| Expecting the Unexpected Can Save Your | | | | physically retrieving thewayward literature |
| Tradeshowby Susan Friedmann | | | | yourself. That's not always practical. |
| Catastrophes come from out of nowhere. | | | | Instead, depend on back-ups. For example: Having |
| Massivethunderstorms can roll through a region | | | | a CD-ROMback up of all your literature is a simple, |
| without a moment'snotice, knocking out power | | | | easy step. Mostmajor cities have print shops that |
| and phone lines. An iffy meal ata local restaurant, | | | | will happily run off afew thousand brochures. You'll |
| and you have a staff member flat ontheir back | | | | pay a premium for rushservice, but that's a small |
| with food poisoning. Open up your salesmaterials | | | | price compared to the potentialrevenue loss. |
| only to discover that you have all the | | | | Advance preparation is only the first step. |
| wrongliterature - and that it's printed in a language | | | | Whether anemergency response works well or |
| you can'tread! What do you do? | | | | not depends on howeffectively your team |
| The key is preparation. Most problems can be | | | | implements it. Use your pre-showmeeting to |
| addressedusing your creativity and common | | | | establish how you want your team to ACT during |
| sense - but implementingthose solutions can be | | | | anunforeseen event. |
| tricky. Begin by laying a strongfoundation for your | | | | A: Assess |
| team with advance preparation. | | | | It's easy to panic and run after any solution when |
| Advance preparation will make the difference | | | | a problemfirst occurs. You've made a substantial |
| between successand failure. By starting well | | | | investment in timeand money to be at the trade |
| before your trade show,you'll be assured of | | | | show, and to see it run lessthan smoothly can be |
| smooth sailing, no matter what happens. | | | | terrifying. Remember to take a momentto stop, |
| There are three areas to concentrate on: People, | | | | consider every aspect of the problem, and make |
| Places,and Things. | | | | alist of your possible solutions. |
| People: | | | | C: Coordinate |
| You are only as good as your booth staff. The | | | | Make sure that every member of your booth |
| best display,graphics, and give-always won't save | | | | staff is aware ofwhat the situation is, what your |
| your show if your staffisn't up to snuff. Provide | | | | planned solution is, andthe roles you expect each |
| comprehensive training beforethe show. Cross | | | | staff member to play. This avoidsduplication of |
| train your staff so that one member cancover | | | | effort when two or more employees have |
| for another. This doesn't mean your sales people | | | | thesame good idea. It also ensures you'll have |
| needto be technical gurus or that your mechanical | | | | adequateexhibit coverage at all times. This is |
| whiz-kids needto become top-notch sellers - but | | | | where your trainingefforts pay off - when one or |
| each should know enoughabout the other's | | | | more staff members can coverfor the others |
| purview to pinch-hit. | | | | and still create a flawless show experiencefor the |
| Places: | | | | attendees. |
| It's not enough to merely know where the | | | | Additionally, in the case of show-wide difficulties |
| convention centeris. Take a few minutes and do | | | | (poweroutages, flooding, etc.) the convention |
| an internet search about yourdestination. Where is | | | | center staff will bedoing their utmost to alleviate |
| the closest medical facility? | | | | the situation. Designateone person to be liaison |
| Airport? Copy shop? Shipping center? Having area | | | | with the convention center staff. |
| knowledgewill save you valuable time if you need | | | | This person will be responsible for disseminating |
| to send staffers outof the venue for errands. | | | | vitalinformation to your booth staff in a quick and |
| You're only at the show for a fewdays. Make | | | | efficientmanner and to communicate the group's |
| your time there as productive as possible. | | | | needs to theconvention center staff. |
| Designate a team leader before the show. This | | | | T: Take action |
| person willbe the go-to person in case of any | | | | After you've decided on the best solution, and |
| emergencies, and shouldhave decision-making | | | | informed allbooth staff, it is time to implement |
| power. If an unforeseen event occurs,your team | | | | your plan. Pro-active,calm teams will carry the |
| will know who they should turn to for direction. | | | | day. |
| Things: | | | | This process can happen very quickly, especially if |
| The biggest headaches often come from the | | | | yourteam is prepared before the event. Make |
| simplest items. | | | | sure they know whois in charge at any particularly |
| If your brochures have been sent to Hong Kong | | | | moment, and what procedurethey'll be expected |
| instead of | | | | to follow in case of an emergency. Thenyou'll be |
| Dallas, there's not much you can do to remedy | | | | ready for whatever surprises Mother Nature - |
| the situation,short of hopping a red eye and | | | | orthe Sushi Bar - can throw your way. |