TSG

Using these techniques, we have witnessed productivity improvements of 100% – we have been able to double our capacity without adding resources. Since we are new at this, I suspect we can even do better…

I agree that focus has to be on results, but I cannot discount individual personal (or departmental) expectations altogether if I really expect commitment. The individual members all need to find something about the success of the project that helps them gain something they want. But what they want as individuals may not be that obvious to the team leader or other members, unless they invest the time to pay attention. The presumption that everybody wants and needs the same thing, can be a mistake.

The team leader needs to be aware of what the various team members want. That is the crux of the equity in any leadership role. It is helpful if everyone in the group understand that, but critical that the captain knows. In other words, how can I, as the project leader, get other people to commit to helping me reach my goal? I can, if I take the time to make sure they see how it will help them reach theirs. And just as you will intend to hold them individually accountable for their part, rest assured they will hold you accountable for the commitment you’ve made to them. As simple as all this sounds, the failure to take these action steps delays, and often derails more projects than some would think. Thank you for sharing your (very valid) points. I believe others will benefit from reading what you’ve said here.

Following on your remarks, other considerations include selecting what is important to measure. Not every element is neatly defined, however. Measuring a perception can be challenging. Capturing the discussion points around items is useful as well. The full report includes all perspectives.

Also, remember everyone makes decisions differently—some use internal feelings, “gut,” as well as hard-edge numbers. An analytical person relies heavily on data as a safety net for their ideas while an expressive person trusts their experience and intuition. These are styles to be considered and assist to interpret the data.

Great article. Thanks. MC

Interesting article and some very valid points about booth layout, design, and branding. We’ve all been to dozens if not hundreds of trade shows. All exhibitors want traffic. There is no such thing as bad traffic and getting noticed at the show. Entertaining your guests and giving out prizes works because; #1 they stop and #2 you capture their information. I remember performing on one event for a client in New Orleans and low and behold one of the guests that stopped in their booth that day was the CEO of Yahoo. He had never stopped at their booth in years past. That one visit and contact was worth every dime they spent on the show and made their event for them. That’s what having entertainment can do for you. By the way, I also agree with branding – you can never have enough branding. It just so happens we specialize in unique interactive entertainment that can feature not only branding, but actual products IN the game being used to entertain or educate the geusts. The bottom line is, if you don’t get them IN your booth it doesn’t matter what your message is, it won’t be heard.

Too often, especially in small and medium exhibit houses, owners expect the sales team to be the marketing team as well. This perception of roles is skewed do to previous experiences. That is why it is critical to put people in place who have track records of success based on real and dynamic business experience.

If you want sales to do general prospecting then create an in house sales team, which also becomes a training ground for senior AE’s A good AE knows how to do target marketing for accounts that will turn high return. Let real sales people do their job. Provide them the correct support and tools.