Exhibitor Retention

The more repeat exhibitors you have, the lower your costs and the stronger your show. Here are eight ways to draw exhibitors back year after year.

By Rayna Skolnik

Studies repeatedly show that it costs less to keep a customer than to sign a new one. But cost isn't the only reason to hold on to your current exhibitors. When exhibitors return year after year, your show gets stronger. "Your exhibitors are one of your best sources of information on industry trends," says Sam Smith, Vice President and Operating Officer of the Exposition and Conference Management Division of Production Group International in Arlington, VA. PGI manages 15 shows, and it's difficult to stay on top of developments in each of those industries. But if exhibitors that are leaders in their industries return to PGI's shows, Smith says, show management can develop relationships with them and stay abreast of trends.

Exhibitor turnover, meanwhile, can have a negative effect on the image and reputation of a show, says Jeff Holcomb, Trade Show Manager for the Wisconsin Restaurant Association in Madison, WI. "When exhibitors are dissatisfied and don't return, others hear about it," he says. "Eventually, yours becomes the show not to go to." Fortunately, Holcomb can boast an exhibitor retention rate that is continually between 78 and 82 percent, which he says is one of the highest ranges for a restaurant association show.

A high percentage of repeat exhibitors can contribute to show stability and relevance while keeping costs down. Here are eight ways to draw exhibitors back year after year.

1. Market your show honestly and realistically.
If you want exhibitors to return, you must have a strong show that fills a need in the marketplace. "We're not talking about hoodwinking exhibitors into staying in a show," Smith says. "It must be a legitimate show." With a strong event as a given, it is then incumbent on show management to present an accurate picture of both the show's history and management's plans for its future. A post-show survey, which Smith maintains should be completed within 30 days, can provide the exhibitor with useful information on the show's history. An objective survey should include accurate, uninflated statistics on number of attendees, demographic information and buying intentions.

Also, it is essential that show management let exhibitors know what they can expect if they return. "When you're promoting to prospects, you can be more general and attention-getting," says Holcomb. "But when talking to current exhibitors, you must tell them what will be new and different." Perhaps the seminars will cover a hot topic, management will be targeting a new group of prospective attendees or an improved lead-retrieval system will be in place.

Let exhibitors know about everything that will contribute to their success. Just don't overpromise.

2. Solicit and act upon exhibitors' suggestions.
The best way to keep exhibitors coming back is to give them what they want. It may sound simple, but the best way to find out what they want is to ask them.

Exhibitor advisory committees are a key source of that information. "People pay lip service to these committees," says Smith. "They set them up to placate exhibitors. Instead, use them. Then publicize everything you learn so exhibitors understand that you are proactively refining your product based on their needs." Smith also notes that an exhibitor advisory committee should have a varied membership, representing companies of different sizes -- "not just the big guys" -- and different product lines.

The American Retreaders Association has an exhibitor council that represents different areas of its industry, and that ranges from exhibitors who take 10- by 10-foot booths to those who use large bulk areas. "The council members provide excellent feedback," says Gretchen Schrantz, Convention and Meeting Director for the Louisville, KY-based association. "These people are in the field and know the attendees and suppliers." Last year, when the council felt that ARA needed to strengthen its preshow marketing, several marketing executives from exhibiting companies volunteered to assist the association's staff. "We learned things like where else to place our ads," says Schrantz. "We hadn't been reaching some potential attendees."

In addition to listening to the exhibitor council, ARA had an outside marketing organization conduct telephone surveys and focus groups. "We wanted to know what we were doing right or wrong," says Schrantz. "We sit here and think we know what our members need, but we might not be correct." What survey respondents appreciated most, Schrantz recalls proudly, was management's accessibility. "They said, 'We can always talk to you.'"

Holcomb says that after each show, "I survey exhibitors and plan to address their concerns. I communicate this process and highlight examples of changes made as a result of exhibitor initiative." If, for example, exhibitors said too many students had attended the show, management would take steps to deal with the problem and let exhibitors know what had been done to solve it.

3. Make communication a two-way street.
Show management can strengthen the relationship by talking to exhibitors as well as listening to them. Throughout the show cycle, there are occasions to send information on programming, deadlines, promotions, sponsorship opportunities and so on. The more timely the mailings, the more positive exhibitors' attitudes will be toward show management.

But each of those communication pieces can also be used, Smith says, to reinforce your exhibitors' decision to participate in your show. Even invoices can be used as positive reinforcement. Don't just send the invoice, says Smith. Include a personalized, benefit-laden welcome letter that mentions exciting developments in the conference program, attendance-promotion plans, etc. He also suggests sending exhibit sales promotional material to current exhibitors with a cover letter that reads, "We thought you'd be interested in seeing the promotional piece for this year's program. As you'll see, we have a special..." Once again, exhibitors are alerted to highlights of the show. "Never miss an opportunity to reinforce the sale," Smith stresses.

Mailings should not only go to the exhibit manager but also to top corporate executives, marketing managers and key regional contacts, for two reasons. First, there is likely to be turnover among exhibit managers. And, second, the executives are the ones who make the exhibit decisions.

