Download Marketing Strategies of Trade Show Companies

Marketing Strategies of Trade Show Companies
Prof. Dr. Manfred Kirchgeorg
HHL – Leipzig Graduate School of Management
International Summer University
University of Cologne
August 21st 2006
© Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management
Experience
© Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management
First Question
Do we really need
a
Marketing Strategy?
© Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management
Sucess Factors of Companies
Importance of Success Factors by various “Strategy Experts”
Strategy
Systems
People
Passion
Porter
50%
20
20
10
Drucker
30%
35
20
15
Bennis
25%
20
30
25
Peters
15%
20
35
30
Source: Estimates by Tom Peters
© Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management
Experience
Trade Show Managers often
fall in love
with their infrastructure and not with their customers!
Customers are recognized as existing, as having to be
taken care of.
„Is your corporate culture really customer oriented?“
© Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management
Key Learning
KL-1
Yes, we need a Marketing Strategy!
A Marketing Strategy is a game
plan for achieving market oriented
Goals.
Awareness -> Customer Acquisition -> Customer Satisfaction ->
Market Share -> Revenue -> Profit -> ROI
© Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management
Agenda
1. What is Marketing about?
2. Marketing Management Process
3. Situation and Market Analysis – Survey 2006/2007
4. Formulation of Marketing Goals
5. Defining of Marketing Strategies for Trade Show Companies
6. Final Remarks
© Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management
Marketing Management: Definition
AMA Marketing Definition:
1
2
„Marketing is an organizational function and a set of processes for creating,
3
communicating, and delivering value to customers and for
4
managing customer relationships in ways that benefit
5
the organization and its stakeholders.“
© Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management
Marketing Management: Definition
„Marketing is an organizational function and a set of processes …”
Marketing
as a dual management
concept
Trade Show Company
Facility
Management
New Product
Development
Project
Management
Marketing
as a function
1
Complaint
Management
etc.
2 Marketing (cross-functional philosophy)
© Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management
Customers
Exhibitors
Visitors
Marketing Management: Concepts
A core set of concepts creates a foundation for Marketing
Management:
Customer Needs and Wants
Customer Value and Customer Satisfaction
Customer Relationship Management (CRM)
Target Markets, Market Segmentation, Positioning
Competitive Advantage => Perceived Customer Value
Customer-oriented Corporate Culture
© Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management
Opening Question
KL-2
Marketing is not Promotion!
Marketing is meeting needs profitably!
Marketing is a function and a set of
processes to create customer value
and competitive advantages.
© Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management
Agenda
1. What is Marketing about?
2. Marketing Management Process
3. Situation and Market Analysis – Survey 2006/2007
4. Formulation of Marketing Goals
5. Defining of Marketing Strategies for Trade Show Companies
6. Final Remarks
© Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management
Marketing Management
A systematic approach to Marketing Management
Situation Analysis
(Macro Environment & Markets)
Marketing Goals
Marketing Strategy
Trade Show Marketing Mix
Product
Process
People
Phys. Facilities
Marketing Controlling
© Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management
Price
Promotion
Marketing Management
A systematic approach to Marketing Management
Situation Analysis
(Makro Environment & Markets)
Marketing Goals
I. Corporate Level
Marketing Strategy
Trade Show Marketing Mix
Product
Process
People
Phys. Facilities
Marketing Controlling
© Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management
II. Product/Show Level
Price
Promotion
Key Learning
KL-3
Marketing needs a Management
Process!
We can differentiate between
Marketing Strategies at the
Corporate and Product Level.
© Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management
Agenda
1. What is Marketing about?
2. Marketing Management Process
3. Situation and Market Analysis – Survey 2006/2007
4. Formulation of Marketing Goals
5. Defining of Marketing Strategies for Trade Show Companies
6. Final Remarks
© Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management
Situation Analysis: Trade Show Market
Trade Show
Company B
National
Market
Exhibitors
Trade Show
Company A
Visitors
Trade Show
Company B
© Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management
International
Market
Situation Analysis: Trade Show Market
Trade Show
Company B
National
Market
Exhibitors
Trade Show
Company A
Visitors
Trade Show
Company B
© Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management
International
Market
Situation Analysis: Trade Show Market
Trade Show
Company B
National
Market
Exhibitors
Trade Show
Company A
Visitors
Trade Show
Company B
© Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management
International
Market
Situation Analysis: Trade Show Market
Trade Show
Company B
National
Market
Exhibitors
Trade Show
Company A
Visitors
Trade Show
Company B
© Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management
International
Market
Situation Analysis: Trade Show Market
Trade Show
Company B
National
Market
Exhibitors
Trade Show
Company A
Visitors
Trade Show
Company B
© Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management
International
Market
Situation Analysis: Trade Show Market
Substitutes for Trade Shows?
B-B and B-C
off site
on site
Trade Shows
Road Shows
Store promotions
Customer Clubs
Special Events
Show Rooms
Home Fairs
Brand Lands
Multisensorik
© Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management
Survey: LiveTrends 2006
Budget: Communication Mix
(all Industries)
Budget*
2005
2008
1. Classical Advertising
28.2%
29.5%
2. Trade Shows
15.5%
13.5%
3. Promotions
14.0%
13.2%
4. Events
10.5%
13.3%
5. Public Relations
10.1%
11.8%
6. Direct Mailing
9.1%
13.1%
7. Internet
7.5%
13.9%
8. Sponsoring
5.1%
6.6%
* % of the total Communication Budget
© Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management
Sample: German Corporation n=390
Survey: LiveTrends 2006
Budget: Communication Mix
(Automotive Industry B-C)
Budget*
2005
2008
1. Classical Advertising
38.9%
49,4%
2. Trade Shows
17.1%
13,3%
3. Events
12.1%
21,0%
4. Public Relations
8.0%
12,5%
5. Direct Mailing
7.7%
6,2%
6. Promotions
6.4%
7,8%
7. Internet
5.9%
7,2%
8. Sponsoring
3.9%
3,2%
* % of the total Communication Budget
© Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management
Survey: LiveTrends 2006
Budget: Communication Mix
(Supplier B-B)
Budget*
2005
2008
1. Classical Advertising
21.9%
19.9%
2. Trade Shows
19.1%
25.0%
3. Events
16.7%
34.5%
4. Promotions
11.3%
7,2%
5. Public Relations
10.0%
10.6%
6. Internet
9.5%
11.0%
7. Direct Mail
5,8%
7.8%
8. Sponsoring
5.8%
2.4%
* % of the total Communication Budget
© Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management
Situation Analysis: B-B Trade Shows
Example: Exhibition Hall
Segments of Exhibitors:
Exhibitors with commodities “Waste of Money”
Internet/E-Commerce
Exhibitors with innovative (mass) parts/modules
which are of general interest for all OEM
Trade Shows
Exhibitors with innovative parts/modules which
lead to competitive advantage of the OEM
Corporate Trade Shows
© Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management
(initiated and organized by OEM)
Survey: LiveTrends 2006
Advantage of Live Communication compared
to Classical Advertising
Superiority
Advertising
1.
Increasing customer loyalty
2.
Differentiation from competition
3.
Demonstration of brand qualities
4.
Building brand trust
5.
Experience brand world
6.
Increasing brand awareness
7.
Direct increase in sales
8.
Brand re-positioning
Live Com
28,8%
36,1%
71,2%
63,9%
73,0%
27,0%
40,2%
59,8%
22,0%
62,4%
50,7%
64,1%
78,0%
37,6%
49,3%
35,9%
nmax = 387
© Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management
Survey: LiveTrends 2006
Saturated Markets
„If you look at all of the customers of your company in 2004, how is your customer basis
divided among these three groups: first time customers, regular customers and lost
customers?“
74,2%
18,0%
7,8%
First Erstkunden
time customers
Regular
customers
Stammkunden
Lost customers
abgewanderte
Kunden
2005 nmax= 238
© Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management
Survey: LiveTrends 2006
High Tech & High Touch
© Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management
Survey: LiveTrends 2006
Open Question: Alternatives to Exhibition
Participations ?
