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Rolling out the carpet, pulling up the retractable display, and filling a large punch bowl with hard candy just does not cut it at a modern trade show. You need to drive traffic to the booth, capture leads, and make the very best impression in an incredibly compressed time. Our last blog introduced the concept of pre-show planning. Now, let’s discuss the show itself.

Let’s first start with the old real estate mantra, location, Location, LOCATION! Many shows let you bid on or pick your booth location. Pay attention to entrances, lounges, bars, and the main stage. You may also want to see who else has chosen their space. Are they a big draw exhibitor or your largest competitor? Can you get a corner booth that will provide two directions of travel versus being stuck in the middle of an aisle? Or, better yet, can your budget support an island booth?

Once your location is set, the single most valuable resource you have is who will be representing your company in the booth. At the show, for all practical purposes, this is your office. First impressions should not be that of a booth worker, sitting down, talking on the cell phone, eating a hoagie while they drip sauce on their laptop. Admit it, you have seen this at every single show you have ever attended.

Booth personnel should first and foremost, want to be there. Believe it or not, salespeople might see the show as a waste of their time. They have clients to meet with and calls to make. Standing in a booth often seems like a waste of their time. Who would be great in the booth? Consider your customer service team. They rarely get to travel but might have decades-long relationships with customers. Customers they have never met face to face.

Booth traffic builders, product demonstrations, press conferences, entertainment on and off the show floor are all considerations when building your plan. Check out the full section on During the Show planning in our eBook. Trade Shows for Manufacturers Guide. In our next post, we’ll wrap it all up with Post-Show promotion.

Did you see what I did there? Vaccine shots….

Manufacturers, like many businesses, have had to completely rethink their marketing approach. For years, it was feet on the street and months of trade shows, conferences, and hosted lunch & learns. Then, the doors were locked, events were canceled worldwide, and well, you know the rest of the story. Over a year ago we started writing about the huge interest in digital marketing and all things virtual. Here’s where our head was a year ago: How to Adapt B2B Manufacturing Sales Strategy for the COVID-19 World. Digital is here to stay, but another log is back on the fire.

It is April 2021 and we are once again hearing about trade shows. Will the attendees and exhibitors return at past levels? Who knows? People may be just so sick of quarantine they will attend just to get out of their basement office and see prospects in person. This very well may be an early adopter situation.

We’re sponsoring a meetup in Columbus Ohio for manufacturers. If you are in town on April 28^th, contact me for tickets.

What we do know is the planning has not changed. If you are considering a show in the 4^th quarter of 2021, that may sound like a long time away. It is not. Over the next few weeks, we will revisit all that is the trade show. We will cover planning, sponsorship, media interviews, and more. Our consulting on trade conferences covers three critical phases: Pre-show, During the Show, and Post-Show.

Here’s a primer, written in 2015 to get you started. Trade Show Preparation 101 for Manufacturers

If you are ready to get serious about your exhibition and creating a return on investment, download our free Trade Shows for Manufacturers eBook

By Glenn Levar, President/CEO
Shared Time Human Resources Management, Inc.

During a crisis such as COVID-19, it is time for manufacturing executives, directors, managers, and supervisors to become leaders. Leadership is the art of influence and the skill of creating the conditions to achieve operational and organizational success. Managers manage things: budgets, strategic plans, and operational plans. On the other hand, leaders respect others, coach, build teams, provide feedback, encourage feedback from others, and improve employee skills to accomplish goals. Great companies are built on values and mutual trust.

The leader, entrepreneur, or business owner establishes the company’s values and is responsible for communicating them to employees, customers, vendors, stakeholders, and the community. The organization’s leader is its prominent cheerleader for company values.

Values are the foundation of the organization. Leaders must live and thoroughly understand the company’s values day in and day out.

The values steer the organization’s acceptable business behavior. Company leadership must align itself with its value statement. For an organization to be effective, leaders are responsible for agreeing with their company’s values.

As a leader, your values are essential to your overall organizational success. Today, employees want to work with a company with a purpose (mission) and values that meet their needs.

Leaders’ expectations are based on the company values that may be formally written or even unwritten. Many start-up companies, for example, may not have formally written values statements, while established companies have written value statements. Their values are long-lasting. They guide decision-making and might never change.

