general on comparable events
I. Return on Investment
1. How much value can be identified and documents in association with the objectives above and how does that compare to the cost of doing the event? (expressed as a simple payback ratio, i.e. $43/1))
a. Cost avoidance
b. Value of promotion and press impact
c. Sales Opportunity (revenue impact if practical to assess)
d. Value of Customer Relationship Management, value of retention efforts
Most companies are looking for real value from their investments in trade events. They are especially looking for those events that are focused and organized to deliver value on many levels and in many ways. As an event organizer, your challenge is to find as many ways as possible to support your exhibitors and sponsors in accomplishing revenue, cost and promotion related goals. Teaching your exhibitors and sponsors to see more opportunities in your event and how to plan for the accomplishment of a broader array of goals may be a good place to start.
Encourage your exhibitors and sponsors to identify measure and report value internally to justify continued participation and growth. Many event and show managers measure everything they do in the way of face-to-face activity against the types of goals presented here. The best event managers not only use measurement to justify their events and budgets, but also because they know they have room to improve and measurement is their tool to identify and implement improvement. In fact, the more successful a program is, the more likely it is that measurement is an important part of their process. The events that are measured are the most likely to be cost justified in the eyes of executive management.
Functionally, trade shows are an opportunity to accomplish much more than prospecting for leads. Most companies use trade shows to interact with existing customers to protect their revenue base, to reduce the cost of doing business through lower-cost meetings with key contacts, and conducting purchasing and recruitment activities. Many companies implement significant press and PR initiatives using your show as an anchor point.
Thirty years of identifying and estimating the value of trade events for my clients led me to create the following model portraying the broader scope of profit improvement opportunities at a trade show.
The model is built around two major goals, 1) Business Improvement and 2) Marketing Communications. The following chart shows tactical objectives and targeted audiences for each of the overarching goals:
Supporting your exhibitors’ ability to accomplish these types of goals will provide many more ways for you exhibitors to derive value from your event. Think of the other exhibitors and even speakers and panelists as additional valuable contacts for your exhibitors and sponsors. Any matching mechanism that will help an exhibitor identify all of the potentially valuable contacts available at your event will result in increased value for all parities.
The notion that a show in Chicago is primarily about reaching individuals who happen to attend in Chicago is outdated thinking. Your event can be a conduit to the entire worldwide market for your exhibitors and sponsors. Through direct media, world media, digital media such as live streaming and archived events and social media connections and interactions between events, the exposure opportunity for your exhibitors and sponsors at an event is greatly multiplied.
To be more specific about the breadth of opportunities an exhibitor is looking for at an event, consider the planning guide we suggest for our clients and ways that your event might facilitate their accomplishment:
These tactics provide the basis for optimizing value from any customer or trade event.
A. Executive Participation
1. How can an exhibitor utilize their executives at an event in support of multiple business objectives?
2. Examples of tactical objectives
a. Number of high value contact meetings with visitors, suppliers, partners, and people who are influential in the business environment
b. Use of executives in customer interaction events, thought leadership activities, press interaction and high profile speaking opportunities or appearances
B. Thought Leadership
1. How can an exhibitor take advantage of an event and associated opportunities to position the company as a leader in shaping the capabilities and future of the market served by the event?
2. Examples of tactical objectives
a. Match between though leadership opportunities and marketing priorities
b. Array of speaking or publishing opportunities
c. Number of speakers, appearances
d. Reach – number of people influenced, impressions
C. PR/Press Impact
1. How can an exhibitor take advantage of an event and associated opportunities to influence brand, positioning, awareness and perceptions through the press and analysts associated with your event and motivate them to cover the company’s news, products and services in a positive manner?
2. Examples of tactical objectives
a. Number of press, PR, and/or analyst meetings and briefings
b. Projected number of press hits, actual tracking of event related press by priority messages, tone, focus, geography, etc.
c. Utilization of the event press facilities and contacts
D. Promotion
1. How will an exhibitor use the opportunities afforded by an event to promote the company brand, products and services and communicate marcom and community relations messages to targeted individuals and the broader market in general?
2. Examples of tactical objectives
a. Number of impressions
b. Types of impressions
c. Advertising equivalent value of event promotion
d. Awareness, interest, purchase intent, brand fit, net promoter scores with comparisons of pre and post-event levels
E. Business Development
1. How will an exhibitor use the event showcase, demonstrate and promote priority offerings to the targeted individuals and organizations addressable through an event?
