Feature
Dean Wale, global sales
development manager,
CEVA Showfreight
“It was really interesting to
listen to the perspective
of fellow industry
professionals on how
they look to streamline
their events. Whether
it be venue logistical
challenges, shorter
tenancy times or
narrowing of gangways
suppliers must think
of ways adapt to meet
the requirements of the
organiser. It’s not just
a matter of increasing
staffing levels, we have to
be more creative in our
approach to each show
and work in synergy with
the entire supply chain to
deliver successful events.”
minutes for each.”
The conversation turns to exhibitor-
visitor meetings and concierge tools, with
roundtable attendees name-checking Sector
Global and Grip as useful tools for matching
buyers and brands.
“We’ve changed our model, so now the
exhibitor has to arrange the meeting, and
have seen an uptake in use,” says Barnes.
“Visitors too often go, ‘I want to meet
everyone’.”
Moving venue
Jamie Wilkinson, a director at Elijays44,
which runs an event called FutureScape
aimed at the landscaping industry,
comments on his plans to transform the
one-day event to a two-day event at a new
venue.
“One of the reasons we’ve decided to do
that is that we get the complaint that it’s too
busy,” he explains. “We were wall-bound
and due to pillars the aisles were becoming
1.5m in places. “People perceive it to be too
busy and don’t have a chance to speak to the
people they want to speak to.
“The exhibitors all have quite
small stands, which are shell scheme
predominantly, which will change with
the move as the exhibitors want a bigger
presence and bigger stands.”
Challis describes an unusual challenge
40 — September
Fresh Montgomery encountered with the
launch of The Independent Hotel Show
Amsterdam.
“The shows we compete with in
Europe are much bigger, and exhibitors
are expecting us to become one of those
enormous events,” she explains. “They’re
buying stands as they would at those other
shows. In the UK the average is 8sqm,
whereas in Amsterdam it was 18sqm. Our
model was shot, because we were expecting
200 exhibitors and we had 96 with
enormous stands.
“We want people to come to the show and
have a good range of products with supplier
diversity. It’s interesting as we’re having
to work backwards and try to make people
take smaller stands. It’s hard to change
their view for a niche show. We have to keep
pushing our sales teams to sell less. It’s
a difficult balance, and a silly problem to
have.”
Challis adds that the show’s marketing
message has to be clear – that it’s a niche
event and doesn’t aspire to the size of its
competitors.
“That’s also about sales teams managing
customer expectations,” concludes Barnes.
“You’ll breed loyal customers if you say,
‘you should take half that stand, because
it will deliver the best ROI’. It’s unusual to
have that honesty.” EN