Another Monday, another TradeshowGuy Monday Morning Coffee! This time, I sit down with Entrepreneur and Profitability Consultant Thor Conklin. We discuss a number of things, including micro-commitments, execution killers and how he move forward after losing a third of his team on 9/11. Thor also hosts the Peak Performers Podcast.
If there’s one business lesson I’ve taken to heart in the past forty years, it’s this: do the work. I can’t tell you how many times I tried to find shortcuts along the way, during my 26 years in radio and my subsequent 16 years in the tradeshow industry. Shortcuts are attractive. They dangle an easy solution to you. One that makes you believe that there is an easy solution to a complex, challenging problem.
But shortcuts rarely work. Sure, there are many ways to cut time off of tasks. Many ways to revise and improve a system so that you can get more done. But shortcuts? I have yet to see a good shortcut that really accomplishes something effective.
Last week I saw a post on Instagram from an acquaintance that is building a guitar. I got to thinking about what it takes to build a guitar, so I headed over to YouTube and watched a couple of videos on guitar-building. Not that I’d ever really build a guitar – that would be cool, though, and who knows, I might! – but I was curious about the process.
The point is: there are no short cuts to building a good guitar from scratch. You have to not only know what you’re doing, but you have to be pretty good at the steps. A beginner could look over the shoulder of a pro and follow the steps to a T, but the guitar probably wouldn’t be as good as the pro’s. As Seth Godin observed in a recent podcast, don’t worry about the end result. Instead, focus on the craft of being able to do the work – do the steps. Learn to be a good carpenter. Learn what it takes to measure and cut wood. Learn how to shape wood. How to paint. How to install electronics.
It’s the same in any endeavor. One of my main focuses in my daily business life is sales and marketing. From the time I started in this industry in 2002, I was tasked with bringing in more business, which is typically a combination of sales and marketing. I tried so many different things over the years: emailing, direct mail, advertising, cold calling, going to shows, you name it. There is no short cut. There is no Magic Button to create new clients, to make more sales. In time I resigned myself to the tasks needed to bring in more sales and concentrated on them. During a year of sales training with Sandler, I learned to not worry about the outcomes, to not worry about the results. Learn the steps, learn the techniques, and the results will take care of themselves. In other words, learn to do the work. Better yet, learn how to correctly do the work. If you do the work incorrectly, you’re still doing the work, but your results will not be what they will be if you do it correctly.
I’m a big believer in lifelong learning, so I always keep my radar up for better ways of doing things. Also – and this comes from experience – my BS detector has gotten better over the years. I used to follow every shiny object (looking for another shortcut!), but now it’s pretty easy to know what’s BS and what is good, solid information worth paying attention to.
Where do you stand on the meanings of the terms exhibit vs. booth vs. stand? For years after my entry into the industry in 2002, I was under the impression that a booth was an exhibit and an exhibit was a booth. Since then my take on it has become a little more nuanced. I don’t think I heard the term stand for years.
According to Exhibitor Magazine’s online glossary page, a booth is an “area made up of one or more standard units of exhibit space.” Given that a typical unit is 10′ x 10′, that could mean a booth could be any size: 10×10, 10×20, 30×40, etc.
Exhibit on the other hand, is oddly, not listed in the glossary. The specific term exhibit is a little harder to track down. Some glossaries don’t even list that single word as a descriptive term. Freeman’s listing mentions exhibit booth as an “individual display area constructed to display products or convey a message.” So we’re getting a little closer.
Pulling your hair out yet?
The Freeman listing for booth looks like this: “a display designed to showcase an exhibitor’s products, message and business ideas.”
IExhibita.com has no listing for booth but says that an exhibit is “a display used to convey a message. A specific tool of the communications medium of exhibiting. Also EXHIBIT BOOTH.”
Insta Worldwide Group doesn’t have the single-word booth mentioned in their glossary, but they do say that a “Bis “the amount of floor space assigned to and occupied by an exhibitor.”
So what about the term stand? It’s common in Europe, and doesn’t get much mention in the USA. But does it mean booth as in floor space or exhibit as in the actual fabrication and elements sitting in the space?
Again with the hair-pulling. Oh, wait, I really don’t have much hair to pull.
Exhibitor Magazine says a stand is a European term for booth. The Insta Worldwide Group glossary says a stand is “an area made up of one or more standard units of exhibit space. In U.S.its called a booth.”
Now let’s add one more term to the mix: display. It’s not an uncommon word in the industry, and is often used interchangeably with exhibit, booth and stand. But if you look for a description of the single word term display, you won’t find much. Search for tradeshow display, however, and you’ll have hundreds of exhibit houses and brokers eager to sell you one.