2. Examples of tactical objectives
a. Number of customer/prospect meetings with customers, prospects and others
b. Number of “cost of doing business” related contacts and meetings
c. Number of an exhibit or pavilion visitors and engagements
d. Number of demonstrations for priority products and services
e. Number of follow-up opportunities recorded as a result of event engagement
f. Documented progress in customer relationship maturity through meetings and content for existing customers
F. General Return on Objectives
1. What are the stated objectives the company has that are not explicitly covered elsewhere in this structure
2. Examples of tactical objectives
a. Influence a standards, technical or alliance body to adopt or change a standard
b. Launch a product or program
c. Get a company executive elected to the board or chief position in the host organization
G. Technology and Product Showcase
1. How will an exhibitor utilize the event to showcase products and services that are applicable and valuable to the target audience at the event?
2. Examples of tactical objectives
a. High priority products and services, by division included in the exhibit mix
b. Product showcasing tracks directly with sales goals for divisions and geographies
c. Number and types of products and services showcased
1. Priority focus for messages and product demonstrations
2. Number of documented demonstrations of each
H. Expense Avoidance/ Cost Reduction
1. How can an exhibitor use the event to reduce the cost of doing business for the company?
2. Examples of tactical objectives
a. Cross- over savings associated with travel and other expense offsets such as press briefings, launches, announcements, etc.
b. Logistical expense avoidance associated with high- expense demonstrations, aircraft, etc. to locate near customers and prospects
c. Re-use of creative, web and collateral development for future events or for field sales, etc.
d. Cost of the event vs. the cost to reach high value contacts and show case products and services through other channels.
e. How well does spending at this event on a cost index basis, such as cost per square foot and cost per visitor, engaged visitor or lead compare with average company spending as well as industry spending in general on comparable events
I. Return on Investment
1. How much value can be identified and documents in association with the objectives above and how does that compare to the cost of doing the event? (expressed as a simple payback ratio, i.e. $43/1))
a. Cost avoidance
b. Value of promotion and press impact
c. Sales Opportunity (revenue impact if practical to assess)
d. Value of Customer Relationship Management, value of retention efforts
Most companies are looking for real value from their investments in trade events. They are especially looking for those events that are focused and organized to deliver value on many levels and in many ways. As an event organizer, your challenge is to find as many ways as possible to support your exhibitors and sponsors in accomplishing revenue, cost and promotion related goals. Teaching your exhibitors and sponsors to see more opportunities in your event and how to plan for the accomplishment of a broader array of goals may be a good place to start.
Encourage your exhibitors and sponsors to identify measure and report value internally to justify continued participation and growth. Many event and show managers measure everything they do in the way of face-to-face activity against the types of goals presented here. The best event managers not only use measurement to justify their events and budgets, but also because they know they have room to improve and measurement is their tool to identify and implement improvement. In fact, the more successful a program is, the more likely it is that measurement is an important part of their process. The events that are measured are the most likely to be cost justified in the eyes of executive management.
Monday, March 5, 2012
The High Potential Trade Show Marketer
Key Note Address for the Certified Trade Show Marketer Awards Dinner at Exhibitor Show, Mandalay Bay, Las Vegas, NV, March 4th, 2012
Given by Ed Jones, President, Constellation Communication Corp.
CTSM Graduates,
Congratulations! I am honored to address you and those in this room who care about you tonight.
There are those of you who are receiving bronze, silver and gold levels of achievement tonight upon your CTSM certification and I congratulate you. And with your indulgence and support, I want to address my remarks tonight to the newest to join your ranks, the new CTSM graduates.
You have learned more than the average brain can accommodate. Your cup runneth over. You know how to do much more than one person can possibly demonstrate. You have earned the right to an opinion that deserves to be heard. You have assumed your rightful place among the few who will determine the future of face- to- face marketing.
You have done this all while riding a bucking bronco of a full time job, on the rodeo circuit of your company’s marketing events, most often without any accommodations on deadlines or resources.
You are now certified, grade A, blue ribbon, 100% CTSM, Certified Trade Show Marketer. Join us in giving yourselves a hand!
