Category:

April 01st, 2011

Dilemma:

If I ignore an elephant, will it go away?

I manage several departments, and I’ve had to let one or two people go from each. I’ve noticed the “survivors” seem uncomfortable when they come into a meeting and see another co-worker is missing. Should I notify them of any layoff before we all get together? Discuss the situation at the beginning of the meeting? Or just continue to ignore the elephant in the room?
— Shelby, Marketing VP
Even David Copperfield couldn’t make this elephant disappear
Shelby, our readers believe that you cannot ignore this situation and hope it goes away. They suggest you:
Hold a meeting to discuss what’s happened.
Show your humanity.
Reassure the survivors.
Hold a meeting to discuss what’s happened
If the departments you manage work in different areas, some of the people may not know an employee has been laid off. But they’re bound to notice someone is missing at the next meeting, and that’s not good.
In fact, a director of trade shows and events believes waiting until a regularly scheduled meeting only makes matters worse.
“Call a meeting as soon as possible. If you ignore the elephant, it will run you over.”
Show your humanity
Undoubtedly, letting someone go is an unpleasant task for you, and you’d just as soon forget about it. But you must address the issue the right way for the sake of your remaining staff — and yourself.
Marci Williams, administrative assistant, explains why this is necessary for all of you.
“Yes, people should be told before a meeting why a co-worker is missing. We have a history with our co-workers and often a good relationship, which means we grieve for them and their situation. To ignore them as if they never existed is cruel and will only create hostility between the remaining employees and you.
“A manager who is honest, straightforward and sympathetic will be respected, even though the decision he or she must make is not liked.”
Reassure the survivors
After employees hear about a coworker being let go, it’s natural for them to wonder if one of their heads might be the next on the chopping block.
An exhibits manager describes how to take away some of their anxiety.
“Don’t just announce, ‘We had to let Tom go.’ Take a few minutes to explain why. You could say, “The company decided some of his duties were redundant with those of other employees,” “With the available technology, his position was no longer necessary,” or whatever else is appropriate.
“Emphasize that the layoff, while unfortunate, has made the company leaner and increased its chances of recovery — while reducing the likelihood of further cuts.”

February 28th, 2011

Dilemma: Daylight saving time never saves me

Whether it’s summer, winter or any other season, the days seem too short for me to handle all the details connected with exhibit management and being a strategic marketer. No doubt, many managers and supervisors deal with this challenge. How have you overcome the “I can’t get everything done” syndrome?
— Rochelle, Exhibits Manager
Make the hours work for you
Rochelle, since you can’t add any hours to the day, our readers suggest you:
Get organized.
Get real.
Get together with your boss.
Get organized
Right now, when you look at what you have to do each day, all you see is this huge mountain of things you need to conquer. And that can be daunting unless you manage your steps.
An events coordinator understands where you’re coming from and believes organization is the answer.
“PRIORITIZE! Each day, write yourself a list of tasks that must be done immediately and number them in order of importance. Complete the urgent tasks ASAP and put off what you cannot complete (that day) until tomorrow. Renumber your priorities the next day because the urgency of ‘task completion’ may change. You may surprise yourself with how much you can accomplish when you know you’re in control.
“Staying organized and facing problems head-on (in order of urgency) helps alleviate stress and makes you feel successful. Remember, all tasks can be broken down into smaller steps that are more achievable. Take one task at a time, and as you complete each one, you’ll see your stress decrease and your mood lighten. Good luck and keep plugging along one task/accomplishment at a time.”
Get real
Maybe instead of stressing out over the big stuff, you should concentrate on the one thing that’s really causing your headache.
Deborah R. Herr, marketing strategist/writer, explains how to cut your anxiety down to size.
“Make a list, and look it over carefully. I’ll bet you find that one item is a ‘stopper.’ It’s keeping you from doing anything else because it’s sucking up thinking time and emotional energy. Maybe you’ve been putting it off? Do that one item, and it will open up the rest of your list to be accomplished more easily.”
Get together with your boss
On the other hand, the fact you’re always on the go at work may not have anything to do with your abilities or organizational skills. It could be a management problem, which you should discuss with your boss.
A PR manager speaks of the underlying problem that may be responsible for the problems you face.
“This seems to be a chronic issue, more now than ever before. Unfortunately, in my career, I’ve seen way too many company executives who don’t recognize that this department or that is understaffed.
“If you feel like this is what’s happening in your situation, there’s no shame in having a heart-to-heart with your boss to explain why you could use some help. But don’t ask for the moon and stars. Suggest getting an intern or a part timer. Either is a low-cost alternative for your company to prevent you from getting so burned out or so stressed out that you leave your current position and take all your valuable experience with you.”
Rochelle, create a daily to-do list, look for that one task that keeps you from going forward and handle it first, or talk to your boss about your concerns. But don’t run yourself ragged and then stress over what you haven’t accomplished!

January 31st, 2011

Dilemma: Should tweeting be left to the birds?