34,4%
Own/House exhibitions
Events
Direct customer events
Road shows
© Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management
28,1%
27,1%
25,0%
Key Learning
KL-4
The customer could also be a
competitor!
Value Argumentation of Trade Shows
compared to other Live Communcation
instruments is necessary.
© Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management
Survey: LiveTrends 2006
Importance of Communication Success
Communication Success
Effectiveness
Efficiency
Return on Objectives
Return on Investment
Degree of achieving
objectives
© Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management
+
Cost-BenefitRelationship
Survey: LiveTrends 2006
Effectiveness / Efficiency Matrix
High
1,5
?
2,0
2,5
Effectiveness
(RoO)
3,0
?
3,5
4,0
4,5
4,5
4,0
Low
3,5
3,0
2,5
Efficiency
(RoI)
2,0
1,5
High
1 = very good, 6 = poor
© Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management
Survey: LiveTrends 2006
Effectiveness / Efficiency Matrix
1,5
High
?
2,0
2,5
Effectiveness
(RoO)
Public
Relations
Events
Classical advertising
Promotion
New Media
Exhibitions
Direct mailing
3,0
3,5
?
Sponsoring
4,0
4,5
4,5
4,0
Low
3,5
3,0
2,5
Efficiency
(RoI)
2,0
1,5
High
1 = very good, 6 = poor
© Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management
Survey: LiveTrends 2006
Lack of Differentiation
Exhibitions
Events
65%
62%
In reality, the majority of exhibition participations
and event presentations are more or less interchangeable.
nmax = 387
© Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management
Key Learning
KL-5
Effectiveness and Efficiency of Trade Shows
as Marketing Instruments for Exhibitors are
under discussion.
Trade Show Marketing has to support
Customers (Exhibitors & Visitors) to increase
Effectiveness and Efficiency of Trade Show
Participation.
© Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management
Situation Analysis: International Markets
Trade Show
Company B
National
Market
Exhibitors
Trade Show
Company A
Visitors
Trade Show
Company B
© Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management
International
Markets
Survey: LiveTrends 2007
» In which countries do you expect a strong growth in trade show participation until 2010«
Eastern Europe
(54,3%*)
Middle
East
Russian
Federation
60%
(40,3%)
(21,1%)
40%
20%
South America
China
(14,1%)
(55,6%)
North America
Industry
(24,6%)
Finance
Supplier
Automotive
* Average of all companies
© Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management
Southeast Asia
(37,6%)
India
(32,3%)
nges= 303
Key Learning
KL-6
Growing emerging Markets will be a strong
driver for Trade Show Participation within
these Markets.
Growing exports from emerging Markets will
stimulate Trade Show Participation in other
Countries (Europe etc).
© Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management
Marketing Management
A systematic approach to Marketing Management
Situation Analysis
(Macro Environment & Markets)
Marketing Goals
Marketing Strategy
Trade Show Marketing Mix
Product
Process
People
Phys. Facilities
Marketing Controlling
© Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management
II. Product/Show Level
Price
Promotion
Situation Analysis: Portfolio Analysis
Portfolio Analysis can be used as an integrated
analysis tool for defining:
I. Corporate (Portfolio) Strategy
and
II. Product/Trade Show Strategy
© Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management
Situation Analysis: Portfolio Analysis
Traditional Portfolio Analysis
Market
Attractiveness
Question marks*
High
Stars*
Examine /
invest
Average
Invest
Cash flow generation
Examine /
(possibly) divest
Low
Sustain/Cash out
Dogs*
Low
Same
position as
main competitor
Cash Cow* Competitive
Strength
High
* Classical designation of portfolio positions
© Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management
Situation Analysis: Portfolio Analysis
Market attractiveness
• Potential exhibitor industry
(external/internal address-matching)
• Growth in exhibitors‘ industry/visitors
(investment activity)
• Innovative nature of event
• Barriers to entry for other shows
• Exhibitors‘/visitors price limits
• Dependency on economic cycle
• Dependency on legislation
• others.