So where do we stand? Oh, sorry. Where do we end up?
My two cents:
A booth is the space that an exhibitor rents from show organizers.
An exhibit is the actual thing that gets set up in the booth space.
A stand will only bite you in Europe so don’t worry about it in the USA.
A display, to my mind, is a smaller exhibit, perhaps an accessory such as a banner stand, or maybe a back wall. But you won’t go wrong if you say you want to set up a tradeshow display. Or a tradeshow exhibit. Or even if you want to set up a tradeshow booth. People will know what you’re talking about.
It’s not often you get a chance to sit down with a National Speaker Association Hall of Famer, but that’s just what happened this week. Terry Brock has been speaking in public for over three decades, and thinks he’s just about over his shyness! Terry and I talk about what it takes to be a good public speaker, and we get into another kind of speaking: online presentations, including the evolution of the various pieces of equipment that are required to have a good online video presentation:
And this week’s ONE GOOD THING: The Fourth Estate, the Showtime documentary on the New York Times.
I couldn’t sleep last night, so I sat up and jotted down a few thoughts and observations from what I’ve seen in the past 17+ years in the tradeshow industry. I got to thinking about the exhibition industry, as it is often called, from both the exhibit-production side and the exhibitor side. What things do I observe in seeing how other exhibit companies work? By reading industry periodicals and staying in touch with industry colleagues?
There are thousands of exhibit companies competing for your business. They all want a fair share of business available from companies that are looking to upgrade or replace old exhibits. The industry supports a lot of very big companies, as well as a lot of companies that work with just a handful of loyal clients.
Profit margin for exhibit companies is substantial but there’s a very good reason. Things cost a lot. There is a lot of labor cost. Without substantial markup companies couldn’t survive for long. I don’t have enough information on other industries, but I’m told that the margin in groceries, for example, is razor thin. Same for gas stations. What they don’t make on the margin still makes them a good amount of profit due to the sheer volume of products they sell.
Yes, you can find lower cost items and companies willing to provide lower cost service but at what cost in quality and service? If you shop around to find the lowest price, are you giving up a warranty or guarantee, or are you trading a few dollars for an inferior product?
Some exhibit companies have large spaces and large staffs. Massive overhead means they need to keep developing new business and selling more things to current clients. I’ve seen those up close and understand that the pressure to produce can be immense.
Smaller companies such as TradeshowGuy Exhibits still need to generate profit to survive and thrive but are not driven to the levels as the bigger companies.
From a “making more sales” standpoint, there’s no one single thing that is the magic button to generate sales for exhibit companies working to drum up more business. I’ve talked to numerous sales account executives at different sized companies and they all say about the same thing: sales are hard to make, there is a lot of competition, no one thing works, so they all do a combination of what you might expect: phone and email prospecting, advertising (print and online), meet and greets at tradeshows, and networking groups. Some are more creative than others, some more persistent than others, some more organized, and so on. But they all love it, because they like making their clients look good when the exhibit is finally set up.
Lightboxes (aluminum extrusion silicon-edge fabric graphics) can be a bit tedious to set up, but damn, they look sharp.
From the Exhibitor side
Many companies seem to be somewhat naïve about how the industry works. Shipping, logistics et al are almost like a black hole mystery box. There is a world of moving stuff around from the warehouse to the show site that many people rarely get involved with. Those that are involved are always looking at ways to shave dollars. And to a person, I hear them say, “tradeshow stuff just costs a lot.”
Most companies don’t have a sense of how much things cost and how much extra cost will be added along the way. Think drayage, Installation & Dismantle, shipping, graphic design and printing.
Many companies fail to take advantage of all of the various steps: preshow, postshow, staff training, in booth activities, social media, etc.
More and more companies I work with are hiring labor to setup and dismantle their exhibits. I find that of exhibit crews, about one out of three is a real pro and knows exactly how things work. One out of three know pretty well what they’re doing. And the third hired hand is usually there just for his willingness to schlep heavy things around – and you hope they do what they’re told. I also find that many crews assume that with a simple glance or two at the setup instructions, they know how it works. Often it does. But I’ve seen a number of occasions where a lot of time could have been saved if they’d only read the instructions in greater detail. Time wasted on a tradeshow floor is expensive.
Growth can happen quickly with tradeshow marketing. Many companies I’ve worked with over the past few years have seen substantial growth and are regularly increasing the size of their exhibits. As Bob Moore of Bob’s Red Mill famously once said, “Tradeshows have opened doors to markets that we would not have otherwise been able to open.” Or something like that – but you get the idea.