I know sending a Twitter message only takes a few seconds, but when I see my keynote speaker giving a presentation, I find it irritating to see so many people with their eyes focused on their BlackBerrys while their thumbs fly across the buttons. Plus, I’m getting tired of days later fielding questions on topics that were covered in depth during the session. Would it be acceptable to ask everyone to turn off these devices at the beginning of a meeting? Or should I just accept this as a new reality in the business world?
— Dana, Events Manager
Readers are atwitter about the issue
Dana, arranging an interesting, informative presentation requires a great deal of work on your part. And you want to ensure your presenter gets the attention and respect he or she deserves. But in today’s world, people are used to being connected at all times. So, is asking that all devices are turned off during a presentation the right decision?
Our readers are split in their opinions. They say:
Pull the plug.
Make usage conditional.
Leave your attendees alone.
Pull the plug
For some people, sitting next to someone who’s constantly texting or e-mailing is as distracting as a loud conversation. For their sake, one reader thinks you should tell attendees to put away their communication devices.
This trade show and event specialist writes:
“As an attendee, it’s very annoying when the person next to you spends the whole session texting or reading e-mails. I think it’s acceptable to ask attendees to turn off these devices, but experience has proven that even if you make the request, they won’t do it.”
Make usage conditional
If you think it’s a bit harsh to cut off communication completely, let attendees know device usage “comes at a price.”
Jill Gill, GSA sales at Gately Communication Co., provides a tactful option.
“Try making a sign that says, ‘We encourage everyone to focus their full attention on the presentation. If you must be distracted by your personal device, we ask that you refrain from asking any questions.’ Place it in the front of the room before the presentation begins.”
Leave your attendees alone
Although you may see texting or e-mailing during a presentation as impolite, some attendees have good reason to stay connected.
An events manager explains why you may want to take a hands-off approach when it comes to other people’s communications.
“With staffs cut to the bone at some companies, many people don’t have the luxury of being out of touch for any length of time. Plus, they never know when a situation may arise that requires their immediate attention.
“Be grateful they’ve taken time out of their day for your presentation, and face the fact that life must go on.”
Dana, before a presentation begins, it’s OK to ask attendees to turn off their communication devices or to refrain from asking questions if they plan on staying connected. Or you can try to understand where they may be coming from and not raise the issue. Remember, many of them may not have a choice in the matter.

January 05th, 2011

Dilemma: Help! I’m being harassed by cookie vendors

I run an event planning firm in the Pacific Northwest, and something has been bugging me. I want our staff to focus on getting new clients, keeping the current ones happy and staying productive. But every time I turn around, someone in the office is selling cookies for Scouts or lining up sponsors for some charitable 10K run. These are worthy causes, but I have a business to run. Should I just put up with the solicitation or draw the line? If I put a stop to it entirely, what will that do to morale?
— Pestered President in Oregon
Doing good can be good for business
Of course, supporting a good cause is admirable. And undoubtedly, you want to employ people who care about others. But should they do their fundraising on company time?
Our readers weigh in on this issue and what you might do about it. They suggest you:
Proceed with caution.
Weigh the alternatives.
Put rules in place.
Proceed with caution
Although it’s understandable you’re concerned about productivity, an employee who’s passionate about a charity may not be too happy if you come down against fundraising.
As Deborah R. Herr, marketing strategist, says:
“How sure are you these activities impact productivity? Careful now! Remember the law of unintended consequences. If you tamper with these activities before being sure they hurt your business, you may find out the hard way they weren’t.”
Weigh the alternatives
Another reader believes you should first take a careful look at the facts rather than make a quick decision you may later regret.
A marketing specialist writes:
“My question for you is this: Do you feel these ‘cookie vendors’ negatively impact productivity in your business? If so, then by all means implement a new policy. But if you do, morale may drop.
“If the fundraising really isn’t that big a deal, look the other way. Employees with positive morale and good feelings about their companies perform better.”
Put rules in place
If you decide you’re OK with the fundraising, you may want to take steps to keep the efforts under control.
A director of business development describes how to do this:
“You need a corporate policy to help employees who feel ‘coerced’ into participating. Encourage employees to submit two to four events/charities they’d like to endorse corporately each year. Better yet, require them to submit a proposal explaining why other employees should support their organizations and what they will require of employees and the firm. Next, take a vote to determine which to support. Then, spread out these charity ‘events’ to one per quarter or semiannually. Make sure any chosen charity has a volunteer willing to take responsibility for it on top of his or her regular duties.
“Provide a public place (e.g., the company kitchen) to post information for employees to participate/donate if they wish to. And establish a strict policy prohibiting desk-to-desk appeals!”
Pestered President, it’s your company, and you have the right to determine what activities are acceptable in your office. But remember, your success depends on having happy employees. So, don’t react too quickly to this situation, do consider the repercussions of allowing/banning fundraising and be sure everyone knows the rules. It is to be hoped you’ll find a solution that will suit everyone.

December 03rd, 2010

Dilemma: How do I cut down on my ‘whine’ consumption?

