It is an age old problem with a new twist: attendees walk past a booth and immediately form the impression that the booth staff is not really interested in meeting new people. This impression comes from observing these company representatives busy talking to colleagues, catching up on paper work and eating their lunch.

In the late 1970's, one of my favourite television shows was the American sitcom WKRP in Cincinnati. The character I remember most was Herbert Ruggles (Herb) Tarlek Jr., played by actor Frank Bonner. Herb was the epitome of bad salesmanship, characterized by his boorish and tasteless approaches to clients. To complete his baboonish portrait, he wore loud plaid suits, with a belt that matched his white shoes.

The secret to exhibit success lies in your ability to focus all your resources on a single, achievable and measurable goal. However, there are situations where focusing on one goal may mean lost opportunities, particularly when you are exhibiting at B to C (Business to Consumer) shows.

When it comes to networking opportunities, trade shows provide one of the best venues. Here is the one place where everyone in your industry congregates for a few short days and is focused on one thing – business.

Which would you rather have: 500 mediocre leads or 25-30 high-value leads? The answer is obvious and yet many exhibitors who attend trade shows try to talk to as many people as possible, then go back to the office with a fist full of business cards and say; "see what I accomplished."

The cost of following up on all these business leads is enormous and it leaves your sales reps often disheartened with the number of rejections they receive. The solution is three-fold:

A dilemma many exhibitors face is how much information to include in their trade show display. For small exhibitors with one or two product offerings, the answer can be difficult. For larger exhibitors with a multitude of products and services, which might also include several departments, the answer can become a nightmare. There is often so much to tell and the exhibitor wants to make sure the visitors get the right message. The solution starts by taking a step back and looking at the display from the visitor's perspective.

When I was young, my parents told me to study hard, so I would sit at my desk with a pile of books on one side with an open workbook book in front of me, not studying. When my parents would peak into my room, they would say “It’s nice to see you so busy.” That’s optics.

Making decisions based on optics alone can catch up with you sooner or later resulting in bad grades, foiled campaigns and lost opportunities.

One of the concerns that many marketers face in these troubled times is a reduction in marketing budgets. The knee jerk reaction is to chop the number of trade shows and events. Other marketers are reluctant to reduce their face-to-face marketing exposure, continue their program, albeit with a reduced budget, for fear of creating a negative impression on potential buyers.

During the past few years, there has been much talk about the value of face-to-face marketing. Industry experts, including myself, have detailed the process that will help exhibitors calculate a return on investment and return on objectives. Yet, surprisingly, few have adopted this basic business tenant and integrated the practice into their exhibit plans. Some opt out when they learn that their efforts have not been as good as they would have imagined; others stay because they are led by the mistaken idea that the calculation of results are only for those who sell products.

If more marketers would take the time to calculate their results, they would have the crucial answer on their return of their exhibiting investment. But, the issue of optics involves one more criteria. You also have to look at the cost of not exhibiting. This may seem like a more difficult number to calculate, but there is enough industry data around to help. For example, the CEIR (Center for Exhibition Industry Research) recently (spring 2009), found that the cost of obtaining a high value lead at an exhibit was about half the cost of obtaining a similar lead without a trade show. The cost of an initial visit with a high-quality contact was about a fifth of the cost when compared to non-show activity.

Statistics like these and the many more that are available point to a clear value for maintaining an exhibit program. However, what about those non-monetary values, such as reinforcing a brand or gaining market share. Similar studies provide evidence that there are definite values in these non-monetary goals. In a CEIR’s recent census, a survey of exhibitors found the following:

Exhibitions increase corporate and/or brand recognition; 67% agree or strongly agree.
Exhibitions assist in gaining/retaining market share; 67% agree or strongly agree.
(Source: CEIR, the cost effectiveness of exhibition participation, spring 2009).

With these numbers in mind, the issue of optics comes into play. When you withdraw your support for your face-to-face program, you run the risk of losing the direct advantage you sought by choosing to be there in the first place, but of equal importance is that you also create a negative impression in your customers’ and industry’s eyes that can be irreparable. Even if you can’t justify your show participation by new contacts or orders written, it is important to let the rest of the world know that you are not hurting. Stay visible even if you participate in a show with less space. However, don’t shortchange your overall look and feel of your display just to be there. Stay visible in a smaller space but maintain the optics of success. At the end of the day, your investment is sure to reap rewards.

The most important single ingredient in the formula of success is knowing how to get along with people” —Theodore Roosevelt

Think about the people you feel comfortable with. It could be your spouse, other members of your family, colleagues, business associates, customers, and even the mail carrier. What is it about these people that makes you feel comfortable? Where does this comfort come from?

