Stateside with Stephanie
Listen to your customers
Stephanie Selesnick explores the crucial role of the customer advisory board in improving our industry supplier services
m a fan of customer
I advisory boards( CABs), exhibitor advisory boards, visitor advisory boards, or whatever they may be named. Receiving direct feedback from an industry ecosystem creates opportunities and helps to avoid pitfalls. They deepen relationships and increase knowledge. It’ s good business. What hasn’ t been discussed much are supplier CABs. I asked Tamar Beck, CEO of community marketing platform Gleanin and Claude Molinari, president & CEO, Visit Detroit, about their CABs:
“ Our CAB launched about five months ago,” Beck explains,“ and we wanted it to be a collaborative venture for everyone. We are doing some big product updates and wanted honest feedback on the testing and research.”
Gleanin had a short list of advocates, says Beck,“ proactive customers who regularly made suggestions for improvements to products and would be excited to move them and the company forward”. A variety of event and exhibition organisers are represented on the Gleanin CAB, from large customers with big marketing teams, to individual expos and conferences, to for-profits and associations.
Claude Molinari, for his part, says:“ The CAB provides feedback to the CVB and Huntington Place [ Detroit’ s convention centre ] on proposed initiatives, expansion of facilities, and hotels to better sell the city.
“ The CAB is comprised of current and potential clients as well as detractors( those who never planned on doing business in the city).” Molinari clarifies that‘ the detractors’ help them better understand objections and impediments for bringing business to Detroit.
So, what are CAB members responsibilities and how often do they meet?
Beck:“ Members have agreed to be proactive and participatory. The CAB meets online periodically, in smaller groups, and sometimes individually to review product development.
Top left: Tamar Beck
Bottom left: Rob Weissman
“ We want our CAB to ask questions and receive the hard truths, even if it hurts our feelings as we want to improve our destination.”
Meetups are held about every two months. Held under Chatham House Rules and led by a thirdparty facilitator, these peer-to-peer conversations focus on current marketing challenges.”
Molinari:“ The Detroit CAB meets twice a year in person, in the spring and fall in the city and at Huntington Place. We want our CAB to ask questions and receive the hard truths, even if it hurts our feelings as we want to improve our destination.”
What have been the results? Molinari:“ We follow through with probably 75 % of the suggestions from the CAB. Some we don’ t as they are self-serving for specific shows, or highly impractical.”
Beck:“ Two months in, Gleanin was building prototypes( experiments) based on ideas from the meetups. Even though those products may never be launched, having immediate feedback is invaluable. It opens possibilities for our business.”
Finally, Rob Weissman, president, Alliance Media Strategies, LLC shared some advice gleaned from his vast experience working with many types of CABs:
1. Vet your Board. Understand some members will have personal agendas, and that’ s OK.
2. During meetings, phrase your questions to keep the conversation positive.
3. Use Chatham House Rules.
Always. 4. Stick to the mandate of your CAB. 5. Don’ t ignore good advice. Conversely, know when to ignore bad advice. Customer Advisory Boards occupy a special place in business and organisations. Use these brain trusts wisely. Show appreciation and share what feedback has been tried or implemented. EW
n Full disclosure – Stephanie Selesnick is a member of the Detroit CAB. www. exhibitionworld. co. uk Issue 3 2025 15