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SALES PROMOTION, EXHIBITIONS, & TRADE FAIRS

SALES PROMOTION, EXHIBITIONS, & TRADE FAIRS. CHAPTER 15. Use with BUSINESS TO BUSINESS MARKETING MANAGEMENT: A GLOBAL PERSPECTIVE ISBN 978-0-415-53702-5 Published by Routledge 2013. 1. Reasons for Exhibiting.

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SALES PROMOTION, EXHIBITIONS, & TRADE FAIRS

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  1. SALES PROMOTION, EXHIBITIONS, & TRADE FAIRS CHAPTER 15 Use with BUSINESS TO BUSINESS MARKETING MANAGEMENT: A GLOBAL PERSPECTIVE ISBN 978-0-415-53702-5 Published by Routledge 2013 1

  2. Reasons for Exhibiting Use with BUSINESS TO BUSINESS MARKETING MANAGEMENT: A GLOBAL PERSPECTIVE ISBN 978-0-415-53702-5 Published by Routledge 2013 2

  3. Importance of Trade Show Aims Use with BUSINESS TO BUSINESS MARKETING MANAGEMENT: A GLOBAL PERSPECTIVE ISBN 978-0-415-53702-5 Published by Routledge 2013 3

  4. Exhibitions as Communication Fig. 15.1 Exhibitors’ and visitors’ strategies and tactics Use with BUSINESS TO BUSINESS MARKETING MANAGEMENT: A GLOBAL PERSPECTIVE ISBN 978-0-415-53702-5 Published by Routledge 2013 4

  5. Breakdown of Job Titles Use with BUSINESS TO BUSINESS MARKETING MANAGEMENT: A GLOBAL PERSPECTIVE ISBN 978-0-415-53702-5 Published by Routledge 2013 5

  6. Reasons for Attending the Exhibition Use with BUSINESS TO BUSINESS MARKETING MANAGEMENT: A GLOBAL PERSPECTIVE ISBN 978-0-415-53702-5 Published by Routledge 2013 6

  7. Exhibitions & Key-Account Management Use with BUSINESS TO BUSINESS MARKETING MANAGEMENT: A GLOBAL PERSPECTIVE ISBN 978-0-415-53702-5 Published by Routledge 2013 7

  8. Why Exhibitions Fail • Unclear strategies. • No set objectives. • Inappropriate objectives. • Not evaluated activities. Use with BUSINESS TO BUSINESS MARKETING MANAGEMENT: A GLOBAL PERSPECTIVE ISBN 978-0-415-53702-5 Published by Routledge 2013 8

  9. Planning an Exhibition • Decide the objectives. • Select which exhibition to attend. • Plan the staffing of the stand. • Plan the support promotions. • Decide on the layout of the stand and its contents. • Arrange the follow-up activities after the exhibition. • Plan the logistics of the exercise. • Put an evaluation system in place. Use with BUSINESS TO BUSINESS MARKETING MANAGEMENT: A GLOBAL PERSPECTIVE ISBN 978-0-415-53702-5 Published by Routledge 2013 9

  10. Organizing the Stand • Ensure that displays are easily-accessible and informative. • Check that stand members have a clear brief. • Have clear objectives in place. • Have an area where prospects can be taken for a private conversation. • Ensure an adequate supply of drinking water. • Establish a manning schedule for stand staff. • Have a record-keeping system for leads and useful contacts. • Have a feedback system for visitors’ comments. • Set up some “fun”activities for stand staff. Use with BUSINESS TO BUSINESS MARKETING MANAGEMENT: A GLOBAL PERSPECTIVE ISBN 978-0-415-53702-5 Published by Routledge 2013 10

  11. Alternatives to Exhibitions • Private exhibitions. • Road shows. Use with BUSINESS TO BUSINESS MARKETING MANAGEMENT: A GLOBAL PERSPECTIVE ISBN 978-0-415-53702-5 Published by Routledge 2013 11

  12. Sales Promotions • Create a short-term increase in sales. • Typical of push strategies. • Deflects attention away from price as a competitive tool. • Encourages trial. • Encourages trade-up. • Encourages loading-up. Use with BUSINESS TO BUSINESS MARKETING MANAGEMENT: A GLOBAL PERSPECTIVE ISBN 978-0-415-53702-5 Published by Routledge 2013 12

  13. Categories of Sales Promotion • Promotions aimed at the sales team. • Promotions aimed at middlemen. • Promotions aimed at the customer. Use with BUSINESS TO BUSINESS MARKETING MANAGEMENT: A GLOBAL PERSPECTIVE ISBN 978-0-415-53702-5 Published by Routledge 2013 13

  14. Summary • Buyers are in the minority at most, if not all, exhibitions. • Most visitors are on an information search, not a shopping trip. • Most exhibitors focus strongly on selling. • Exhibitions and trade fairs offer an unrivalled opportunity in key-account management. • Dissonance between exhibitors’ aims and visitors’ aims often results in disappointment for both parties. • Exhibitors need to establish measurable objectives. • Sales promotions are useful as deal sweeteners or facilitators. • Sales promotions can be used for the sales force, for customers, or for the customers of customers. Use with BUSINESS TO BUSINESS MARKETING MANAGEMENT: A GLOBAL PERSPECTIVE ISBN 978-0-415-53702-5 Published by Routledge 2013 14

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