You now join a very elite group, 349 graduates, over 20 years of CTSM ,who have propelled and maintained our industry as the number one B2B marketing spend in support of sales, beating out specialty publications, internet, promotions and PR respectively (according to a recent Market Reality Survey).
Now that you have achieved this distinction, you must figure out how to activate the power of knowledge combined with the experience you achieved through your CTSM program for the benefit of yourself, your company, your peers, colleagues and family.
That is what I want to talk with you about tonight: achieving the maximum degree of success from the extraordinary amount of work you have put into this. Because, as you are successful, you will also accomplish the goals of supporting and satisfying others who are important to you.
I have worked in this industry for over 30 years. I know I don’t look old enough, but it’s true! During that time, I have observed little consistency in the career potential of trade show and event managers. It is seemingly dichotomous.
The job of trade show manager, director (or whatever you may be called) can be a highly respected and important position. One where unheard of levels of decision making authority and budget responsibility are exercised daily, the likes of which cannot be found in any other job at a similar pay grade.
Executives seek this manager’s advice, sales teams comply with his or her suggestions, and are grateful for the opportunities created through his/her efforts. This manager’s events are seen as accelerating the buying process and lowering the cost of doing business. This manager is called upon to take on additional roles and responsibilities.
This event manager’s career potential would best be described as “High.”
Yet, in another company, immediately across the aisle at the same show, a marketing events manager gets little, if any respect. They have a hard time gaining control of the staff and receive unfocused criticism at every turn. This manager is controlled by the budget rather than exercising budget control and suffers at the hands of managers from other departments. Budgets and deadlines are dominating measures of satisfactory performance. Note, I said “satisfactory” not “excellent” performance.
A bright spot is that this manager is seen as indispensable to the success of the next event.
This event manager’s career potential must be described as “low.”
I have not made an estimate of which is more prevalent, high potential, low potential or something in between. I have noted some of the common characteristics and qualities of the high potential managers. My goal for you tonight is to share what those things are.
A few secret herbs and spices, if you will, to add to all those ingredients you gathered from the CTSM commissary for your recipe for success.
Truthfully, one of the most important characteristics may be the hardest to effect. High potential event managers almost always have strong interpersonal skills. Why? Because almost everything they and you do requires the help and approval of other people. There is simply no substitute for understanding what other people need, what makes them happy or nervous, and what they regard as success.
The fundamental elements in productive interpersonal skills are listening, observing, thoughtfully considering that which you have heard and seen, and then tailoring your approach for maximum productivity. These steps must be combined with a genuine, measured concern for the well being of others, in concert with your own goals. Do whatever you must to improve upon your interpersonal power, and seek whatever feedback you can get from the perspective of others.
Of equal importance, and, an important element of the first quality, is the ability to communicate effectively. Good verbal and written communication skills are essential, not only to interpersonal success (we are talking persuasion here), but to successful management of any project and for gaining recognition for your ideas and accomplishments.
Effective communication is also an essential element for event marketing success. You must know what constitutes effective communication to know if your events are communicating productively. If you have not studied and developed these skills adequately, do so immediately! Find outlets to speak regularly. Seek opportunities for your presentation skills to be evaluated.
What should you speak about? Your ideas, of course, for making your company more successful through event marketing!
The third characteristic is a heavy reliance upon collaboration with a wide range of supporting individuals, other departments, organizations and suppliers. Getting people and organizations involved in the success of your program depends upon two things. One, how clear it is to them what personal value they will realize by contributing their time and resources and two, how well they understand what needs to be done and can visualize their role in making it happen.
CTSM notwithstanding, you will not succeed without accessing the knowledge and support of those who run sales, communications, product management, PR or any of a host of other functions in your organization. When people are properly activated and motivated they will help you succeed, because through your success, they succeed.
While I am on the topic of teamwork, the most successful managers have carefully picked their suppliers and made them an integral part of their team. Engage support from suppliers who can deliver expertise and capabilities that are complimentary to your own. Then, go overboard in communicating strategy and sharing information with them, so they can activate their own expertise and resources to help you achieve remarkable results. You should choose suppliers who understand how to translate face-to-face interaction into business results.
The fourth characteristic is discipline in planning, managing and measuring projects. I know for certain that you learned these things in your curriculum (I was there!) and you are well prepared to demonstrate them.
