Who is Specialised Exhibitions?

As a member of the prestigious Montgomery Group, Specialised Exhibitions is a trusted name and is recognised locally and internationally as an organiser of innovative, inspiring and highly effective exhibitions. Backed by 40 years of experience in South Africa and international support, the company has led the exhibition industry on the African continent by staging world-class events.

Being the first trade show organisers in South Africa, having given birth to the Interbuild 1968 exhibition, Specialised Exhibitions has gained immense knowledge and expertise and the company is seen as an industry leader.  Specialised Exhibitions meets the needs of the industries it serves and provides value-added opportunities for exhibitors and visitors alike. The Specialised Exhibitions brand is synonymous with integrity and professionalism. A company that aspires to the highest possible service standards, and with a focus on customer care.

What is it that makes exhibitions so special?

John Kaplan, Managing Director of the company says: "By utilising the power of face to face interaction, both international and local exhibitors and visitors are given the opportunity to disseminate scientific information and the latest trends within a specific industry." Exhibitions provide a great forum to stimulate trade and growth in vital sectors of our economy. They are the best way to see exactly what a product looks like and evaluate how it works, and is the easiest and most convenient way to assess competitive products.

How do I get the full benefit of exhibiting?

In a recent survey conducted by the Centre for Exhibition Industry Research the results showed that more than 90% of attendees rated exhibitions as the most useful source of gathering pertinent information because they can examine and evaluate competing products all at one location. As a result, more than 75% of the attendees find new suppliers and obtain quotes, with 26% of them purchasing products whilst at exhibitions.

Exhibitors can achieve success through proper planning and integration with other sales and marketing efforts. A good show organiser will provide its exhibitors with a comprehensive marketing and promotional strategy to attract the right target audience to their shows. "Exhibitors should see exhibitions not only as being a part of the marketing communications mix but as a vital component of their business as a whole", says Kaplan. If used effectively exhibition marketing can generate more sales and achieve marketing objectives.

Due to the high level of interaction that exhibitions offer their target audience, they are now utilised more often by marketing executives as part of the overall business objectives.

What should I consider when planning to take part in an exhibition?

A carefully crafted, integrated exhibition marketing plan produces the best results. The following points are vital and should be taken into consideration during planning:

How can Specialised Exhibitions help you?

With a highly experienced and dynamic team of people, Specialised Exhibitions offers its clients creative, innovative and specialised advice on making a success out of any exhibition. Multi-talented and world-class industry operators with 40 years of experience behind them, they have the credentials to assist you.

Do's and don'ts for exhibitors

Advance planning - Establish show objectives - Main target group
Stand design
Stand management & staff training
Getting maximum returns
Stand manning techniques
Recording visitor information
Post exhibition follow up
Ten point checklist

1.1 Experience and research shows that results have not always repaid the time, cost and effort involved in preparation for and participation at exhibitions. Reasons for lack of success can be:

1.2 Write down your answers to the following:

a) What do you consider to be your PRIMARY EXHIBITION OBJECTIVE?

------------------------------------------------------------------------------------------------------------

b) What do you consider to be your main target groups?

------------------------------------------------------------------------------------------------------------

1.3 Exhibition Activities

In addition to exhibition objectives there are various activities that need to be fully developed to achieve maximum returns.

a) Public Relations (External)

Essential to the communication of a good company image, Public Relations is geared to obtaining good reputation, sales and profits. It is effective only as a planned operation starting early enough for effectiveness, not with desperate improvisation a week before the opening or during the exhibition. The public relations programme should be based on proper analysis of the main exhibition ‘visitor' groups with the objective of establishing awareness of your stand in advance as one of the main visitor attractions.

If you are launching new products or have special announcements to make, ensure that you have drawn attention to this prior to the exhibition by contacting all available media such as radio, national and local press, trade press, and TV. Post the news on relevant websites.

b) Public Relations (Stand)

By establishing awareness of your stand in advance, you are more likely to increase the number of visitors to your stand. (NB – using your sales people to invite prospective visitors, using direct mail, and your stand design are also important factors - see later notes.) Visitors should be made to feel welcome to the stand, and it is essential that a ‘superior arrogance, bored expression or non-co-operation’ is non-existent on your stand as this would be disastrous. An air of friendly, helpful efficiency is necessary. All personnel (including directors) manning the stand represent the company. Remember that if your stand does not show your company to the best advantage, it may be better not to exhibit.

c) Product Evaluation

Use the opportunity for a 'quick bulk' reaction if you are looking for new uses, applications, alterations and improvements to your products. You’ll need to brief staff on the information required and how to record – a properly drawn up questionnaire may be necessary.

d) Education and Literature Distribution

Decide which target groups you want educate, and why you want to educate i.e. minimising avoidable breakdowns or problems later.