Detailed
Analysis
Detailed business
analysis
Market
attractiveness
Detailed
analysis
Target
Event type A
Competitive strength
Threats
Detailed
Analysis
Competitive position
Strengths
Weaknesses
Target
positioning
Event results (relative to rival events)
• Relative share of visitors/exhibitors
(in clearly delimited regional, national or
international market)
• „A“ exhibitor
• Satisfaction ratings (visitors/exhibitors)
(market research)
Delivery potential
• Facilities, grounds, fittings, space
• Infrastructure/service etc.
• Relationships with influential backers
© Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management
• Sensitivity (volatility) of individual
cost factors
• Alternative outsourcing options
for some services/cost effects
Actual
Opportunities
• Composition of contribution
margins
Trade show process
• Period/trade show execution
• Unique events/sideline programs
Situation Analysis: Portfolio Analysis
Criteria
Economic
performance
- Contribution margin I
- Contribution margin II / ROI
- Turnover
- Relative share of visitors
Competitive
strength
Market
attractiveness
-
Relative share of exhibitors
Relative share of “A” visitors
Relative share of “A” exhibitors
Ranking of Associations
Proportion of sold net space
Relative competence
Relative cost position
- Growth in exhibitors
- Growth in visitors
- Barriers to entry
© Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management
Reasons
Performance
measurement
Evaluation
of position in
comparison
with main
competitor
Estimation of
future market
development
Situation Analysis: Portfolio Analysis
Secondary Data Analysis
Economic
performance
Mapped straight onto
Cost accounting data
Portfolio matrices
(size of circles, use of color)
Analysis of visitor and
exhibitor surveys
Competitive
strength
Market
segmen-
Information about
competitors (calendar of
events, press reports)
Opinions of project teams
Scoring model
to aggregate
information
Creation of metric to gauge
relative competitive strength
tation
Visitor/exhibitor surveys
Market
attractiveness
Industry reports and experts‘
opinions
Opinions of project teams
© Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management
Scoring model
to aggregate
information
Situation Analysis: Portfolio Analysis
Detailed / primary data analysis
Economic
performance
Special calculations
Confirmation
Specific
Competitive
strength
analysis of
Strengths/
weaknesses
analysis
results
and
potential
and
visitors
and
exhibitors
© Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management
of secondary
data
analysis
current
Market
attractiveness
or adaptation
basis for
Opportunities/
threats analysis
target
position
Situation Analysis: Portfolio Analysis
Market attractiveness
High 1
Question mark
Star
Show
L
Show F
SHow M
Show C
GEOInfo
Show B
Show F
3
Show
O
Show
N
Show D
Show E
Show
K
Show
P
Show A
Show K
Show G
Low 6
Cash Cow
Dog
Low
© Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management
1
CompeHigh titive
strength
Situation Analysis: Portfolio Analysis
Actual and target position in portfolio
Market
attractiveness
High
Growth
Exit
Position rough analysis
Position detailed analysis
Target position
Low
Competitive
strength
1
Target positioning
„European premier trade show with competencies in new
application areas of geo-information science.“
• Market Growth:
- Differentiation by offensive orientation
of trade shows on target group-specific
fields of application
• Competitive position:
- Differentiation towards trade shows for
computer science
- Check of International cooperation /
multiplication of locations
• Economic performance: - Invest
© Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management
Strategy approach for Implementation
• Target priority:
- Quick achievement of premier trade
show character
• Market strategy:
- Identifying target group-specific
application areas and implementation on
the market (Germany and growth
markets in Europe)
• Competitive strategy:
- Benchmarking for existing and potential
competitors
- Retention of „A“ exhibitors on a long term
perspective due to top-class advisory
councils and active care of top networks
Risk for the positioning due to significant resource potential of xx
=> In case of offensive competition  exit strategy
Key Learning
KL-7
Market Analysis is the basis for
developing a Marketing Strategy.
