May 19, 2020

Drastic measures: How to evaluate exhibition success

advice
exhibition
Expo Stars
Lee Ali, MD Expo Stars
5 min
Drastic measures: How to evaluate exhibition success
Expo Stars is a global exhibition engagement company based in the UK. Since 2007, it has managed over 3,000 projects in over 100 cities across 53 countr...

Expo Stars is a global exhibition engagement company based in the UK. Since 2007, it has managed over 3,000 projects in over 100 cities across 53 countries. Expo Stars has experience at all the major exhibitions including CES, Mobile World Congress, Drupa, FESPA, IBC, NAB, Gulfood, Arab Health, Pharmapack, Big 5, ICE Totally Gaming and many more. The founder and MD, Lee Ali, shares with Business Chief how exhibitors across Europe should approach evaluating their performance.

“Can I scan your badge?”

It’s a common question heard at trade shows and exhibitions around the world.

On the face of it, it seems like a quick and easy way for exhibitors to build a database of attendees without taking too much of their time. And for those who approach events as a numbers game, seeing the long list of badges scanned at the end of a show looks like a great way to measure success.

But this is the wrong way to approach. Here, I’ll explain why badge scanning is a false economy and what you should do instead to measure your exhibition performance.

The problem with badge scanning  

The appeal of badge scanning is also it’s downfall. You can easily collate the attendees’ details without actually engaging with them very much.

Because of this, you could well find you get hundreds or thousands of new contacts on your database. But that’s not to say these are quality leads. 

You don’t know who these people are, or what they need or want. Are they decision makers? What problems are they experiencing which you could help them with? Have you been able to share any useful information with them? Are they interested in your product or service? 

Eager badge scanning defeats the point of exhibitions. Your primary aim should be to get in front of your target audience so you can engage, educate, inform and inspire them. This is all part of building relationships, which if managed in the right way, can result in sales, deals or partnerships in the long-term.

If you’re investing time and money in exhibitions, you should focus on quality leads, not purely quantity. And the way to drive this is through meaningful face-to-face conversations.

The art of conversation 

With so much competition at exhibitions, many businesses pull out all the stops to get people on to their stand. Free gifts, complimentary refreshments, exciting competitions and flashy displays grab people’s attention and generate footfall. But you need to make sure you’re attracting the right people and leaving a lasting impression.

It helps to remember why people are at exhibitions in the first place. They’re there to learn about new trends, innovations, products and services that will support them in their own job, or help the business they represent. The attendees are actively looking for solutions to their problems – so you’ve got an eager audience to engage with.

But that doesn’t mean you should jump straight into your sales pitch. In fact, that’s a sure way of losing a lead before you’ve even asked them their name. Instead, start by getting to know them. What are their challenges? What have they tried up until now and what have the results been? What is the wider business trying to achieve?

Taking a personalised approach and asking the right questions can help you firstly qualify leads, and secondly, build a rapport with those who you might be able to help with your product or service.

While your audience may be at the event to find relevant products and services, they may not be in a position to buy there and then. This is why it’s so important to have compelling conversations, make your business memorable, and have a clear call to action. And it’s these next steps where we should focus our efforts on when measuring exhibition success. 

Setting your goals

Before your exhibition, you should have a clear strategy in place that determines what you want your target audience to do after you’ve met and qualified them.

Is the next step in the process signing up to an online webinar, taking advantage of a free trial, booking a meeting, or even simply connecting on LinkedIn? These are the types of goals that can translate easily into measuring your performance at exhibitions and trade shows.

Some simple statistics you can track include: 

  • Satisfaction scores from feedback forms

  • Market research surveys completed 

  • Webinar or free trial sign ups

  • Meetings booked

  • Newsletter subscribers 

Enhance your insights with technology 

Although there are numerous ways you can monitor and measure exhibition performance yourself, technology can give you further insights and provide longer term benefits.

For example, face detection tech can track eye contact connections and provide a mood evaluation for the attendees you interact with. This data helps you understand which products or displays attendees are looking at and how engaged they are on an emotional level. This is information you can leverage to improve your displays and methods of igniting and maintaining attendees’ attention.