It may have been a common experience you had with a particular person — a movie you both appreciated, mutual friends and acquaintances or a similar outlook on life. If you have the same experiences with the people you do business with, the results can be similar. The people we like to do business with are people we like, respect and trust – people we feel comfortable with. But, where does this comfort come from?

In the 1960s, psychologist Albert Mehrabrian conducted a groundbreaking experiment. He found that people judge other people based on three observable clues: words, the para-verbal and the nonverbal.

Words

Think about someone you met for the first time. You may have thought to yourself, “What an interesting person. I really liked the way he or she answered that question. That is exactly what I would have said.” Or you may have thought, “This person is a real jerk. I never would have said that.” Either reaction would have been based on what the person said, but words are only one part of the equation.

Para-verbal

Para-verbal is not what you say, but how you say it. It is the tone, pace, tempo, speed or volume of your voice. We all listen to people and create impressions of them based on how they use their voices. This is the second part of the equation.

Nonverbal

Yes, we do judge a book by its cover. We are all guilty of judging people by how they present themselves. We might say, “There is a successful person — she has that look of confidence in her eyes” or “He’s a loser — look at the way he is dressed.”

What do para-verbal and nonverbal clues have to do with face-to-face marketing? Everything.

Mehrabrian discovered that the relative importance of each in the equation is as follows:

Words: 7%
Para-verbal: 38%
Nonverbal: 55%

These numbers tell us that 93% of a person’s impressions of another is not directly related to what they say, but how they say it; an important lesson for anyone in business. Customers do not just look for the best price; they also need a comfort level with the people they plan to do business with and they can only achieve this goal through a face-to-face marketing experience. Rapport will develop faster and last longer if you show your customer how much their business means to you rather than tell them. Build rapport with actions rather than words.

Rapport during the ice breaker

When you greet someone for the first time, it’s difficult to know how this person will react. If the person is timid and you greet them with a loud and boisterous “hello!” there is a good chance this person will quickly move on.

The best way to approach and begin to make someone feel comfortable is in a manner that is most compatible with the way they normally act. Rapport building starts the minute the conversation begins. Listen and watch how this person answers questions. Don’t just listen to the words; also study the para-verbal and nonverbal.

Para-verbal clues will reveal that some people speak loudly and others are soft-spoken; some will talk fast and others slowly; some have lots of inflection in their voice and others are monotone.

Nonverbal clues reveal that some people are demonstrative and others are standoffish; some will stand tall with perfect posture and others will slouch; some will come inside your personal space and others will keep their distance.

While many of the differences may be cultural, they all give strong clues on how you should proceed. By reading the clues properly, you are taking the first important step toward building rapport.

Let’s assume you’re asked a question by a potential soft-spoken customer. If you normally speak in a loud voice and don’t adjust the volume, this person will feel alienated and uncomfortable and a wall of indifference will develop. When you lower your voice to match theirs, the chance of creating comfort is greatly enhanced. There are many clues to look for, such as posture, gestures, personal space, personal greetings, speed, pace and tone of voice, to name a few.

By matching the para-verbal and nonverbal, you two now have something in common. As you proceed, look for additional clues that tell you how to act.

One word of clarification: even though para-verbal and non-verbal are adjusted to match the person you are with, you never change your level of enthusiasm for your product or service. If a prospect approaches and the person’s body language says he or she is tired and irritable, you adjust your para-verbal and nonverbal to closely reflect theirs, but on the inside you always remain as passionate and enthusiastic as ever.

I recently had the opportunity of moderating a panel of experts at the Eastern Canada chapter of the Trade Show Exhibitors Association. The panel members covered four areas of the exhibition industry; a show manager, a display builder, a shipper and a show contractor. Each spoke on how to ride out the current economic uncertainly from their perspective.

We started by asking the audience for a show of hands on how many would be cutting back on their exhibit expense, how many would be maintaining the same level as last year and how many would be increasing their budget. The percentages were split evenly at one third for each question. It is both astonishing and encouraging to hear that two thirds of the participants plan to either keep their budgets at the same level or increase it.

The panel offered some thought-provoking ideas. Here are a few points that are worth considering.

1. Exhibit Space

Rather than pulling out of a show, consider taking a smaller space.

Some companies are pulling out of shows in an attempt to lower their expenses. The problem with this approach is that, in many cases, these companies do not really know which shows produce results and which don’t. A better solution is to pare back the amount of exhibit space during these challenging times and measure the results. Once the company knows clearly which shows produce positive results, the decision about which to drop not only becomes easier to justify, it also makes sense.