I have a co-worker who complains to me about everything that happens to him here at work. I’m a good listener, but his negative attitude is starting to affect how I feel about our company. Should I tell him he’s complaining too much, be supportive and let him vent, or what?
— Barry, Conference and Event Coordinator
Halt the complaint conveyor belt
The famous “candy factory” episode of I Love Lucy comes to mind here. When the conveyor belt sped up, Lucy and Ethel ended up stuffing candy in their shirts, chef’s hats and mouths. Maybe if they had spoken up they would have been fired, maybe not.
But doing nothing in Barry’s situation will not stop the conveyor belt full of a co-worker’s grievances. The choice is fairly simple: Suffer in silence or take action to change things. Readers suggest these options:
Try standing up.
Be polite but direct.
Help solve the problem.
Try standing up
Do you have extra chairs in your office or cubicle? An event planner encourages removing the extra chairs or putting papers in them so no one can sit down. She offers another way to shorten visits.
“When the person comes to you, if you are sitting, stand up [as if you are leaving to go elsewhere] and if that person doesn’t take the cue, say you are on your way to xyz and you only have five minutes to spare,” she says.
Be polite but direct
Tell the person that you have work to do. A reader discovered this after losing patience with a chronic complainer.
“I would have liked to have handled it better, but I lost my patience at some point and told her that if her job/boss/career was so bad, she should just look for another job; I needed to get work done, and we could leave the complaints for lunchtime. Surprisingly, it worked! At that moment, she just stared at me surprised and a little bit mad, but later on our relationship went well, and we didn’t have any more issues.”
Being “polite” can also do wonders. Pick up a few phrases like “I have one minute, and then I need to get back to work” or “I have a phone call in two minutes and need to prepare.”
Help solve the problem
Nicci Herrell, event coordinator at Siemens PLM Software, shares this advice: “I would say to the employee, ‘Complaining is not productive; finding a resolution is,’ with a smile and enthusiasm. Let the person know you are willing to help find or present a solution, as long as the complaint is merited.”
An exhibit manager agrees that focusing on a solution works well. She asks what you can do to solve the issue and turn it into a positive. “Each time he’s negative or complaining, say, ‘Yep, things happen for a purpose, so what’s the lesson or what are you doing to fix/solve it?’ If you keep saying the same thing, he will realize you won’t allow him to just keep complaining.”
This approach forces the complainer to do something about the problem or stop complaining about it. Don’t let the complaints stack up in your office.

November 02nd, 2010

Dilemma:
Should presents be a thing of the past?

During the holiday season, vendors sometimes send me presents to thank me for the opportunities I’ve given them throughout the year. Management allows me to accept these gifts, but some other people at my company don’t seem too happy about them. Should I share food items and maybe divvy up other gifts among my coworkers? Keep everything for myself? Or is there another way to handle this situation?
— Polly, Senior Conference Manager
Make the present better for one and all
Readers of eConnections digest suggest you:
Share the wealth with coworkers.
Re-gift with gusto.
Pay it forward.
Share the wealth with coworkers
Getting gifts is always fun, and knowing someone thought of you during the holiday season makes anyone feel good. But showing off your “prezzies” to your coworkers can cause hurt feelings — unless you invite them to share in your largesse.
An account manager describes how she handles gifts tactfully.
“If I receive a gift basket, I normally share it with my coworkers. But I don’t make it a habit to let my coworkers know if I receive a vendor gift that I can’t share. That way, no one’s unhappy.”
Re-gift with gusto
Receiving vendor gifts is OK, and no one should resent it if you dispose of the bounty properly.
An exhibits manager explains what she’d do in your situation.
“Hospitals and nursing homes can be depressing for anyone stuck there during the holidays. If you receive plants or flowers, take them to one of these facilities and ask the staff to give them to those patients who don’t have any visitors. Ditto on the candy or cookies you receive.
“While you may not want or need these items, they can certainly cheer up some lonely people at a time when most of us are surrounded by loved ones. And invite one of your coworkers to come with you when you drop off these gifts, so everyone will know what you’ve done and they won’t think you selfishly kept everything for yourself.”
Pay it forward
It’s virtually impossible to send flowers or a gift basket for less than 50 bucks these days. So, instead of allowing vendors to spend so much for so little, why not suggest they spend their money another, better way?
A trade show coordinator explains how to do this.
“We all know the economy sucks, and lots of people need whatever money they have to take care of their own. That leaves many charities hurting when it comes to helping others.
“If you’ve received gifts from certain vendors in the past, contact them now and let them know that in the true spirit of the season, you’d prefer they make a contribution in your name to a charity of their choice. Or suggest an organization like a local food bank or Toys for Tots. Your vendors and you will feel good about providing some joy to others, and the recipients will have a brighter day during a dark time. That makes this a win-win-win solution.”
Polly, you shouldn’t feel guilty about receiving presents from your vendors. But, when it comes right down to it, do these gifts mean that much to you? Share what you can with your coworkers, give these tokens of appreciation to those who may be forgotten during the holidays or seek contributions to worthy causes instead. After all, this is the season for sharing — gifts and joy!

September 30th, 2010

Dilemma:
How do I handle my co-worker’s ‘off-the-hook’ behavior?

