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and alignment between these stakeholders should be instigated to the benefit of exhibitors and visitors . At the same time , organisers will have to find ways to compensate potential revenue losses due to lower exhibitor numbers , lower booth spaces and fewer visitors ; digital offerings will not be a sufficient offset , focus should be placed on the large untapped group of non-exhibitors .
• Work environment : Our industry has seen fundamental shifts in the work environment . During the pandemic we have lost a large number of employees and along with them a lot of know-how and experience . Today we often have difficulties to hire enough qualified staff as many former employees have found jobs in other industries . At the same time there is a strong need for digital natives , who will have to be integrated into the organisation
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of our companies . Employment conditions need change to remain attractive in an ever increasing competition for talent . This means our industry will have to offer attractive compensation packages , attractive work spaces , flexible working hours and remote work possibilities along with excellent training offerings and good career potential .
• Digital and virtual : During the pandemic we have seen many so called ‘ virtual exhibitions ’. This is semantically an oxymoron and most of these attempts were expensive failures . However , there is a widespread agreement in our industry that digital or virtual complements the physical event may add value to existing offerings . Many companies have tried to add digital products to their portfolio , but it seems that there is not the one solution to the problem . Such products need to be show and industry specific . A ‘ one size fits
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Above : Shenzhen World |
all ’ model will not provide the best solution . Instead , applying a platform model with possibilities for individual adaptations is likely a cost-efficient way forward . Revenues from digital activities are expected to rise and provide good margins in the medium-to-long-term . This will only be possible if we move away from the notion of monetising single digital events , but instead , develop concepts that monetise all year-round digital offerings by integrating the physical event ( s ) into such an offer ( omnichannel business model ). Such omnichannel business model can strengthen the customer relation , make show participation more successful and can also help expand the reach of a show and acquire new customers . In addition , digital must be used to provide more targeted matchmaking on site and insights into exhibitor and visitor behaviour – the random business model is over ! |