Portfolio Analysis can be used as
an integrated tool for developing
Marketing Strategies at both
Corporate and Product Levels.
© Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management
Agenda
1. What is Marketing about?
2. Marketing Management Process
3. Situation and Market Analysis – Survey 2006/2007
4. Formulation of Marketing Goals
5. Defining of Marketing Strategies for Trade Show Companies
6. Final Remarks
© Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management
Marketing Goals
Image
Awareness
Loyalty
Preference
Satisfaction
Psychographic goals
Marketing
activities
Participation
(Reaction)
(Stimuli)
Economic goals
Costs
Contribution
margin
Turnover
Profit
Market Share
ROI
© Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management
Marketing Goals: Exhibitor/Visitor Retention
Customer Retention Tree
Satisfied
Exhibitors
70%
70.0% Retained Exhibitors
Retained 80%
2.4% Retained Exhibitors
Complain
10%
Exhibitor
Base
100%
Dissatisfied
Exhibitors
30%
Lost 20%
Retained 10%
Do Not
Complain
0.6% Lost Exhibitors
2.7% Retained Exhibitors
90%
Lost 90%
New
Exhibitors
24,9%
© Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management
24,3% Lost Exhibitors
24.9% Replacement Exhibitors
75,1 % Exhibitor Retention
Agenda
1. What is Marketing about?
2. Marketing Management Process
3. Situation and Market Analysis – Survey 2006/2007
4. Formulation of Marketing Goals
5. Defining of Marketing Strategies for Trade Show Companies
6. Final Remarks
© Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management
Marketing Strategies: Frameworks
1. Growth Strategies => Ansoff Matrix
2. Competitive Strategies => Porter Model
3. „Blue Ocean“ Strategies => Defining new market standards
4. Service Quality Strategies => GAP Model
5. Brand Strategies => Brand Architecture, Positioning
6. Relationship Strategies => CRM; Customer Integration
7. Stakeholder Strategies => Networks/Cooperation
© Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management
1. Growth Strategy (Ansoff Matrix)
Markets
Current
(Exhibitors/Visitors)
New
(Exhibitors/Visitors)
Market penetration
Market development
Products/
Trade Shows
Current
- Cross Selling
- CRM
Product development
New
- Non Space Services
- New Trade Shows
- Virtual Trade Shows
© Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management
- Inbound-Strategies
- Outbound-Strategies
Diversification
- Publishing Industry
- etc.
1. Growth Strategy
Amount of
Commitment, risk, tasks
investments
tr
S
nd
u
o
b
t
Ou
high
Licensing
low
Inbound
Strategy
low
© Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management
s
e
i
g
e
t
a
Direct
Investment
Joint
Ventures
Branding is a
success factor of
Outbound Strategies
high
Degree of
Internationalization
2. Competitive Strategy
Porter´s Generic Strategies
1
Quality Leadership
2
Cost Leadership
Total
Market
• A-Exhibitors/A-Visitors
• Innovative Trade Shows
3
Focus
• Non Space Services
• Branding
• Relationsship (CRM)
• Trade Show Portfolio
Niche
Market
4
Coopetition
© Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management
Problem:
Only 1/3 of total
trade show
participation costs
are controlled by the
Trade Show
Companies
3. Blue Ocean Strategy
© Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management
3. Blue Ocean Strategy
Competitive Situation in
most of the industries
Strategy Canvas
(diagnostic & strategy framework)
Reduce
Eliminate
Create
Raise
© Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management
4. Service Strategy
Value added Services (Non Space Services) will
become more and more a Competitive Advantage
Value Added Services
before
at
Event Catalogue
Exhibition Space
Location
Usage of Infrastructure
Joint Marketing/Advertising
activities
Conference Facilities
Web-Page
New-Media Services
Training etc.