The fifth characteristic is the tendency for these managers to share what they know and to take joy in activating the capabilities of others. Take a minute and think back through the numerous faces of those who shared their knowledge and expertise with you through this program. Those are pleasant thoughts, aren’t they? Because those people shared their secrets with you to make you successful. I would bet that you can remember an "Ah Ha" moment quite vividly! Virtually none of those people were paid to do it.
Now think about a time when a CTSM teacher was personally excited for you when you had a success in your job through the application of knowledge and skills they conferred upon you. I know it always makes me really happy when a student calls me or stops me in the hall at Exhibitor Show to tell me of their success.
And that brings me to the last one, a perspective and discipline that will make your CTSM skills pay off in career advancement. This one is probably the most powerful as a career tool. The main focus of most high potential managers is on the success of the company and those around them, not on the success of the next event.
Not to be misunderstood, success in every event is a virtual requirement. However, if you limit yourself to this scope, you will fall short of being recognized for the full depth of your capabilities and contributions. For example, when you report saving thousands on recent events, by refurbishing an exhibit. Of course, that is a very good thing! Your boss will be pleased, but executives may not notice. Why? Because that level of detail is not on their radar screen and while the amount saved may seem quite large to you, it is not material at higher levels of management. You may demonstrate that you can do more with less and that sometimes is what you will get in return.
A much more important message may be that customers you already have, attending the upcoming show, represent $100 million dollars of your company’s most profitable revenue. And through your astute market awareness, you know what your competitors are planning to do to steal them away and more importantly, how to combat it. Executives (and everyone else) are interested in that message!
So how do you do this?
You must become a consultant to the business and focus your efforts on improving the profitability of the company. Make recommendations that will improve earnings. Build collaboration with managers in other functional elements of the business. Show them how they can benefit from a well thought out trade show or event opportunity. Frame your discussions around the elements of the profit equation, increasing and protecting revenue and decreasing expense, i.e. the cost of doing business, through smart event activity.
I have a client in a very large defense technology company who exemplifies the characteristics and qualities I share with you tonight. The chairman of the board of that company mentioned the trade show program on several of the recent earnings calls. Earnings calls are between the top level executives of the company and the most influential people on the planet relative to their financial well being.
The reason? That trade show manager has elevated the perception of accomplishments at marketing events to that of a profitable business equation, one that is important, even to the chairman. That manager is focused on managing his overall program and its impact on the company. Event success is essential to his overall goal.
I was privileged to teach most of you. So with what may be my last opportunity in that regard, I want to challenge you with some questions to consider about your future! With the superior knowledge and abilities you have gained through your CTSM accomplishment, what will you achieve?
• Will you be recognized for making a significant impact upon the success of your organization?
• Will customers thank you for the clarity, value and the overall excellence of their experience at your events?
• Will you show others how to achieve their goals through your programs?
• Will you teach the new recruits how to do the job and accomplish remarkable results?
• Will you give back to the CTSM program your experience and expertise?
If so, it is a certainty that you will be called upon to accept more important responsibilities and you will see your earnings and job satisfaction increase beyond those of your colleagues.
Tonight, you have shown you have what it takes to accomplish these things. You will be the ones that take this industry to the next level.
The next five years will bring more change than the last twenty. Some of what you learned is already obsolete. Digital and social media, interactive demonstrations and visitor management technology are your new tools, making it possible for you to do things we could have only imagined a couple of years ago. These tools are not only new, they are evolving at a dizzy pace. You cannot stop your learning tonight, just as those who will receive higher awards tonight have continued on.
Do something great! Dare to do something unique!
Wow your visitors and your company.
Wow all of us!
Be the “high potential” manager.
I raise a glass to your accomplishments and your future success!
Congratulations and my best wishes to all of you.
Ed Jones
Constellation Communication Corp.
Trade Show and Event Marketing Evaluation, Measurement, Planning and Return on Investment
+1.770.391.0015
inquiry@constellationcc.com
Given by Ed Jones, President, Constellation Communication Corp.
CTSM Graduates,
Congratulations! I am honored to address you and those in this room who care about you tonight.
There are those of you who are receiving bronze, silver and gold levels of achievement tonight upon your CTSM certification and I congratulate you. And with your indulgence and support, I want to address my remarks tonight to the newest to join your ranks, the new CTSM graduates.
You have learned more than the average brain can accommodate. Your cup runneth over. You know how to do much more than one person can possibly demonstrate. You have earned the right to an opinion that deserves to be heard. You have assumed your rightful place among the few who will determine the future of face- to- face marketing.
