A wealth of options to help improve experiences have revealed themselves amid the industry ’ s digital transformation . This includes extending the lifecycle of the in-person show through online content , driving up digital revenue and engaging with communities year-round . As a result , exhibition organisers are shifting their budget models to place more emphasis on digital monetisation .

It is expected this technologydriven component is going to rise from just 2 % before the pandemic to 25 % moving forward . Stand sales are also expected to drop from 78 % to 50 % of the revenue mix .

However , Irving highlights how an organiser can use these

technology advancements to improve the live experience for customers through immediate behaviour data .

She says : “ It always starts with the customer first – your stakeholders , your target audiences . Understand what their needs are , understand what they want to see and how they want to see it , then go and help create it . One of the things I ’ ve learned over the last 18 months is , it always has to be about what the customers want or what your market needs .

“ The great thing with digital is you have immediate results , you ’ re not waiting until after the show – you actually have that data at your fingertips and you can improve as you go and

be dynamic in your approach .”

Irving identifies two areas in particular where the digital landscape has been working well for Clarion . The first of these is through hosted-buyer programmes , which include pre-set appointments between a set of pre-qualified people and interested sellers to facilitate business quickly .

Exhibitors get to interact in a more efficient manner for an allocated time period , allowing for maximum sales potential while helping the buyer make better purchase decisions .

Irving adds : “ We ’ re finding sponsors are willing to pay for the right meaningful connections – you can give them an opportunity to talk to people who are very well vetted . They ’ re open to buy and they have more information about what they ’ re looking for . Customers will pay to have those meetings .”

Another area brands have been keen to invest in is thought leadership . This helps promote a company ’ s image and builds a community , which is much more likely to buy into products .

Irving describes it as making sure they are “ being part of a conversation where people are coming to hear what ’ s going on in a particular industry .”

She adds : “ Again , it ’ s about not creating huge nets , but creating the right net to capture the right target audience and help personalise the experience . But then go even further and move into an individual conversation – I think that ’ s a huge win .

“ As organisers , we have such a great opportunity and honestly , a responsibility to deliver personalised experiences for all of our customers .”

This can mean a planner

concentrating on bringing in an audience that is best suited to their client , rather than focussing on higher numbers . Clarion has done this where thought leadership sessions have happened digitally , before holding small breakout rooms with keynotes .

Irving explains : “ It ’ s a great way to keep targeted conversations happening , but get the right people in the room . It ’ s not about quantity of audience , it ’ s about the quality . You have the right people together and as an organiser , you can help them make the connections they need .”

“ WE HAVE

TO REALLY

UNDERSTAND

THE CUSTOMER

JOURNEY AND HOW

TO DEFINE IT AND

MAKE IT BETTER

EVERY TIME . WE

USE A LOT OF OUR

DIGITAL SKILL-SETS

TO HELP US GET

THERE SO I THINK

IT ’ S HUGE FOR US .”