| There's no job description that says "Stand in the | | | | 2. ANONYMOUSLY CRITIQUE EACH OTHER ... |
| booth and hand out brochures", so it's important | | | | >From the visit to the practice show - did your |
| that for each show each staff member receives | | | | staff person come back with information that |
| training. Just because you can sell well doesn't | | | | was needed? There are only two reasons people |
| mean you can sell well in this unique marketing | | | | go to shows - to find information and to make |
| environment. | | | | decisions. Most go to gather information, but a |
| How? Get everybody in a room and lecture to | | | | stack of brochures or business cards is not |
| them. Wrong! Whether using a professional trainer | | | | information. |
| or doing it yourself, here are FIVE TIPS to | | | | 3. SUCCESS AND ROCKS ROLL FROM THE TOP |
| develop better booth staff: | | | | ... |
| There's no job description that says "Stand in the | | | | CEOs attend a show to meet clients and support |
| booth and hand out brochures", so it's important | | | | their sales staff. Visibility and accessibility of top |
| that for each show each staff member receives | | | | management at a show provides credibility and |
| training. Just because you can sell well doesn't | | | | modeling for the on-floor staff. If managers don't |
| mean you can sell well in this unique marketing | | | | want to be involved, it sends a who-cares |
| environment. | | | | message to everyone involved, including |
| How? Get everybody in a room and lecture to | | | | prospects and clients. |
| them. Wrong! Whether using a professional trainer | | | | 4. SELECT STAFF TO MEET EXPECTATIONS OF |
| or doing it yourself, here are FIVE TIPS to | | | | THE FIRM ... |
| develop better booth staff: | | | | If the goal is to find 25 qualified leads and close |
| 1. VISIT SHOWS ... | | | | two deals, then send the folks who can do that. |
| You want to find a Practice Show. Don't have a | | | | Match the corporate expectations with the reality |
| trade show? Sure you do - shows are | | | | of the show attendance. Many firms send people |
| everywhere. Try a local home-and-garden show, | | | | who are logistically closest to the show, know the |
| car show, boat show or call the CVB and ask if | | | | most about the product or are most expendable |
| there's a show you can visit. Go as a group or | | | | - they are the newest or oldest. The staff must |
| individually but have a check list. Watch behavior. | | | | be fully fluent in the firm - know who knows |
| Look for the signs of why, and why not, you | | | | what, how things get done plus be personable. |
| would talk with any particular person in the booth. | | | | 5. MATCH INDIVIDUAL EXPECTATIONS WITH |
| Ignore the display. Be conscious of clothes, | | | | CORPORATE EXPECTATIONS ... |
| mannerisms, odors, demonstration, presentation | | | | Every person who stands in the booth expects to |
| and grammar. Did you get a business card? Was | | | | make a sale, meet a prospect, get a bonus, |
| the person selling you or listening to you? | | | | waste time or find a new job. |
| Compare notes on a Wednesday. | | | | |