Exhibition World Issue 5 — 2019 | Page 65

Analysis Cross-selling secrets of success Matthias Baur looks at effective methods of cross-marketing and cross-selling in the exhibition industry he exhibition industry is unique because it doesn’t just serve one sector, but many very different sectors. This brings benefits but also challenges, as show organisers have to tailor their team set-up to the specific show and industry they are serving at any given time. It can also make cross- departmental exchange of marketing and sales techniques harder than for other industries. For example, in the finance industry product portfolios can be different, but they ultimately all still cater to financial requirements. To successfully promote a show in a specific industry, the strategy should be focused on that particular sector and should not be a simple duplication of a generic show marketing campaign. In the same way, the sales processes should be set up to serve this specific show. w w w.exhibitionworld.co.uk This approach, more often than not, will result in a marketing and sales team that is highly specialised in the industry that their show serves. It also results in the sales team becoming extremely familiar with the exhibitor and visitor group, making them more effective in creating a targeted sales campaign that is unique to the industry and show itself, forging stronger relationships, links and hopefully show loyalty as the years progress. While there are many benefits to this typical set-up, there are also disadvantages to be aware of. A good example is when the lines of business and camaraderie become blurred. Although a close relationship between the sales team and exhibitors can promote great sales results and can often guarantee repeat business, such familiarity can also hamper sales. A sales person who considers contacts as friends first and clients second, “The strategy should be focused on that particular industry and should not be a simple duplication of a generic show marketing campaign.” may not be as assertive when it comes to upselling. Another disadvantage is that a dedicated show team set-up can work against the ongoing organisational need to balance sales and marketing resources to increase profitability and work efficiency. A show cycle requires different resources at different times, so sales teams that only serve one show are often under-staffed at times when sales need a push, or over-staffed when a show is just over and exhibitors need to reflect on results before rebooking. Balancing Issue 5 2019 65