Loging & Transportation
Matchmaking
Catering Service
Organisation of Special
Events etc.
after
Basic Service
Visitor Survey
Advisory Council Meetings
New-Media Services
Quality Awards, References, PR, Branding
© Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management
Value Added
Services
Service Quality
(Signaling)
5. Brand Strategy
Brand Strategy: 2 Levels
Corporate Marketing
(Corporate Brand, Brand Portfolio)
Product Marketing
(Product Brand)
etc.
etc.
Product and Corporate Brands will become extremely relevant
in a global Trade Show Market!
© Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management
5. Brand Strategy
The power and value of global Brands
I
© Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management
II
III
5. Brand Strategy
© Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management
6. Relationship Strategy
Trade
MesseShow 1
Standard
exhibitor
survey/visitor
survey
Gefahr
Threat
derofInformationslücke
information gap and
waning
exhibitor loyalty
und Ausstellerbindungslücke
Advisory Council Meetings
CRM-Strategies
Information/consultative function
assumed by the advisory council
In addition to
Ad-hoc surveys of "A" exhibitors/"A" visitors
Surveys of non-visitors
Analysis of growth and investment indicators in the industry
etc.
© Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management
Trade
MesseShow 2
Standard
exhibitor
survey/visitor
survey
6. Relationship Strategy
Relationship Strategy: Advisory Councils
No. of visitors/
exhibitors
Trade show life cycle
Time
Planning
Launch
Advisory council function
• Information function
• Consultative function
• Communication function
• Representation function
• Reputation-building function
• Networking function
Growth
Maturity
Advisory council function
• Image-building function
• Competency/knowledge protection function
• Self-assertion function (relative to rival shows)
• Input to fuel differentiation
© Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management
7. Stakeholder Strategy
Relationships to other Stakholders of Trade Show
Companies
Shareholder:
public vs. private
State: Municipality and State
Hospitality In.
Exhibitor
Pricing Policy
Trade Associations
Trade Fair
Management
Logistics Companies
Trade Fair Service Providors
Visitors
Exhibitor
© Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management
Key Account Exhibitors
Agenda
1. What is Marketing about?
2. Marketing Management Process
3. Situation and Market Analysis – Survey 2006/2007
4. Formulation of Marketing Goals
5. Defining of Marketing Strategies for Trade Show Companies
6. Final Remarks
© Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management
Final Remarks
Do we really need
a
Marketing Strategy?
© Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management
Final Remarks
A systematic approach to Marketing Management
Situation Analysis
(Macro Environment & Markets)
1. Growth Strategies
Marketing Goals
2. Competitive Strategies
3. Service Quality Strategies
4. Brand Strategies
Marketing Strategy
5. Relationship Strategies
6. Stakeholder Strategies
7. Blue Ocean Strategies
Trade Show Marketing Mix
Product
Process
People
Phys. Facilities
Marketing Controlling
© Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management
Price
Promotion
Final Remarks
Department of Marketing Management
CC: Media Management
© Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management
Final Remarks
Thank you very much!
Prof. Dr. Manfred Kirchgeorg
Department of Marketing Management
HHL - Leipzig Graduate School of Management
Jahnallee 59
D-04109 Leipzig
phone: +49(0)341-9851-680
fax: +49(0)341-9851-684
eMail: [email protected]
web: www.hhl.de/marketing
www.trade-show-management.com
© Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management
© Prof. Dr. Manfred Kirchgeorg, HHL – Leipzig Graduate School of Management