How will you present this information? Literature, Samples, Demonstrations, Slides / Multi-media?

Existing leaflets may not be sufficiently informative or could be too detailed. Special exhibition literature may be necessary.

Precautions are sometimes necessary to ensure distribution into the right hands – high quality and costly materials can be handed out to ‘serious’ stand visitors or sent out afterwards to identified potential customers.

Tailored information to specific target groups may need to be organised, where general information to all groups could be wasted and ineffective.

e) Exhibitor's technical staff need to be available on the stand and be fully briefed for selling, and selling staff on the stand must be equipped with technical data

There should be a technical/product information point on the stand and clearly labelled dispensers for leaflets, brochures, etc. Be aware that there is value to educating future users even though they may not be current decision makers, and also understand that not every visitor will need information.

f) Capitalising on Existing Advertising

During the lead up to the exhibition, it is necessary to keep abreast with what features and specials are running in trade magazines and newspapers offering an opportunity to advertise your participation at the exhibition, and to amend existing advertising material to add your stand number/location. This assists with awareness and can generate increased stand attendance. Also, look for the opportunity to tie in with stockists on post-exhibition displays, promotions and selling.

g) Mailing List Amendments/Additions

One of your stand objectives should be to develop a customer mailing list and update existing lists (perhaps have existing lists with you, to make instant changes). Make full use of visitor enquiry forms (see later notes, and collecting visitor business cards can save time and eliminate possible errors. Questions to visitors could include how should the information be sent/in what format to ensure receipt by the correct person, and how many copies should be sent, and who else in the organisation would benefit from the information.

1.4 Visitor Communication Objectives

Having defined your overall objectives, activities and target groups, what tangible objectives can be achieved with each visitor interaction/communication?
Several examples follow that could apply to your needs, and should be decided on and applied prior to the exhibition so that stand staff can be briefed and trained.

a) Orders

From which target group/s are you likely to get orders on the stand? (Orders may not apply to all target groups). Make a careful selection of displayed products to avoid delayed delivery problems/profitability. Ascertain the value of inter-exhibitor business (need to tackle early in show). Ensure the availability of order facilities for every person manning the stand. Communicate the need for a strong (but not over aggressive) selling approach “if we don't get the order our competitors may”. Decide whether there should be a special exhibition discount on orders placed.

b) Quotations

There should be a supply of quotation forms available on the stand, and for it to be agreed prior to the exhibition as to whether quotes given would be handwritten or printed, and to organise accordingly (i.e. a printer on the stand). Also discuss and agree on the need for Internet, fax, phone lines on the stand. Prime Head Office Staff on any show specials and how they should handle any enquiries that may be generated through awareness of the show.

c) Appointment of Agents/Distributors

Some visitors (including overseas) come to exhibitions solely to check on the ability of exhibiting companies to act as agents/distributors. If a visitor of this nature comes through to your stand, an early introduction to the relevant executive is important.

d) Introductions to other contacts in your company

Where a visitor is a strong potential customer, it is beneficial to introduce the visitors to your sales representatives wherever possible, as well as to Directors and to Technical/Design/Research Staff. Introductions need planning – to introduce the visitor by name and to recap on the interaction you have had. Don't waste too much time by introducing irrelevant visitors.

e) Follow-up Appointments/Communication

It is recommended that all area sales representatives that work in the ‘catchment’ area of the exhibition attend/work on the exhibition stand to enable follow-up/continuity with prospective and existing customers. Diaries should be carried (and used) by all staff, and follow-up appointments/communication should be scheduled to suit visitor needs and availability.

f) Company Site Visits

It is possible that a visitor, having seen a specific product at the exhibition, may also want to see a user demonstration that is not available at the show. In some cases (such as international visitors, or those who are located at a distance), it may be of value to arrange a company site visit. This availability should be discussed and agreed prior to the exhibition, such as having the equipment/machines/products available for demonstration at short notice and for a sales representative to be available to drive the visitor through to the company.   .

