1. CHAPTER 15 1 Use with BUSINESS TO BUSINESS MARKETING MANAGEMENT: A GLOBAL PERSPECTIVE ISBN 978-0-415-53702-5 Published by Routledge 2013

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

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

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

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

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

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

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

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

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

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

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

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

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