4. Help exhibitors set appropriate goals.
"The closer your exhibitors' expectations are to what they experience, the more likely that they'll return," says Holcomb. According to Trade Show Bureau statistics, an average of 40 percent of first-time exhibitors don't return to a show. Obviously, their experiences didn't live up to their expectations. But were their expectations realistic?

One of PGI's clients is the American Society of Interior Designers. Any exhibitor who expects, say, to sell 20 chairs at the ASID show will be sorely disappointed, Smith says. However, "Exhibitors will have a chance to contact 2,200 specifiers who work on hundreds of projects during the year. Once exhibitors understand that, they'll be excited," Smith says. "But their approach will be totally different."

Exhibit managers are increasingly being held accountable by their management. If a show doesn't provide a satisfactory return on investment this year, management is unlikely to approve the budget for next year's show. Thus, show managers are protecting their own interests when they help exhibitors understand a show and set their goals accordingly.

5. Help exhibitors attract the right attendees.
Have you heard the old saying that it's show management's responsibility to attract attendees to the show, but that it's up to the exhibitors to pull attendees to their booths? In fact, it can't be divvied up that neatly. There are many things that show management can and should do to help exhibitors attract good prospects.

First, show management can use a registration system that captures the detailed demographic information that exhibitors increasingly request. Exhibitors want not only job titles but also geographic origin, buying authority and area of product interest. Armed with that data, they can exhibit the most relevant products and staff their booths appropriately.

Show management can also help exhibitors with preshow promotion. Holcomb, for example, provides mailing labels and free show discount tickets for key customers or prospects. In addition, he says, "We give exhibitors information on how to write press releases and lists of food industry publications to send them to. We give them camera-ready art, and advise them of co-op ad opportunities in our magazines and others. We'll also mention their show specials in our attendance-promotion literature at no cost to them."

On the show floor, WRA continues to help by setting aside an area where exhibitors can present short seminars on trendy products. The extra exposure companies can receive during the seminars makes them eager to exhibit. WRA requires each company to offer a show special to promote its seminar, further ensuring that the seminar will draw a crowd.

6. Equip exhibitors for success.
Trade show selling has always been different from field selling. Nowadays, trade show selling is also different from what it used to be. "A lot of exhibitors think they can set up a booth, then just stand there and collect orders," says Schrantz. "It might have been that way in the past, but no longer. Today's audience is much more sophisticated and is spending more wisely."

To help exhibitors sell to such buyers, ARA provides many training aids. For example, show management brings in Allen Konopacki, head of Incomm Center for Research and Sales Training in Chicago, to present his program, "Ten Proven Tips That Increase Exhibiting Results." Schrantz also sends exhibitors a set of Konopacki's tip sheets, which cover topics like "Why Salespeople Hate Trade Shows."

Schrantz also gives exhibitors a set of the International Association for Exposition Management's Pocket Card Tips for Exhibitor Success. The nine-card pack includes tips on "Product Demos," "Public Exhibitions," "How to Dress for Trade Show Success" and "Greeting Attendees."

In addition, ARA prepared its own videotape on how to exhibit successfully. Examples of good exhibits, successful booth behavior, preparation for lead follow-up, and so on were filmed on the show floor. The ARA staff staged the bad examples, rather than embarrassing any exhibitors.

WRA prefers to use only its own materials, says Holcomb. "We put together a manual called 'Trade Show Success' that's specific to our show," he says. "It covers topics like promoting the show, how to work the booth and how to follow up."

7. Give exhibitors the treatment they deserve.
"Exhibitors are often the primary revenue source for an association," says Smith. "And they have a legitimate educational role as an extension of the conference." Too often, however, they're not treated like an important part of the convention. Instead, they're made to feel like outsiders. "I hear exhibitors ask, 'Why aren't we included here?' or 'Why don't we get to do this?'" Smith says. He believes that exhibitors should be allowed to attend social functions and network at breakout sessions to increase their access to attendees. "If you have to raise your booth prices so they can attend the galas," Smith says, "do it."

Booth prices, of course, are a small part of exhibitors' expenses. Ensuring that exhibitors are charged fair prices across the board is one more way of treating them right. "Be sensitive to hotel prices, drayage rates and labor costs," says Smith. He also warns against a fairly common practice: "Lots of show managers make decorators work free, then add those charges to things like drayage. Show managers should pay a fair price for a decorator and not make exhibitors pick up those costs."

In addition, show management's best efforts and intentions can be undermined by service contractors' behavior. "Be sure the people at the service desk know how important it is to treat exhibitors fairly," says Smith. "We have a meeting with every contractor to create that awareness."

8. Get a jump on space sales.
If show management has done all it can for exhibitors both before and during the show, many exhibitors should be eager to renew even before the current show ends. "Strike while the iron is hot," Smith says. "How many opportunities will you have to access decision makers from every company in your show at one time while they're gathering leads, looking at their competition and achieving their show goals? Don't let that opportunity get away." There should also be a financial incentive for renewing early.

Tracking renewal rates is vital, too, says Holcomb. "Show managers should know the number of companies renewing and the number of booths, and try to do better each year." And despite his current high numbers, "Everyone can improve," he says. "I want to provide something for exhibitors that will set my show apart. You have to do more and do better every year."