g) Future Enquiries

If a visitor has agreed to be contacted after the exhibition for follow-up discussions, ensure it’s clearly understood as to the format of that communication: i.e. by phone call, email, or via another contact at his/her company? Ensure you have all the relevant contact details. The nature and validity of the future enquiry needs to be specific, or it proves to be of little value. Aim, wherever possible, to obtain a confirmed follow-up appointment, as the promise of a possible later meeting has less potential.

h) Acceptance (and agreement to use) test samples

A visitor may leave your stand with samples, and a promise to ‘get back to you’. Establish a date for a sales representative's follow-up to discuss results; otherwise the potential lead could just slip away.

2.0 STAND DESIGN AND LAYOUT

2.1 The stand needs to be 'objectively' designed
Stand design for its own sake or as an ‘art show’ can misrepresent your company, and is unnecessarily expensive. Stand design should be related to exhibition objectives and activities

2.2 When designing your stand, account should be taken of:

2.3 Need for clear, concise presentation of signage/written material (consider visitors as they are approaching, what can they see?)

a) Is the material necessary to the overall successful achievement of objectives?

b) Does it say too much?

c) Is it large enough? Can the copy/headlines be read easily on the stand and whilst approaching the stand?

For example:

d) Is it appropriate to target groups? (the technical content sometimes ensures that the right visitor groups come onto your stand, as opposed to observers)

e) Does it clearly highlight the benefits?

f) Is the signage too low/too high?

3.0 STAND MANAGEMENT AND STAFF TRAINING

The following points outline the responsibilities of the stand manager, and to ensure that all required is in place.

3.1 Stand Design (see section 2.0)

3.2 Selection of Stand Staff

3.3 Information to Stand Staff

a) Long term lead up to the exhibition:

Pre-sell the concept of the exhibition

b) Medium term lead up to the exhibition:

c) Short term lead up to the exhibition:

Arrange admin briefing to go over exhibition logistics and discuss:

3.4 Duty Roster

When arranging the duty roster, check the following:

3.5 Keeping everyone informed

3.6 Media Liaison/Photography

3.7 Marketing materials

3.8 Entertainment

3.9 Training of Stand Staff

3.10 Stand Cleanliness/ tidiness

This is an area that is sometimes overlooked, but is critical to company image. Allocate responsibility to make regular checks on the appearance of your stand. The following items have regularly been seen on stands, make sure they don’t appear on yours:

3.11 Exhibition Follow Up (see section 7.0)

4.0 GETTING MAXIMUM RETURN ON INVESTMENT

4.1 In the past many exhibitors, in spite of lengthy planning and hectic activity, have not taken full advantage of the large visitor potential at exhibitions. It is not enough to sit back, wait and hope for business to happen just because space has been booked. Exhibiting should be carried out objectively.

4.2 Exhibitions can play an important role in marketing plans as they provide a meeting point, on neutral territory, with large numbers of existing AND potential customers, attending voluntarily, away from the day to day distractions, in a conducive atmosphere, with a wide variety of positive reasons for attending.

4.3 Visitors come to exhibitions for many reasons:

4.4 Selling at Exhibitions

Comparing selling at exhibitions vs. traditional sales:

TRADITIONAL SALES

EXHIBITION SALES

5.0 STAND MANNING TECHNIQUES

5.1 Opening Remarks

Research shows that starting the visitor interaction is often the biggest weakness in exhibition selling. The following statistics were obtained at various trade exhibitions, but only from those stands where the researcher actually crossed the stand threshold and where a representative was free to speak.

5.2 Reasons for using strategic and successful opening remarks

5.3 Examples of suggested opening remarks are as follows:

5.4 General Stand Tactics

5.5 Successful Demonstration Methods

 
5.6 Achieving Visitor Interactive Objectives

5.7 Employ one or more of the following techniques to secure the decision: 

6.0 RECORDING VISITORS INFORMATION

6.1 A comprehensive record system is essential to the overall success of the exhibition. The following points are relevant:

7.0 POST EXHIBITION FOLLOW-UP

7.1 Don't wait until the end of the exhibition

 8.0 TEN POINT CHECK LIST

FORMULA FOR SHOW SUCCESS