At my company, we have cubicle configurations. When I’m on my phone, I hold the receiver to my ear and speak quietly. But the guy behind me insists on using the speaker phone option. I hear all his conversations — and I get both sides of every story. Conference calls are even worse — when I have to hear three, four or five participants. His inconsiderate behavior’s affecting my job performance. Should I ask him to pick up his phone, talk to my boss about it or just strangle this jerk with his own phone cord (kidding)?
— Frieda, Event Coordinator
Cut the cord on loud phone calls
Frieda, many people lack phone manners. In restaurants, they talk way louder than necessary on their cell phones. They don’t turn off the ring tone on their phones in a theater and carry on conversations with no regard for others who plunked down 10 bucks to see the movie. Unfortunately, you can’t do much about these boors.
But your co-worker is another matter. He owes everyone in your office some common courtesy. Consequently, you owe it to yourself — and your other co-workers — to do something about this situation.
Our readers suggest you:
Talk to your co-worker.
Go to your boss.
Give the loud talker an instant replay.
Talk to your co-worker
Since this situation is between the two of you, a one-on-one conversation with your co-worker seems like a logical solution.
A trade relations marketing manager offers advice for how to broach the matter.
“Is this person your peer? If he isn’t at a ‘higher level’ than you, ask him to pick up his phone. Kindly explain it’s very hard to concentrate when you hear these conversations throughout the day, and ask him to please limit his speaker phone use while you’re in the office. You might also want to find out if he has the option of using a conference room for these calls. If so, suggest he use it. As long as you’re pleasant, he shouldn’t mind your request, especially once he becomes aware the calls are disruptive to your work. Good luck!”
Go to your boss
On the other hand, if this person’s phone calls bother you that much, he’s probably irritating a lot of other cubicle-dwellers. That makes this an “office issue,” so it may be time to get the boss involved.
Terri Prince, senior exhibits planner at KCI, believes this is the way to go.
“If you think his behavior is affecting your job performance, absolutely share it with your boss. However, you might want to have some suggestions for solving the dilemma when you do. One idea would be to provide your co-worker with a headset so he can have his conversations without disrupting the entire office. I’m sure others are also bothered.”
Give the loud talker an instant replay
Your co-worker may be totally unaware his conference calls are a problem. Or perhaps he doesn’t care. Either way, it may be time to give him a “front-row seat” to what’s going on.
An anonymous reader tells you how to proceed.
“I had this problem years ago in a very high-end design firm in D.C. This is what you do: The next time loudmouth gets on a conference call, record his conversation from your vantage point and then, without too much fanfare, play it back for him. Let him HEAR what you HEARD. When, or if, that doesn’t drive home the issue, install a microphone and loudspeaker and let everyone else suffer as you have — broadcast it live! Trust me, he’ll learn to be quieter on the phone.”
Frieda, cubicle life provides little privacy and requires extra effort to make it as tolerable as possible for everyone in the office. Speak to your co-worker or boss about the problem conference calls — or let your co-worker listen to what you hear. It is to be hoped that he’ll turn down the volume so you can get your work done.

September 04th, 2010

Dilemma:
How do I get my boss’s feet into my size 6 shoes?

My boss balks every time I ask for more than one person to go with me to a show. I don’t think he’s being mean; he just doesn’t understand how much work has to be done there. How can I convince him to come along and “talk a walk in my shoes”? Have any of your readers tried this tack? If so, I’d love to hear about how they did it — and their results. Thanks.
— Regina, Exhibits Manager

Let him find out how hard it is to fill your shoes
Regina, unless your boss has a background in the event or exhibit industry, all he knows is how good your booth looks and how successful your participation in a show has been. How it all comes together is a mystery to him. So, it’s time to open his eyes to the realities of what you do. But how?
Some experts from MC² provide their sage advice:
Find a good reason for him to attend an event.
Show — and tell — him about your responsibilities.
Find a good reason for him to attend an event
Undoubtedly, your boss is busy doing his own job and may not feel as if he can take time away from the office “just to go to an event.” It’s up to you to give him a compelling reason to hit the road.
Caroline Meyers, corporate communications director at MC², provides some possible options.
“Set up appointments for your boss with clients, media, show organizers or the like to get him to the show. Then, expose him to the inner workings of exhibit management on the show floor.”
Rebecca Thompson, an account executive with MC² Southwest, explains how she persuaded her boss to go to an event — and how it worked out for her.
“Convincing the boss to spend more money than he feels is necessary is always a challenge. Several years back, I went solo to a new event to manage a small booth and hardly had enough time to sleep. The next year, I convinced my boss to come along so he could connect with all the C-level types. I had great success by revealing all the other activities that go on at the show outside the booth and assigning him more than a few of them. From then on, he sent at least three or four people to each show, and our ROI increased greatly.
“After all, trade shows give you the opportunity to do some competitive analysis and network at the social events, in addition to working in your booth. Send only two people, and you run the risk of leaving an interested visitor unattended at the booth, plus another one who might have been interested standing with your competition at the reception. Good luck!”
Show — and tell — him about your responsibilities
Of course, you may not be able to convince your boss to come to an event with you on the first try. Does that mean you have to just sit back and wait until he relents? Not at all.
Denise Lindroth, national account executive for MC², describes what another event professional did until her boss finally saw the show floor.
“I have a client who creates a ‘show summary’ document she reviews with her supervisor outlining what will take place at a show: everything from install and dismantle info to what time product is to be placed, the team members who will be there, etc. This has always allowed her to convey to her boss, or at least try to, the amount of work and logistics that go into each show, since her boss doesn’t typically attend these events.
“However, on a recent occasion, her boss finally decided to attend an upcoming show since their company was also hosting the opening session with a premier keynote speaker. Stopping by the booth on the way to the main ballroom, where the crew was preparing for the opening session, the boss was amazed at what was transpiring within the company booth space. It was product day, and the seemingly endless stacks of boxes on skids, containing product and giveaways, were everywhere. The boss was amazed at how much goes into getting the booth ‘merchandised’ and show ready. Since the booth was always ready on show day, her boss had never really understood why an additional person was needed. Now, the boss did, and the company has since added a coordinator.”
Regina, you can’t expect your boss to understand all you do at an event — and why you may need help — unless you do something to open his eyes. Come up with a good reason for him to come to a show, and then make sure he sees all the work it takes to pull together a booth and gather those all-important leads. And until the day that happens, give him precise accounts of all the details involved in participating in an event. Don’t worry about getting his feet into your size 6s; show him your shoes are hard to fill.

