CHAPTER 15 1 Use with BUSINESS TO BUSINESS MARKETING
MANAGEMENT: A GLOBAL PERSPECTIVE ISBN 978-0-415-53702-5 Published
by Routledge 2013
Slide 2
Reasons for Exhibiting 2 Use with BUSINESS TO BUSINESS
MARKETING MANAGEMENT: A GLOBAL PERSPECTIVE ISBN 978-0-415-53702-5
Published by Routledge 2013
Slide 3
Importance of Trade Show Aims 3 Use with BUSINESS TO BUSINESS
MARKETING MANAGEMENT: A GLOBAL PERSPECTIVE ISBN 978-0-415-53702-5
Published by Routledge 2013
Slide 4
Exhibitions as Communication 4 Fig. 15.1 Exhibitors and
visitors strategies and tactics Use with BUSINESS TO BUSINESS
MARKETING MANAGEMENT: A GLOBAL PERSPECTIVE ISBN 978-0-415-53702-5
Published by Routledge 2013
Slide 5
Breakdown of Job Titles 5 Use with BUSINESS TO BUSINESS
MARKETING MANAGEMENT: A GLOBAL PERSPECTIVE ISBN 978-0-415-53702-5
Published by Routledge 2013
Slide 6
Reasons for Attending the Exhibition 6 Use with BUSINESS TO
BUSINESS MARKETING MANAGEMENT: A GLOBAL PERSPECTIVE ISBN
978-0-415-53702-5 Published by Routledge 2013
Slide 7
Exhibitions & Key-Account Management 7 Use with BUSINESS TO
BUSINESS MARKETING MANAGEMENT: A GLOBAL PERSPECTIVE ISBN
978-0-415-53702-5 Published by Routledge 2013
Slide 8
Unclear strategies. No set objectives. Inappropriate
objectives. Not evaluated activities. Why Exhibitions Fail 8 Use
with BUSINESS TO BUSINESS MARKETING MANAGEMENT: A GLOBAL
PERSPECTIVE ISBN 978-0-415-53702-5 Published by Routledge 2013
Slide 9
Decide the objectives. Select which exhibition to attend. Plan
the staffing of the stand. Plan the support promotions. Decide on
the layout of the stand and its contents. Arrange the follow-up
activities after the exhibition. Plan the logistics of the
exercise. Put an evaluation system in place. Planning an Exhibition
9 Use with BUSINESS TO BUSINESS MARKETING MANAGEMENT: A GLOBAL
PERSPECTIVE ISBN 978-0-415-53702-5 Published by Routledge 2013
Slide 10
Ensure that displays are easily-accessible and informative.
Check that stand members have a clear brief. Have clear objectives
in place. Have an area where prospects can be taken for a private
conversation. Ensure an adequate supply of drinking water.
Establish a manning schedule for stand staff. Have a record-keeping
system for leads and useful contacts. Have a feedback system for
visitors comments. Set up some fun activities for stand staff.
Organizing the Stand 10 Use with BUSINESS TO BUSINESS MARKETING
MANAGEMENT: A GLOBAL PERSPECTIVE ISBN 978-0-415-53702-5 Published
by Routledge 2013
Slide 11
Private exhibitions. Road shows. Alternatives to Exhibitions 11
Use with BUSINESS TO BUSINESS MARKETING MANAGEMENT: A GLOBAL
PERSPECTIVE ISBN 978-0-415-53702-5 Published by Routledge 2013
Slide 12
Create a short-term increase in sales. Typical of push
strategies. Deflects attention away from price as a competitive
tool. Encourages trial. Encourages trade-up. Encourages loading-up.
Sales Promotions 12 Use with BUSINESS TO BUSINESS MARKETING
MANAGEMENT: A GLOBAL PERSPECTIVE ISBN 978-0-415-53702-5 Published
by Routledge 2013
Slide 13
Promotions aimed at the sales team. Promotions aimed at
middlemen. Promotions aimed at the customer. Categories of Sales
Promotion 13 Use with BUSINESS TO BUSINESS MARKETING MANAGEMENT: A
GLOBAL PERSPECTIVE ISBN 978-0-415-53702-5 Published by Routledge
2013
Slide 14
Summary 14 Buyers are in the minority at most, if not all,
exhibitions. Most visitors are on an information search, not a
shopping trip. Most exhibitors focus strongly on selling.
Exhibitions and trade fairs offer an unrivalled opportunity in
key-account management. Dissonance between exhibitors aims and
visitors aims often results in disappointment for both parties.
Exhibitors need to establish measurable objectives. Sales
promotions are useful as deal sweeteners or facilitators. Sales
promotions can be used for the sales force, for customers, or for
the customers of customers. Use with BUSINESS TO BUSINESS MARKETING
MANAGEMENT: A GLOBAL PERSPECTIVE ISBN 978-0-415-53702-5 Published
by Routledge 2013