Recently, Shared Time Human Resources Management had an appointment with a multi-generational, family-owned business. During the meeting with two senior managers, we discussed numerous issues. When asked what the company’s values were, neither senior manager could identify a single value. They guessed and subsequently admitted they did not know. As our conversation continued, we discussed retention rates. Shared Time discovered senior and recently hired employees with ten (10) or more years of service. In the last twelve months, more than 50 percent of the company’s employees voluntarily left for other opportunities.

The following are examples from two major corporations: one followed its values; the other did not.

In 1982, Johnson and Johnson (J&J) were alerted that someone had tainted Tylenol Extra Strength capsules in at least half a dozen pharmacies and grocery store shelves in the greater Chicago area. J&J chairman directed all consumers not to resume using the product until the extent of the tampering could be determined. J&J stopped advertising Tylenol and ordered all Tylenol be removed from store shelves. J&J acted following their corporate values and did not want to risk public safety. J&J corporate leaders admitted upfront there was a problem and responded to the Tylenol crisis. J&J’s response remains the benchmark on why values matter. J&J’s corporate values.

British Petroleum (BP) purchased Standard Oil of Ohio (SOHIO) in 1987. BP wanted Standard Oil of Ohio for several reasons including its Alaskan pipeline, distribution system, and employees. Twenty-three (23) years after the acquisition, on April 20, 2010, BP had a disaster in the Gulf of Mexico with its drilling rig platform, Deepwater Horizon. At the outset of the crisis, BP officials stated oil volume leaking from the rig was low. Several days later, the rig sunk, and eleven workers were dead. The investigation found BP took shortcuts, cut corners in drilling, and ignored early warning signs before the explosion. BP’s corporate leaders were not truthful from the outset of the crisis. BP’s corporate values (code of conduct) were updated in July 2014.

Values are what the organization lives by. Value is about the discipline it is getting people aligned and engaged in taught action to solve problems. Values are the underpinning on which the organization’s culture rests. Culture is the company’s business operating system to make decisions and communicate with employees, customers, vendors, shareholders, and communities.

In his book Good to Great Jim Collins stated, “enduring companies preserve their core values and purpose while their business strategies and operating practices endlessly adapt to a changing world. This is the magical combination of preserving the core and stimulate progress.”

If you are interested in learning more about this blog or case study, its results, or the human resources services Shared Time offers, please contact Glenn Levar (telephone: 440.979.1046, e-mail: grlevar@sthrm.com).  To learn more about Shared Time Human Resources Management Inc., please visit www.sthrm.com

Shared Time welcomes referrals from clients and friends. Please pass this human resource case study along to anyone who may have a need or be interested in Shared Time’s HR services.

Simple question, with a not-so-simple answer. We ask this question to our customers and prospects alike, and the answer will surprise you. As manufacturing companies build their marketing plans, they use email marketing drip campaigns, industrial public relations, inbound content marketing, and advertising tactics. Now, you might be thinking the answer is sales, and you would be right if you connect the dots. The problem is the dots or “steps” in your plan are disconnected.

Do you know what to expect when, and how it will be measured? Knowing what success looks like and what you expect will be critical 9 months from now when you are asked in a meeting, “is your program working?”

Major tactics and the most common gaps in each

Email campaigns are still one of the most used and effective in modern marketing. You control the content, who by persona you are targeting, and the result you want to happen. With most contract manufacturers, your sales cycle is long, 12,24 even 48 months in some industries. Email marketing lets you maintain a relationship with your prospect, impart expertise to make your case, and at the end of the day, measure engagement. Engagement is your window into who is interested and who is not inside your CRM. With reporting, you can measure who is active, who is reading your emails, visiting your website, downloading your technical papers, and even reading the quotes you sent. Engagement is the measurement on the path to sales and answers what we want to happen by this activity.

Industrial public relations are often one of the most misunderstood tactics. We hear “We just want to make a splash. We want prospects to know our name,” OR “we want to send a press release. OK, why? I ask again, what do you expect to happen when you send a press release? Most manufacturers think a press release is an article, it is not. Or, the simple tactic of sending a release drives the sale, again, no.

Getting coverage in a coveted trade magazine, with a high circulation that matches your target audience is the first step.

That said, the purpose of a press release is to get the attention of the editor so that they consider writing about your company news. A more direct approach is pitching proprietary case studies to a publication. A case study, prominently featured, drives interest and website traffic. This is the dot you are looking to connect. The measurement hence is a lead capture structure inside your website that gathers the lead information. Then (see email marketing above), you can begin the process of engagement leading to the ultimate measurement, that elusive sale. One note of caution, public relations is a long-game tactic. With editorial cycles and magazine issues planned months in advance, you need to be ready for the success that is measured in years, not weeks.

Inbound content marketing is the process of drawing prospects to your company through content they want to read. Content that solves their problem. Here, drafting content about your products and services, highlighting the problems you solve is key. One of my favorite responses to “our prospects are not on the internet or our business is just so niche” is Engineers worth their salt and under 40 Google everything. And, these engineers are not at their desk; they are on the manufacturing floor, solving problems and searching the internet from a device. Wouldn’t you want to be the solution they see first? Like public relations, this content strategy needs to have a system to capture these leads and begin the measurement process. One of your dots can be more leads and measurement here is easy. Read: Why Manufacturers Need a Content Map for Inbound Marketing Success Now, you can answer the question of why you are researching, writing, and publishing content on your blog. Justification of your spending on content generation is easy when you can show the leads and sales generated.

Advertising (print, pay-per-click, paid social) comes in as many facets as there are ways to spend your budget. With leads and engagement in mind, now that you have seen the rationale above, advertising can yield immediate results. All ads can impact name recognition, elicit a response and uncover hidden needs with your prospects. LinkedIn paid social ads for example generate leads in real-time (very measurable). Imagine calling an interested prospect within minutes of their response. This is what is supposed to happen in advertising campaigns – lead generation.

See this article on why digital advertising is very relevant in the no-trade-show-pandemic world we’re living in currently. Why Manufacturers Should Invest in Digital Advertising Right Now

The dots in this process include voice of customer assessments, copywriting, graphic design, photography, and video – all the tools an advertising campaign needs. This should help you support your budget request, as you can show the results.

Let’s discuss today what expectations you have for your marketing plans for the remainder of 2021. Call Rob Felber (330) 963-3664 or email RobFelber@FelberPR.com to arrange a time to speak.

Whether you are targeting business owners, financial executives, salespeople, or engineers, your writing must always focus on your audience. One particularly difficult audience to target is engineers. Whether they are mechanical, electrical, civil, or chemical, all engineers like facts, not fluff. Engineers, especially those under 40, have taken to the web to research, find partners, and solve problems.

Your task, which is increasingly difficult in a fast-paced, internet dominant world, is to capture their attention. Engineers can influence the use of technology, position your products ahead of the competition, and often are the main gatekeeper to adopting your products. 

Three key factors to include in your content for manufacturing engineers is:

• Data-focused information that clearly features specifications and facts
• Content that conveys trust and authenticity 
• Tools and assessments

Just the facts…Whenever possible, use charts, infographics, and video demonstrations. You are appealing to their engineering brain. Analytics, third-party lab results, industry standards are all a must to include when writing for the engineer. If they are putting their name and reputation on the line to recommend your product, they will want to have evidence to back it up. Make the evidence easy to access, download and understand. Need content help?

Trust is critical. Make sure to convey your company history, past success, and standing in the industry. Do you have associates holding positions in key industry trade groups? Has your CEO or lead engineer been featured in a magazine? Are you involved in peer-reviewed research? Use your involvement to portray a company that will not let them down. In all sales, they will not work with you until they trust you. 

Online assessments. If your product allows, this is a great place to include online calculators, surveys. and quote builders. Provide the information they need quickly and efficiently and you will be leaps and bounds ahead of your competition. Use email to send them their results. They will save the email for reference and have your contact information too. You’re painting a picture of a company that has been there and is experienced in the problems they face. Demonstrate this whenever possible. 

Now, just because your content is filled with facts, figures and charts do not mean the quality of the writing is secondary. We hear it all the time, “I am an engineer, not a writer.” No worries. We have a team of technical and journalistic writers that are very skilled in sorting facts from fluff and crafting content engineers will want to read. Have a project or case study you need to be wordsmithed? Give me a call or send me an email. RobFelber@felberpr.com  or (330) 963-3664.