New strategic KPIs require a sophisticated listening strategy
New strategic KPIs require a sophisticated listening strategy , says Enrico Gallorini who sets out a new approach to researching data and information and how we use it in order to meet the new demands of the new visitor-centric exhibition universe
f there was one positive
I aspect to the period of Covid-19 , it was probably that of making everyone understand the indispensability of those collective moments that bring together entire communities linked to specific supply chains , commonly known as ‘ expositions ’.
Unfortunately , this period scattered and , at times , literally lost many competencies in terms of individuals ( internal to the company or among its suppliers ). These losses prove more than ever the need to refocus on a long-term strategic vision , even while we are still overwhelmed by survival mode operations .
Exhibitions have shown an incredible capacity for resilience , but today more than ever it is necessary to rethink the metrics and KPIs ( Key Performance Indicators ) in a more structured way .
There is only one thing we cannot doubt while trying to define these new metrics , namely the fact that the post-pandemic winning formula will be different from the pre-pandemic one .
By working professionally on data , analysing it and communicating with our clients regarding the insights gathered , we have a privileged perspective .
Today more than ever , it is necessary to profoundly re-evaluate who the real clients of these events
Enrico Gallorini is CEO of GRS Research & Strategy
“ We cannot doubt that the post-pandemic winning formula will be different from the pre-pandemic one ” are and how to place said clients at the centre of one ’ s strategy , in order to be able to create a sustainable and evolved business system .
This means rethinking exhibitions as a whole , starting from the organisational culture and the strategic orientation .
For too long importance has been given to the role of ‘ exhibiting clients ’, seen as a source of revenue , an object of study , an element of competition . We must escape the ‘ clients = revenues ’ hence ‘ clients = exhibitors ’ trap . We need to completely rethink the importance we must give to all clients , whether they be exhibitors or visitors , but with particular attention to the role of visitors .
New approach It is clear that the drivers who are steering a few exhibitions towards considerable success share a common characteristic , also when compared to pre-pandemic times : they have a new approach towards the client-visitor , revolutionising this traditional role by shifting it from a market research object of analysis to that of co-creator .
The interaction must be shifted from an attention to pure ‘ data ’, to an actual deep dive that can transform that information into a real strategy . This shift is achieved by creating a client engagement path that is favoured by listening , through increasingly structured and precise moments of involvement based on qualitative and detailed listening , to understand needs in a holistic manner . It will be client needs and experiences that will specifcally guide the needs of the expo and , consequently , those of the supply chain of reference .
All this is possible only by adopting an approach that is aware of the role of the organiser , who , at this stage , has one absolute priority : the delivery of the exhibition product .
Too much data Data is becoming a commodity , however , and there is too much of it .
www . exhibitionworld . co . uk Issue 1 2023 43