August 07th, 2010

Dilemma:
Too much casual, too little business

I spend a lot of time on the road at trade shows, and in the trade show world, proper attire is part of the brand experience. So, I was shocked at the less than casual attire in my office this summer. If some of our customers stopped by our headquarters, what would they think to see my coworkers wearing flip-flops, tank tops and shorts? Should I take my concerns to upper management or HR, or just keep my big mouth shut?
— Trudy, Event Manager, Tradeshows
It’s time to put the ‘business’ back in business casual
Business casual is in itself an oxymoron. Business dress is business-like. Casual attire is, well, casual. And how to mix the two confuses many people. Because of that, someone needs to take steps, so your office doesn’t start to look like a tailgating party at a Jimmy Buffett concert.
With this in mind, our readers suggest you:
Let HR/management deal with it.
Set a good example.
Let HR/management deal with it
Your company isn’t the only one with the problem of how much dress policies can be relaxed during the summer months. At one company, HR is already working to resolve the matter.
Gail Amor, sales & marketing coordinator, describes what’s going on at North American Signs.
“We have the same problem. Our policy for business casual states clearly no tank tops, flip flops, etc. However, so far, upper management hasn’t stepped up and held those accountable to enforce the policy.
“I agree it’s a very uncomfortable situation when a visitor/client comes into the building. Right now, we’re working with HR to try to put into place a dress code policy that’s more attuned to business casual as opposed to summer beach casual.”
A marketing VP explains why going to upper management or HR is essential.
“Business is business, and unless your business entails selling T-shirts and surf boards, your office folks should dress to represent the business you’re pursuing. Overly casual attire indicates they don’t take the business as seriously as they do their own comfort.”
Set a good example
While taking your concerns to the folks who set policy is a good idea, some readers believe you should go a step further.
A marketing support specialist talks about enforcing standards and what you can do to encourage everyone’s compliance.
“Competition is tough, and your company’s image is at stake. As much as Zappo’s environment might be attractive, it is a rarity. My employer instituted specific guidelines for proper office attire a few years ago — and publishes reminders every summer.
“We’re business casual in the office; however, shirts must have collars (golf/knit shirts are OK). Shoes have to be supportive (no flip-flops), no shorts and no shirts with offensive/negative messages on them. If someone has visitors scheduled, the host is expected to dress professionally.
“Definitely take your concerns to HR/upper management. If nothing else, set the example, and don’t listen to your peers’ possible negative remarks. You can still have a casual environment while wearing business casual attire.”
Jean Krauth, exhibit coordinator for Thales Components Corporation, advises you to remember actions speak louder than words.
“As much as I agree that summer office attire has become way too casual, you shouldn’t be the one to complain. Management and/or HR should issue the dress code, but you should set a good example by dressing appropriately yourself.”
Trudy, your office isn’t hermetically sealed in a plastic bubble, so clients — as well as potential clients — are bound to stop by unannounced from time to time. While relaxed is OK, attire that’s too casual reflects a lack of professionalism that could hurt your company’s reputation and business. Speak to upper management or HR about your concerns, maintain your own standards and, just remember, autumn is less than two months away!

July 06th, 2010

Dilemma:
Anyone know how to speak ‘ad-ese’?

Our advertising agency is very creative, but its staff members don’t seem to understand face-to-face engagement, and their graphic designs work well in print but not as exhibit graphics. I’ve tried to explain where they’re falling short, but they don’t get it. Has anyone else had this experience? If so, what did you do about it? How can we get the best out of this ad agency?
— Penny, Exhibits Manager
Suggestions to put your mind at ease
Penny, your problem is not a rare one. Conveying a concept — particularly one you’ve fully visualized — can be difficult to do. Look at it this way: If someone says “white flower” to you, you might envision a bright-white flower while someone else “sees” more of a vanilla shade. It’s just that your perspectives are different.
So, if getting something as simple as a color right can be problematic, how can you get more complex graphic ideas across to the ad folks? Our readers suggest you:
Prepare before you meet.
Keep your message simple.
Recognize that some designers have limitations.
Prepare before you meet
You indicate you’ve given your agency people clear instructions. So, how can you prevent an obvious communication breakdown?
An anonymous reader believes you need to prepare before you meet with the agency creative staff.
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“Are there items you can point to that capture your expectations in both areas [face-to-face engagement and graphic design]? For instance, on the face-to-face issue, set a goal, quantify it and spend some time working on the qualitative aspects as well.”
Keep your message simple
Could it be that you’re making each job more complicated than it needs to be? If so, the ad people aren’t the only ones who might miss what you’re saying; your target audience might too.
A senior designer extols the virtues of simplicity.
“Your copy message needs to be simple and clean. The goal is to capture the eye and get the message across within seconds. With all the commotion on the show floor, seconds are all we have to clearly communicate any information.
“Copy-intense graphics are unsuccessful and a waste of precious graphic space. But clean graphics that raise a question in the mind of the observer can help create a face-to-face engagement on the show floor. Graphics are a tool, and when used successfully, they can invite, engage and be a crucial element in the sales process.”
Recognize that some designers have limitations
On the other hand, maybe you’re doing everything right; it’s the agency staff members who have the problem.
James McKean explores this possibility.
“Graphic artists typically see an image on a computer screen, and while yes, they can model it in 3-D, it’s still on a screen. Based on my experience in the sign industry, I’ve found some people have difficulty changing perspectives between 2-D and 3-D.
“From a sign maker or stage perspective, the design must function in the round much the way a sculptor views a piece of art from all angles. When someone walks into an exhibit booth, the entire ‘set’ is a stage.”
(Editor’s note: If your designer doesn’t have the skills to go from two dimensions to three, you should probably jump ship, if possible.)
Penny, try to be as precise as possible when you speak to the ad folks, and keep your graphics simple — for easier execution and better results. Then, if your ad people still can’t fulfill your requirements, consider going elsewhere. Or perhaps there’s another alternative.
As Caroline Meyers writes:
“In outdoor advertising, agency graphics departments have nifty software apps to visualize how the billboard looks out on the road. Clear Channel has an app called MOVI Presenter, where you load in your artwork and take a look at the billboard in a street setting from 100 to 600 feet away. Does anyone know of an app like this for exhibit graphics?”

