Trade show portfolios continue to be streamlined,
amped up, and transformed into better-performing platforms that provide a
greater return than ever before.
The way Xerox reinvented its trade show efforts emerged from research, strategic planning and new tools.
On the occasion of my 8th year of "BRAND INNOVATION," I'm looking back at the key concepts that influenced my perspective on power branding.
The way Xerox reinvented its trade show efforts emerged from research, strategic planning and new tools.
On the occasion of my 8th year of "BRAND INNOVATION," I'm looking back at the key concepts that influenced my perspective on power branding.
Rosie Madison, VP of
industry marketing, at Xerox shared with us the factors that led Xerox to rethink its exhibit
strategy, how it weighed the risks of changing its game plan, and the internal
and external hurdles the company had to overcome.
Most of all, they offered
insight on how the company measured success.
According to Xerox
research, an effective trade show begins with “the conversation”
objective.
During the event
set-up, the brand team should focus on what conversations with attendees are
desired. Then, the trade show plan
can be created to fit that interaction.
Xerox customer research helped them design exhibits that could be
flexible and customized for each show.
Plus, they allowed efficient traffic flow and easy customer dialogue.
Further,
these successful brand conversations go beyond the booth itself. The trade show staff must be
effectively trained. In order to
make this training more consistent on a show-to-show basis, Xerox has created
an e-learning platform with specific trade show selling curriculum. Market research and sales force
feedback guided them that selling at a convention booth was different from an
office sales call. Therefore, different selling strategies are necessary.
Another
point of evaluation is the exhibit venue.
The trade show team must learn about the venue for events to determine
why it is a good fit for “the conversation.” How can the venue become part of the sales strategy? How can it be leveraged for the area
branch? How can it be used to make
greater impact with local customers?
Finally
comes the process of managing and measuring these programs.
The Xerox team
creates a forecast and plan that include set criteria for each event – by brand
– with the projected budgets to be allocated and target sales to be
generated. Because of the large
number of trade shows at which Xerox exhibits, the review calls are scheduled
weekly with both the agency and brand team. The agenda includes a discussion of the criteria for
upcoming shows, as well as a report of progress to goals.
Transforming the trade show
portfolio: Applications for power brand marketers
When power brand
teams create strategies for conventions, scientific meetings, and trade shows,
you can begin by focusing on how you will facilitate customer
conversations.
Your plans are
designed to help with Awareness, Attitude, and Usage. That means you will educate exhibit attendees with new
knowledge, engender a new positive attitude, and above all, change practice.
All three of these
dynamics can and should be measured.
Based on our learning, I created this template on which to list some of the ways you could make your trade show programs
more productive and more measurable.
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