There are also systems that bring all your lead generation, tracking and follow up processes together. For example, Tilkee is Expo Stars’ official Tradeshow Lead Capture and ROI Measurement Partner. As well as organising the leads generated at events, the platform automates a lot of the follow up steps and provides data around engagement and conversions. Not only does this help to monitor results of each event, but it provides valuable information to improve future trade show strategies.

Taking a measured approach

We live in a world where technology means it’s easier than ever for us to get data – and lots of it – at the touch of a button. Or, in the case of exhibitions, at the scan of a badge. 

Sometimes, though, just because we can get large volumes of data, it doesn’t necessarily mean we should. 

At exhibitions and trade shows, businesses have a rare opportunity to get in front of potential buyers who are in the right frame of mind to find out about different products and services. And the key here is prioritising meaningful conversations. 

Yes, technology can help to amplify and improve the way you monitor and track results, but it should be used to support – not replace – building trust and relationships on a one-to-one basis. Taking a personalised approach, focusing on face-to-face engagement and prioritising quality – not quantity – leads, will help you transform your exhibition strategy and evaluation process.

For more information on all business in Europe, please take a look at the latest edition of Business Chief Europe.

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Jun 16, 2021

SAS: Improving the British Army’s decision making with data

SAS
British Army
3 min
Roderick Crawford, VP and Country GM, explains the important role that SAS is playing in the British Army’s digital transformation

SAS’ long-standing relationship with the British Army is built on mutual respect and grounded by a reciprocal understanding of each others’ capabilities, strengths, and weaknesses. Roderick Crawford, VP and Country GM for SAS UKI, states that the company’s thorough grasp of the defence sector makes it an ideal partner for the Army as it undergoes its own digital transformation. 

“Major General Jon Cole told us that he wanted to enable better, faster decision-making in order to improve operational efficiency,” he explains. Therefore, SAS’ task was to help the British Army realise the “significant potential” of data through the use of artificial intelligence (AI) to automate tasks and conduct complex analysis.

In 2020, the Army invested in the SAS ‘Viya platform’ as an overture to embarking on its new digital roadmap. The goal was to deliver a new way of working that enabled agility, flexibility, faster deployment, and reduced risk and cost: “SAS put a commercial framework in place to free the Army of limits in terms of their access to our tech capabilities.”

Doing so was important not just in terms of facilitating faster innovation but also, in Crawford’s words, to “connect the unconnected.” This means structuring data in a simultaneously secure and accessible manner for all skill levels, from analysts to data engineers and military commanders. The result is that analytics and decision-making that drives innovation and increases collaboration.

Crawford also highlights the importance of the SAS platform’s open nature, “General Cole was very clear that the Army wanted a way to work with other data and analytics tools such as Python. We allow them to do that, but with improved governance and faster delivery capabilities.”

SAS realises that collaboration is at the heart of a strong partnership and has been closely developing a long-term roadmap with the Army. “Although we're separate organisations, we come together to work effectively as one,” says Crawford. “Companies usually find it very easy to partner with SAS because we're a very open, honest, and people-based business by nature.”

With digital technology itself changing with great regularity, it’s safe to imagine that SAS’ own relationship with the Army will become even closer and more diverse. As SAS assists it in enhancing its operational readiness and providing its commanders with a secure view of key data points, Crawford is certain that the company will have a continually valuable role to play.

“As warfare moves into what we might call ‘the grey-zone’, the need to understand, decide, and act on complex information streams and diverse sources has never been more important. AI, computer vision and natural language processing are technologies that we hope to exploit over the next three to five years in conjunction with the Army.”

Fundamentally, data analytics is a tool for gaining valuable insights and expediting the delivery of outcomes. The goal of the two parties’ partnership, concludes Crawford, will be to reach the point where both access to data and decision-making can be performed qualitatively and in real-time.

“SAS is absolutely delighted to have this relationship with the British Army, and across the MOD. It’s a great privilege to be part of the armed forces covenant.”

 

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