June 03rd, 2010

Dilemma:
How do you measure success?

I’ve heard a lot about measurement in the media and at conferences, and I’d like to start my own performance measurement program based on real stats. But I don’t know where to begin. We go to five big shows a year, each with a different division of our company, so it’s hard to make adjustments. Is anyone getting value and results from measuring trade show performance? What do you measure, and how do you employ the data? I’d really like to know.
— Althea, Conventions Manager
Create the proper “yardstick,” and half the job’s done
ROI. ROI. ROI. It’s become mantra in the events and exhibits industry, as management that demands organizers and exhibitors justify every expense. The pressure is on, but what data should you gather to explain your expenses and show that you’re making a real contribution to your company’s bottom line?
Your peers suggest that you:
Use basic measurements.
Establish a system.
Organize data upper management can appreciate.
Use basic measurements
If you’re not sure where to start when it comes to measuring ROI, begin with a relatively simple process that will provide the basic information you need.
A trade show coordinator provides pointers on how to do this.
“Track all show-associated costs and document cost per lead at the close of the show. At an appropriate point in the sales cycle (six to 18 months later), put together a report tracking the status of all of the leads generated at each show. That report shows revenue results from participating in events. Each year, that report may change as you touch some leads periodically to stay on their radar.”
Establish a system
A more detailed system generates more detailed information. Although the prospect of setting one up may seem daunting, it’s really not that difficult.
Ed Jones, president of Communication Constellation Corp., lists areas you should concentrate on and explains how to use their data to determine payback.
“Properly planned events produce measurable results. When you plan your activities properly, whether it’s to increase sales; retain current business; promote your company brand, products and messages; or reduce costs, you can achieve positive business results.
“What to measure follows this same logic. Payback is a simple index of success, and it comes from tracking value from four sources:
Revenue (increase in sales).
Customer relationship management (customer and revenue retention).
Cost savings (efficiencies using events as the catalyst).
Promotion or communication value (equivalent value of advertising required to achieve similar promotional impact in the market, or for internal events, the cost of alternative means of communication).
“Put four tabs in a three-ring binder and collect every bit of data regarding value you produce in each of these four areas. Add these values together, and divide the total by your budget for the event to produce a payback ratio such as $2.30/1.
“Finally, consider productivity. For example, determining your number of visitors, engaged visitors and leads — and combining this information with ‘cost per’ indices, such as cost per engaged visitor — provides valuable indicators of the success of your events and your program overall.
“You can find case studies and articles on event measurement in the ‘Solutions’ section of the Constellation Communication Corp. Web site at http://constellationcc.com.”
Organize data upper management can appreciate
Having the right information is only half the challenge; to prove the worth of what you do, you also need to present this information the right way to the higher-ups.
Janet DiFabio Good, CTSM, senior account executive at MC², has a slightly different slant on the four factors to include in your measurement system — as well as advice on how to put your data together.
“First, make sure you define your target audience(s) and determine specific, measurable objectives to gauge your success. Then, measure your success in: new revenue, retention and growth of current revenue, cost savings (achieved by event activities vs. sales contact equivalents) and promotion value (an estimation of gross and targeted impressions). Your payback ratio is your total positive benefit: revenue + retention + cost savings + promotion value divided by expenses for the event. This can help you compare shows (apples to apples) and help you set goals and budgets for future shows.
“Prepare a report on each show and share it with upper management. They love to see payback values!”
Althea, managers everywhere are scrutinizing the bottom line like never before. Prove your return on investment with simple metrics, or if you’re up for it, create a detailed system to demonstrate your ROI. And be sure to share with the higher-ups the results you achieve at each event. Show them what a valuable asset you are and how the company benefits from all your efforts.

May 06th, 2010

Dilemma:
How do you rent a look?

