Analysis
“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.”
resources is much harder to manage
when a team is only committed to one
show.
A further disadvantage is that
dedicated sales teams often have a
lower success rate in closing new
business leads. This is because the
potential client is only offered one
option and they are more likely to say
‘no’ if that option does not fit their
needs. A portfolio offering a range
of shows gives a client more choice
and is therefore more likely to be
successful. In other words, a portfolio
of shows enables a customer-centric
sales and marketing strategy that is
focused on what the exhibitor needs
and not what the show organiser is
trying to sell.
The challenges above may cause
a show organiser to underutilise
their resources, as they are not able
w w w.exhibitionworld.co.uk
to leverage their team as effectively
and efficiently as they would like to.
To solve this problem, there are two
potential solutions:
1. To set up a sales and marketing
matrix spanning different business
units that sells a portfolio of shows
serving the same industry. This
approach is something that some
show organisers have already started
to do. The idea is that show teams
serving the same industry are trained
to sell a range of shows in different
countries and continents, depending
on where the customer is most
interested in and on which sales lead
is most likely to be closed. To serve
this sales and marketing strategy,
common systems for pipeline
management and internal company
communication are extremely
important. Sales departments must
learn how to collaborate across the
normal boundaries of business units
and show teams. This can generate
push back as change is never easy.
However, in practice, this set-up can
prove very rewarding for teams due
to the international nature of sales.
This solution works well for larger
show organisers, because many
shows in the same sector are needed
to execute such a strategy.
2. To set up sales and marketing
teams that can operate across
different industry sectors. The idea
here is that sales functions, such
Matthias
Baur is
CEO MBB-
Consulting
Group:
www.mbb-
consulting
group.com
as lead generation, lead nurturing
or rebooking, can be executed by
specialised sales teams that are
trained to jump across industry
sectors, while lead closing and key
account management is taken care
of by show-specific teams. The same
applies to marketing functions, where
generic social media campaigns and
marketing automation processes can
be organised by a more central team,
while industry-related marketing
can be managed by the show team.
This second solution can work well
for small to medium-sized show
organisers that run different shows
in fewer locations across different
industry sectors.
Both sales and marketing strategies,
if executed correctly, can liberate
sales and marketing resources and
substantially increase a company’s
per-head turnover. This is something
we as an industry should not ignore,
as the fight for clients’ marketing
budgets will only get harder in future.
Trying to change a team’s structure
can often trigger push back at the
start, as most people don’t like
change. However, I’ve seen how
a well-devised, cross-unit and
cross-cultural sales and marketing
strategy can provide new purpose
to the business life of our sales and
marketing colleagues as they act
in a wider and more international
field. What’s more, it can trigger
profitability and enhance show
quality.
Some of our industry’s sales and
marketing processes are quite under-
developed compared to those of
other industries. This means we are
leaving money on the table for our
competitors. It’s time to change this,
so that we can invest more money
in innovation and quality for our
tradeshows.
For more information, please
contact matthias.tesi.baur@mbb-
consultinggroup.com
Issue 5 2019
67