You have done this all while riding a bucking bronco of a full time job, on the rodeo circuit of your company’s marketing events, most often without any accommodations on deadlines or resources.
You are now certified, grade A, blue ribbon, 100% CTSM, Certified Trade Show Marketer. Join us in giving yourselves a hand!
You now join a very elite group, 349 graduates, over 20 years of CTSM ,who have propelled and maintained our industry as the number one B2B marketing spend in support of sales, beating out specialty publications, internet, promotions and PR respectively (according to a recent Market Reality Survey).
Now that you have achieved this distinction, you must figure out how to activate the power of knowledge combined with the experience you achieved through your CTSM program for the benefit of yourself, your company, your peers, colleagues and family.
That is what I want to talk with you about tonight: achieving the maximum degree of success from the extraordinary amount of work you have put into this. Because, as you are successful, you will also accomplish the goals of supporting and satisfying others who are important to you.
I have worked in this industry for over 30 years. I know I don’t look old enough, but it’s true! During that time, I have observed little consistency in the career potential of trade show and event managers. It is seemingly dichotomous.
The job of trade show manager, director (or whatever you may be called) can be a highly respected and important position. One where unheard of levels of decision making authority and budget responsibility are exercised daily, the likes of which cannot be found in any other job at a similar pay grade.
Executives seek this manager’s advice, sales teams comply with his or her suggestions, and are grateful for the opportunities created through his/her efforts. This manager’s events are seen as accelerating the buying process and lowering the cost of doing business. This manager is called upon to take on additional roles and responsibilities.
This event manager’s career potential would best be described as “High.”
Yet, in another company, immediately across the aisle at the same show, a marketing events manager gets little, if any respect. They have a hard time gaining control of the staff and receive unfocused criticism at every turn. This manager is controlled by the budget rather than exercising budget control and suffers at the hands of managers from other departments. Budgets and deadlines are dominating measures of satisfactory performance. Note, I said “satisfactory” not “excellent” performance.
A bright spot is that this manager is seen as indispensable to the success of the next event.
This event manager’s career potential must be described as “low.”
I have not made an estimate of which is more prevalent, high potential, low potential or something in between. I have noted some of the common characteristics and qualities of the high potential managers. My goal for you tonight is to share what those things are.
A few secret herbs and spices, if you will, to add to all those ingredients you gathered from the CTSM commissary for your recipe for success.
Truthfully, one of the most important characteristics may be the hardest to effect. High potential event managers almost always have strong interpersonal skills. Why? Because almost everything they and you do requires the help and approval of other people. There is simply no substitute for understanding what other people need, what makes them happy or nervous, and what they regard as success.
The fundamental elements in productive interpersonal skills are listening, observing, thoughtfully considering that which you have heard and seen, and then tailoring your approach for maximum productivity. These steps must be combined with a genuine, measured concern for the well being of others, in concert with your own goals. Do whatever you must to improve upon your interpersonal power, and seek whatever feedback you can get from the perspective of others.
Of equal importance, and, an important element of the first quality, is the ability to communicate effectively. Good verbal and written communication skills are essential, not only to interpersonal success (we are talking persuasion here), but to successful management of any project and for gaining recognition for your ideas and accomplishments.
Effective communication is also an essential element for event marketing success. You must know what constitutes effective communication to know if your events are communicating productively. If you have not studied and developed these skills adequately, do so immediately! Find outlets to speak regularly. Seek opportunities for your presentation skills to be evaluated.
What should you speak about? Your ideas, of course, for making your company more successful through event marketing!
The third characteristic is a heavy reliance upon collaboration with a wide range of supporting individuals, other departments, organizations and suppliers. Getting people and organizations involved in the success of your program depends upon two things. One, how clear it is to them what personal value they will realize by contributing their time and resources and two, how well they understand what needs to be done and can visualize their role in making it happen.
CTSM notwithstanding, you will not succeed without accessing the knowledge and support of those who run sales, communications, product management, PR or any of a host of other functions in your organization. When people are properly activated and motivated they will help you succeed, because through your success, they succeed.