Our exhibit program is all rentals all the time. We’ve minimized shipping and eliminated storage by renting from show management, but our look is different at every event, sometimes significantly. How can we maintain continuity from show to show if we continue this practice? Would renting from an exhibit house for all our shows be a better option?
— Daphne, Conference and Tradeshow Coordinator
The question isn’t how but from whom
Daphne, many companies rent for the same reason you do — cost savings. But sometimes, renting can come at a higher price than you can afford — a loss of your brand.
Still, you can reap the benefits of renting and maintain your look, if you:
Make renting from venues work for you.
Go the do-it-yourself route.
Pick a partner, and stick with it.
Make renting from venues work for you
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Renting from show management can save you money. But how you do avoid the downside of identity loss?
An anonymous reader provides some simple steps for you to follow.
“Ask all the venues for a list of the exhibits they rent in your size category. Try to rent the same or similar one each time you go to that particular venue.
“Make all the artwork for the booth yourself, and have it produced in the sizes that fit the different booths you rent. Never change your logo or the colors in your artwork. This way, it will be obvious to those who attend different shows and see you that it’s the same company, just with a different, yet similar, look.”
Go the do-it-yourself route
You go to different shows, you have different kinds of visitors, and you need different graphics for them. Why not use a kit?
An anonymous reader is a big fan of rental kits, and she explains why.
“Consider renting a ‘kit’ from an exhibit house. A rental kit — made up of standard pieces in standard sizes — enables you to switch out graphics and reconfigure booth properties while maintaining brand identity from show to show.
“If you estimate the time it takes to repeat the rental process for each show you go to, a kit could help you save up to 32 days a year you’d otherwise spend planning your booth (eight hours a show x 32 shows)! The time you save on not having to evaluate rental pieces for each show should justify any shipping costs you might incur.”
Pick a partner, and stick with it
If you don’t want to deal with show management at multiple venues, and simply switching out graphics isn’t enough for you, maybe it’s time to consider a third option — renting from one exhibit house.
Mimi Peckham, senior account executive, MC² Las Vegas, discusses the advantages of having one partner and how to make the most of your relationship.
“Renting most, if not all, properties from one exhibit house saves on storage costs and helps you maintain your brand. You can even add additional custom rental properties, as needed, and keep them in the house’s client rental inventory.
“Some steps you should take to keep a consistent look when working with an exhibit house:
Determine your booth size at each show.
Develop a program that utilizes standardized properties you can rent from an exhibit house, preferably one with several divisions near some of the show venues. This way, you can bank off existing rental properties at each division and possibly save on shipping. Plus, you’ll only have to ship the custom-designed properties from the main exhibit division, where these are kept.
Rent properties from an exhibit house that can transship to other venues on your schedule to help hold down transportation costs.
Design a program that utilizes standard-sized graphics, demo kiosks, reception counters, etc. Keep several sizes in mind when you do this (10×10, 10×20, 20×20, 20×30, etc.).
Rent furniture, carpet and pad from the GC to save on transportation costs. (Renting these items from the GC includes the price of delivery/pickup and installation/dismantle, and you get a new carpet each time, a good idea since it won’t look worn or cut from where electrical wiring is pulled through.)
“Renting from a single exhibit house for all shows is definitely the way to go. Once you’ve designed and developed your program, you should realize significant savings, and the overall look and feel of the exhibit will be consistent.”
Daphne, as you can see, renting doesn’t have to hurt your brand. Whether you use customized artwork with venue rentals, get a rental kit to adapt your booth to different venues or count on one exhibit house, you can make renting work for you.

April 13th, 2010

Dilemma:
Do “friends” pay off in business?

I think adding social media to our preshow promotions is a great idea, but I need to convince upper management that it’s something we should do. Seeing is believing, so I was wondering: Has anyone had success using Facebook, Twitter or another social media site to promote shows?
– Phyllis, Marketing Coordinator
It all depends on how “social” you are
Phyllis, social media is fraught with possibilities for the exhibits and events industry. But the trick lies in finding the right vehicle for each purpose and using it the right way.
So, before you leap into this new realm, our readers have some advice for you:
Make sure your audience gets your message.
Don’t use social media as a stand-alone.
Be careful of what you say.
Make sure your audience gets your message
With e-mail, you know exactly how to deliver a message to your intended recipients. But with social media, the message is on Internet waiting for someone to find it, and in some cases, the road to it may be blocked.
Jan, a marketing manager, explains why you need to do some “discovery” before venturing into social media.
“In a B-to-B environment, companies’ IT policies may limit the reach of your social media. For instance, a recent informal poll of Exhibitor FastTrak attendees revealed that while many people have personal Twitter and Facebook accounts, few can access these channels from work.
“Before you invest a lot of time coming up with a program, do an informal poll of your own to see how much of your target group you can reach through social media.”
Don’t use social media as a stand-alone
Social media can give you a remarkably inexpensive way to reach large numbers of potential attendees. But don’t let the lure of cost-savings derail your communications program.
L.C., an exhibits specialist, reminds you that social media should be only one piece of the pie.
“To use social media successfully, you need fans, networks and followers, or a tie into a common group (say around a particular show). Plus, whether you use pre-, at- or postshow messaging, it has to be part of an ongoing communications program.”
Be careful of what you say
The effectiveness of social media depends greatly on how you use it. For instance, as an anonymous reader explains, not every site will be right for you, especially if you’re using social media for promotions.
“According to Marketing Profs’ new series on digital marketing, much of the Facebook activity is in the B-to-C realm. So, this may not be the channel for you.
“Twitter may be a possibility for some communication, but not for self-promotion. Why? This activity ignores the ground-roots ‘thirds’ rule for tweets: one-third about your company, one-third passing along information from others (retweeting) and one-third sharing content you’ve found that you think is valuable to your Twitter followers.”
Michaela B., a programs manager, provides important reminders about using social media for business reasons.
“Be careful to differentiate your personal posts from those you make on behalf of your company. Also, if you’re the company’s online ‘voice,’ be discreet in all your posts. It doesn’t take long for someone to connect personal posts with business ones.”
Phyllis, social media presents a brave new world of communications. But before you venture into it, do some exploring to make sure it’s the right fit for your clients and your purposes. Don’t throw out your entire communications program just yet. And, as always, think before you speak.