2. Working With the Show Manager

Now more than ever, it is important to strengthen your relationship with show management. Prior to making any radical changes to the exhibit program, companies should talk to the one person who has an incredible wealth of knowledge – the show manager.

Traditionally, there is a wall between show management and exhibitors with no attempt to cross over to see what’s on the other side.

The show manager is busy juggling the needs of many exhibitors and the exhibitor looks at the show management’s advice with skepticism. The truth of this myth is that show management has a long-term view of their shows. Nothing pleases them more than exhibitors who add value to their shows and are happy with the experience.

Show mangers have also raised the bar on their professionalism through some of the certification programs offered by the industry. Ignoring this potential wealth of knowledge means that exhibitors simply miss important opportunities.

3. Negotiate Costs

Generally, show managers will not cut the cost of exhibit space, and suppliers generally do not adjust the price for specific services. But, both agreed that they would be open to discussing the entire exhibit expenditure and helping the exhibitor put together a package of services that makes economic sense. The panelists expressed a willingness to sit down and talk with the exhibitor’s and develop win-win solutions.

4. Maintain the Company Image

While it may be necessary to make some cutbacks, it’s equally important to make sure that the integrity of your presence has not been compromised. In this economy, the last thing any company wants is to show cracks in their well-being. Poorly conceived exhibition plans can quickly back-fire leaving the impression with your clients that your stability is not what you profess it to be.

5. Turning the Economic Downturn into Opportunities

Since one third of exhibitors might be cutting back or maintaining the same level of commitment, there is an opportunity during the current economic slowdown for those who stay in the game. While some exhibitors may choose to have less space, it’s what they do with the space that’s crucial. Those companies that have booth staff who are up for the challenge and ensure that their physical appearance attracts the right people and gives the right message will come through this economic downturn well ahead of the competition.

I’m lucky in many ways. Each year, I get to meet thousands of people live or on the Internet. What they all have in common is their desire to get more from their exhibit investment.

When I’m asked questions I keep them in a file, and every once an awhile, I get a chance to clean the file out and start over again.

So, here are four recurring questions I’ve been asked many times during the past year. I hope some of these answers are helpful.

Q. I’m confused about the terms trade show and trade fair. Is there a difference?

A. The term trade show is primarily North American and trade fairs are European and Asian. The further away from home that you exhibit, the greater the diversity of the language used to describe the same thing; booths versus stands; show promoters versus show managers. Don’t let the jargon confuse you, but before you participate in a trade fair in a new country or culture asking questions as simple as this one is the best strategy.

Q. How do I measure my performance at a trade show when I don’t sell anything? We are just trying to create awareness.

A. Measuring intangibles is not only possible, it is crucial. There is no point investing in your exhibit program if you have no idea if it is moving your organization forward. So, using awareness as your objective, here are three steps to quantifying it:

1. Ask yourself what does awareness mean? What do you want your customers and the industry to know about your organization? If you can condense this into two or three messages that clearly articulate what you are all about and how your are different from the competition, then all the better.

2. Who is the best person to convey these messages to? Don’t assume that everyone wants or cares to hear your messages. The trick is to create a profile of your best candidate.

3. Before your show you can articulate your objective as the number of people who fit your profile that you can realistically talk to during the show and be able to pass along your key messages.

4. One final step–test. You need to know whether people that you speak to get the message. You can conduct surveys, look for increases in web-traffic or post-cal phone calls.

Q. What is the best give-away you have seen?

A. Looking for the best is like asking who the perfect partner is. What works for one organization is different for another. The trick is to keep your eyes open and look for interesting articles that your customers will find useful (this precludes gifts that they can take home for their kids.) Then, make sure it fits into your budget and finally, that your staff understands how to give the promotional product real value. This doesn’t happen when they are displayed on tables or counters for everyone to take. The best technique it to hide them and bring them out and as a thank-you when the conversation is drawing to a close.

Q. If I choose to drop out of a show will my absence be conspicuous and cast a negative impression?

A. If the show is no longer performing to your standards and you have done everything to try to improve it and it hasn’t worked, then perhaps it’s time to look elsewhere to invest your exhibit dollars. If you choose to drop a show from your busy schedule that does not mean that you stop marketing. As long as you remain visible to your customers through sponsorships, advertising or other high-profile shows the fear of creating a negative impression should be lessened.

If you have any questions about your exhibit marketing program, feel free to contact me.