While I am on the topic of teamwork, the most successful managers have carefully picked their suppliers and made them an integral part of their team. Engage support from suppliers who can deliver expertise and capabilities that are complimentary to your own. Then, go overboard in communicating strategy and sharing information with them, so they can activate their own expertise and resources to help you achieve remarkable results. You should choose suppliers who understand how to translate face-to-face interaction into business results.
The fourth characteristic is discipline in planning, managing and measuring projects. I know for certain that you learned these things in your curriculum (I was there!) and you are well prepared to demonstrate them.
The fifth characteristic is the tendency for these managers to share what they know and to take joy in activating the capabilities of others. Take a minute and think back through the numerous faces of those who shared their knowledge and expertise with you through this program. Those are pleasant thoughts, aren’t they? Because those people shared their secrets with you to make you successful. I would bet that you can remember an "Ah Ha" moment quite vividly! Virtually none of those people were paid to do it.
Now think about a time when a CTSM teacher was personally excited for you when you had a success in your job through the application of knowledge and skills they conferred upon you. I know it always makes me really happy when a student calls me or stops me in the hall at Exhibitor Show to tell me of their success.
And that brings me to the last one, a perspective and discipline that will make your CTSM skills pay off in career advancement. This one is probably the most powerful as a career tool. The main focus of most high potential managers is on the success of the company and those around them, not on the success of the next event.
Not to be misunderstood, success in every event is a virtual requirement. However, if you limit yourself to this scope, you will fall short of being recognized for the full depth of your capabilities and contributions. For example, when you report saving thousands on recent events, by refurbishing an exhibit. Of course, that is a very good thing! Your boss will be pleased, but executives may not notice. Why? Because that level of detail is not on their radar screen and while the amount saved may seem quite large to you, it is not material at higher levels of management. You may demonstrate that you can do more with less and that sometimes is what you will get in return.
A much more important message may be that customers you already have, attending the upcoming show, represent $100 million dollars of your company’s most profitable revenue. And through your astute market awareness, you know what your competitors are planning to do to steal them away and more importantly, how to combat it. Executives (and everyone else) are interested in that message!
So how do you do this?
You must become a consultant to the business and focus your efforts on improving the profitability of the company. Make recommendations that will improve earnings. Build collaboration with managers in other functional elements of the business. Show them how they can benefit from a well thought out trade show or event opportunity. Frame your discussions around the elements of the profit equation, increasing and protecting revenue and decreasing expense, i.e. the cost of doing business, through smart event activity.
I have a client in a very large defense technology company who exemplifies the characteristics and qualities I share with you tonight. The chairman of the board of that company mentioned the trade show program on several of the recent earnings calls. Earnings calls are between the top level executives of the company and the most influential people on the planet relative to their financial well being.
The reason? That trade show manager has elevated the perception of accomplishments at marketing events to that of a profitable business equation, one that is important, even to the chairman. That manager is focused on managing his overall program and its impact on the company. Event success is essential to his overall goal.
I was privileged to teach most of you. So with what may be my last opportunity in that regard, I want to challenge you with some questions to consider about your future! With the superior knowledge and abilities you have gained through your CTSM accomplishment, what will you achieve?
• Will you be recognized for making a significant impact upon the success of your organization?
• Will customers thank you for the clarity, value and the overall excellence of their experience at your events?
• Will you show others how to achieve their goals through your programs?
• Will you teach the new recruits how to do the job and accomplish remarkable results?
• Will you give back to the CTSM program your experience and expertise?
If so, it is a certainty that you will be called upon to accept more important responsibilities and you will see your earnings and job satisfaction increase beyond those of your colleagues.
Tonight, you have shown you have what it takes to accomplish these things. You will be the ones that take this industry to the next level.
The next five years will bring more change than the last twenty. Some of what you learned is already obsolete. Digital and social media, interactive demonstrations and visitor management technology are your new tools, making it possible for you to do things we could have only imagined a couple of years ago. These tools are not only new, they are evolving at a dizzy pace. You cannot stop your learning tonight, just as those who will receive higher awards tonight have continued on.
Do something great! Dare to do something unique!
Wow your visitors and your company.
Wow all of us!
Be the “high potential” manager.
I raise a glass to your accomplishments and your future success!
Congratulations and my best wishes to all of you.
Ed Jones
Constellation Communication Corp.
Trade Show and Event Marketing Evaluation, Measurement, Planning and Return on Investment
+1.770.391.0015
inquiry@constellationcc.com
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