March 27th, 2010

Delimma:
On the Road Again … and Again … and Again

My company “downsized” for a second time a couple of months ago, and since then, management expects me to cover for the laid-off employees, meeting with potential customers at their offices and tradeshows (where we don’t have booths). Being out so much is making it hard for me to get my work done. Any ideas on how I can decrease the travel — and/or keep my own assignments on track?
– Rhonda, Exhibits Manager
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Try some alternate travel ‘routes’
Rhonda, even though layoffs have slowed down nationwide, most companies haven’t begun to rehire staff. Consequently, downsizing “survivors” are still being asked to take on extra duties and sometimes, as in your case, increased travel is part of the deal.
Thankfully, there are ways you can cut down on your time away from the office — and make your travel more productive. Our readers suggest you:
Meet in the virtual world as much as possible
Travel more efficiently
Let someone else hit the road
Meet in the virtual world as much as possible
In this day and age, going to a client’s site for a simple meeting or to make a presentation can be a waste of time and money. Why travel when you can have a virtual meeting instead?
M.S., a tradeshow consultant writes about a low-cost option.
“I don’t know why you need to travel so much. Why not use a site like GoToMeeting? With this, you can make a presentation and review materials with your clients. You — and your clients — can even edit items and see the edits as they’re made. There’s a fee to use this site, and similar sites, I imagine. But the cost is much less than the price of a plane ticket, and all you need to hold a meeting is a phone line and computers with Internet access.”
If you want to go beyond just sharing paperwork, bringing life to a virtual meeting is easy to do.
A conference manager provides a resource to get you started.
“Virtual meetings save both time and travel expenses. And they can be much more than a shared computer screen and a static slide show. Take a look at video conferencing. Polycom is a good example.”
Travel more efficiently
Despite available technologies, sometimes a face-to-face meeting is absolutely necessary. When this is the case, make the most of your travel time.
Mike, an events manager, suggests a “spatial” approach.
“Take a look at your meeting locations. Can you see several customers in the same vicinity on one trip? How about reviewing where the customers are in the sales cycle? Do they require an in-person visit or will an online meeting suffice?”
An associate marketing manager says it’s not only how long your trip is but how well you use your travel time that counts.
“If you can’t limit how much you have to travel, make your travel time more productive. For instance, instead of going on the road a day here and a day there, which can disrupt your schedule, why not visit clients in blocks of time, maybe three days in a row? Also, if you’re flying or going by train, take your work with you. You can get a lot done — and tune out that crying baby who seems to be on every flight!”
To paraphrase an old expression: “If you can’t go to the customers, let the customers come to you.” How? By using tradeshows as a meeting platform.
R.C., an events coordinator, offers a rationale for this.
“A littered travel schedule is not only exhausting, the continuity of communication with customers is disruptive. How about inviting your customers to join you at a tradeshow? The time away from the office in a charged communication environment can be good for all concerned.”
A public affairs specialist believes updating your “away office” is the way to go.
“If you can’t possibly simplify your travel schedule, ramp up your ‘on the road’ office with a smart phone or a powerful (but small) Wi-Fi-equipped laptop. You can get apps to locate access throughout your travel area with Makayama’s Pocket WiFi Radar.
“Also, consider getting a USB drive with software that syncs your office and road PCs or remote control software that lets you view your desktop over the Internet from another PC. GoToMyPC.com is a good place to start.”
Let someone else hit the road
Although your boss has tapped you as the designated traveler, is it really imperative that you’re the one who meets with clients? Maybe not.
A marketing communications manager thinks there’s an upside to delegating this task.
“Do you have any staff? If so, why not ask if one of your subordinates could handle some of the travel for you? But don’t throw this poor soul ‘under the bus.’ Prepare him or her as much as you can, and make sure you’re available in case there’s an emergency.
“You probably see this extra travel as little more than a drain of your time. But a newbie may really enjoy getting out of the office to see a new city and interact with clients. And it could be a good thing for him or her to add to a resume.”
Rhonda, when your boss tells you to meet with clients, you can’t just politely say, “No, thank you.” But you can take some of the pain out of this new responsibility. Trade in face-to-face meetings for virtual get-togethers, make your time out of the office more productive and, if possible, hand off the travel to someone else, or share it. And look on the bright side: Your boss trusts you to meet with clients, and that says a lot about his or her respect for you!

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Should presents be a thing of the past?

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Dilemma:
Too much casual, too little business

Dilemma:
Anyone know how to speak ‘ad-ese’?

Dilemma:
How do you measure success?

Dilemma:
How do you rent a look?

Delimma:
On the Road Again … and Again … and Again

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