Opportunity abounds in today’s tradeshow marketing world, but it’s easy to lose $$$ if you make a misstep. Larger companies with deeper pockets have a natural advantage, but that doesn’t mean they are always doing the best they can. Smaller companies with few dollars can still use tradeshow marketing to attract people to their booth with creative marketing, great interactivity, attractive exhibits and more – and still crack open doors to new markets. Which leads to more growth (see the previous paragraph!).
For those companies that do get involved in tradeshow marketing – and certainly not every company does – they spend roughly a third of their marketing budget on tradeshows.
From the Personal Side
I’ve been in the industry since April 2002. It took years for me to get used to the industry and a few more to like and then love the industry and thrive in it. I came from the radio industry, which from a sales standpoint, moved very quickly. Yes, there are deadlines which don’t move and keep you on your toes in the tradeshow world, but it’s not like the radio world where a sales person could come in and need something to be written, voiced and produced and on the air within the hour. Which happened frequently. My first impression of the exhibit world was that things moved at a glacial pace. Boy did that take some adjusting!
Ever since I was a kid I wanted to work for myself. That radio thing was great for 25+ years, but in the back of my mind I was trying to figure out how to be my own boss. When I entered the tradeshow exhibit industry on a fluke when the radio industry changed, I was still working for someone else. It wasn’t until the owner of that company retired and I was thrust into the unknown (ever try to find a good-paying job in your mid 50’s?), I figured it was now or never. I’m still surprised by how well it worked out. There’s no guarantee, of course, but for now it’s good.
I can do marketing, blogging, podcasting, prospecting, phone calling, meeting people at shows and following up regularly – and yet when it comes time for a company to purchase a new exhibit, it seems no matter how much I try to stay in front of people, it’s easy for them to go elsewhere. Again, back to that magic button: how do you manage to stay in front of a decision-maker so that you’re there at the exact time they need you? Anyone? Bueller? Bueller?
One way to differentiate myself was to write. Starting as a blogger in November 2008, producing ebooks and more, and finally writing a pair of books (Tradeshow Success in 2015 and Tradeshow Superheroes and Exhibiting Zombies in 2018) was my way of doing that. I couldn’t tell you how much it’s contributed to my success or helped make sales, but I like giving the book away to potential clients – and hey, a few even sell on Amazon now and then!
Another way to differentiate myself was to go back to using my radio skills. First as a guy who knew how to record digital audio and post it on our company website (anyone remember Real Audio?), and then as a podcaster on this blog. And of course, video is a gas, as well. My viewpoint is that the more real you are, the better chance you have of making a personal connection with someone who wants to do business with you. That’s always been my philosophy. Share who you are, what you like, and how you do things. In today’s world, making a personal connection is a way to get ahead.
As an exhibitor, we’re all looking for great results. But what if you get back to the office a few days after the show, and frankly don’t have a lot to show for it? The lead collection came up short, there weren’t that many “warm” or “hot” leads, and the boss is wondering why all of that money was committed to the show.
First, recognize that you can’t control results. The only things you control are your activities, your behavior, and your technique.
Let’s start with attitude. Books have been written about attitude. Suffice it to say that if you go into a complex tradeshow marketing program, a good attitude will help immensely.
Activities are all-important. From pre-show marketing, to having a good interaction with your visitors, to lead generation and post-show follow up, knowing what to do and when to do it is critical to your success.
Finally, what technique do you apply to your behaviors? Does your booth staff know how to properly interact with visitors? Do they know how to as
k questions, when to shut up and when to disengage?
All of your behaviors are subject to being done properly or not. And there is no end to determining what is proper and what works and discarding what does not work. Books have been written about techniques, attitude and behavior, so there’s much more to discover than what you’ll see in this brief post.
But back to results: if you are not getting the tradeshow results that you are hoping for, the three areas to examine are those that are most important to your success: attitude, behavior and technique.
Thanks to Sandler Sales for the tip. Full disclosure: I spent a year in a Sandler Sales Training Program, and this is just a tip of the iceberg.
If you want to know more about the convergence of the event/tradeshow industry and the legal cannabis industry in Oregon, Washington and California, look no further than today’s interview with Mary Lou Burton. Each year Mary Lou puts on the Cannabis Collaborative Conference in Portland, drawing thousands of attendees and hundreds of exhibitors, all interested in supporting the cannabis industry in Oregon. Take a look/listen: