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T202: Building and Training Your Booth Staff. Exhibitor 2012

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<ul><li><p>Session T202Building and Training Your </p><p>Booth TeamBooth TeamAshley Backhus, CTSM</p><p>Business Development Coordinator and Corporate Trade Show and p</p><p>Event Mgr.</p><p>TranSystemsy</p></li><li><p>Ashley Backhus, CTSM</p><p>Ashley has been involved in managing, strategizing and producing trade shows and events since 2004. Currently, she works as a business development coordinator </p><p>ithi T S t Mid t i d th t t d h within TranSystems Midwest region and as the corporate trade show manager companywide. Her primary responsibilities include supporting internal client and project managers with strategic marketing content and training senior leadership, marketing and technical staff about TranSystems process for trade shows. From g y panalyzing and creating a strategic marketing plan to implementing the components of the plan, Ashley has experience in comprehensive strategic communications. </p><p>Prior to joining TranSystems, Ashley worked for OSCI, a niche optical engineering firm, as the marketing manager. With OSCI she was responsible for initiating its transformation into an online business, creating and distributing marketing materials including email blasts, and designing and managing OSCIs exhibition debut at an including email blasts, and designing and managing OSCI s exhibition debut at an international trade show. </p><p>In addition to her responsibilities at TranSystems, Ashley is the Co-Founder and a p y , yBoard of Director for the Michael Pate Optical Sciences Memorial Scholarship Foundation (MPOSMS). MPOSMS is a non-profit organization that distributes an annual scholarship to engineering students throughout the country.</p></li><li><p>Table of Contents</p><p>P i i di h E i l L i Presentation sections are set up according to the Essential Learning Components (ELCs), which represent the main learning objectives of the session.</p><p>ELC#1 Create the ultimate booth staff team on paper Page 3ELC#2 Understand your resources and what you can control Page 4ELC#3 Get buy-in from upper management Page 6ELC#4 Identify personality profiles Page 8C# de t y pe so a ty p o es age 8ELC#5 Build team camaraderie Page 11ELC#6 Identify areas of potential contention Page 12ELC#7 Your vision may not be realized Page 15ELC#7 Your vision may not be realized Page 15ELC#8 Follow-up and debrief Page 16</p></li><li><p>Review Your Goals and Objectives</p><p>Change on Show-to-Show BasisGoals Identify What You Want to AchieveGoals Identify What You Want to AchieveObjectives Quantifiable Statements Relating to Achieving GoalAchieving Goal</p></li><li><p>ELC #1</p><p>ELC #1: Create the Ultimate Booth Staff Team on PaperPaperWhat Does Your Team Look Like?BalancedBalancedUpper ManagementTechnical/Sales StaffMarketing</p></li><li><p>3 Senior Leadership17 20 Technical/Sales Staff17-20 Technical/Sales Staff2 Marketing </p></li><li><p>What Do You Need from Staff?</p><p>Understanding Goals and Able to Implement StrategiesStrategiesBeing a Good Team MemberBeing a Good Brand AmbassadorBeing a Good Brand AmbassadorAbility to Enhance Company Activities</p></li><li><p>ELC #2</p><p>ELC #2: Understand Your Resources and What You Can ControlControl</p><p>YouTeamTeamExternal Factors</p></li><li><p>Resources: You!</p><p>ExperienceCreativityCreativityIdeasVisionVisionOrganization</p></li><li><p>Resources: Team</p><p>Understand Their Strengths and WeaknessesUnderstand Their Feelings and Philosophies About Understand Their Feelings and Philosophies About ShowsKnow Their Professional GoalsKnow Their Professional GoalsKnow Their Personality</p></li><li><p>Resources: External Factors</p><p>Time Before ShowBudgetBudgetUpper Management/Leadership</p></li><li><p>What You Can Control</p><p>Your Reaction to Each and Every Situation</p></li><li><p>ELC #3</p><p>ELC #3: Get Buy-in from Upper ManagementAuthorize BudgetsAuthorize BudgetsPersonnel ChangesSupport Your Efforts to Reach Your GoalsSupport Your Efforts to Reach Your Goals</p></li><li><p>Upper Management</p><p>Build Your RelationshipYour Reputation and AchievementsYour Reputation and AchievementsRelate Items to SalesRelate Items to ROIRelate Items to Other Quantifiable Indicators</p></li><li><p>How to Work with Your Team</p><p>Understand Their Motivators and Personalities! </p></li><li><p>ELC #4</p><p>ELC #4: Identify Personality Profiles</p><p>Control</p><p>Analytical Driver</p><p>Ask Tell</p><p>Amiable Expressive</p><p>Emote</p></li><li><p>Analytical (Control Ask)</p><p>PreciseThoroughThoroughGathers Data and FactsTakes Time to Do Things RightTakes Time to Do Things Right</p><p>CommunicateCommunicateThrough Data and Facts</p><p>Motivate and Get InvolvedGive Them Something Where Input is NeededDetailed Oriented Task</p></li><li><p>Analytical (Control Ask)</p><p>May appear intelligent or nerdyThey pay attention to the smallest detailsM h li l iMay show little or no emotionMake decisions slowlyMay see overt emotion as a weakness/something to distrustWill seek more infoWill seek more infoKnown for being a perfectionist hates to make errorsDoesnt forgive mistakes easily in themselves or othersGreat with problem solving want to be admired for thatGreat with problem solving want to be admired for thatLikes organization and structureMay have a soft voice, reservedNot directly confrontationalNot directly confrontationalLets data speak for itselfExpects others to agree based on facts and logical argumentsGets frustrated when people dont see right answer as clearly as they p p g y ydoUsually doesnt get bored because theyre always thinking about something else</p></li><li><p>Driver (Control Tell)</p><p>Gets Down to Business QuicklySeeks Options and EfficiencySeeks Options and EfficiencyProcesses Info by Gathering FactsProcesses Info by Determining ProbabilitiesProcesses Info by Determining Probabilities</p><p>CommunicateCommunicateKeep it Short and Simple</p><p>Motivate and Get InvolvedRelate Tasks as What Needs to be AchievedStick to the PointGive Them Role Where They Can be in ChargeGive Them Role Where They Can be in Charge</p></li><li><p>Driver (Control Tell)</p><p>May seem controlling, possibly demandingLooks for opportunity to be in chargeLooks for opportunity to be in chargeWill get things done likes goals and achieving themStraight to the pointStraight to the pointDislikes complexity or ambiguityLittle patience for small detailsLittle patience for small detailsDoesnt like situations where they have no say in whats happeningpp gMay appear arrogant or standoffishCan seem overly aggressive, especially in the heat of a projectMay appear intimidating</p></li><li><p>Amiable (Emote Ask)</p><p>Takes Time to Get to Know YouFriendlyFriendlyRelationship Driven</p><p>CommunicateBe SincereBe SincereAsk Them About Themselves, Friends, Family</p><p>Motivate and Get InvolvedPut Them in Group Setting for Tasks and Decision MakingRun Seemingly No Win Situations by Them (Everybody Wins Outcome)Outcome)</p></li><li><p>Amiable (Emote Ask)</p><p>Reliable and TrustworthySeen as loyal employeesy p yNot usually in high-level executive positionsHigh in emotionMay make decisions slowlyMay make decisions slowlyTeam playerLooks for everybody wins resultW d f i dlWarm and friendlyCaring and nurturing often come easyMay seem soft spokenUncomfortable when they dont know how group feels about somethingDoesnt like independent activities and decision-makingRarely sticks up for their position in the face of strong oppositiony p p g ppPrefers compromiseTends to make sure that everyone likes them</p></li><li><p>Expressive (Emote Tell)</p><p>Appears LoudEnergeticEnergeticCenter of Attention</p><p>CommunicateLet Them Talk, Ask Questions to Steer ConversationLet Them Talk, Ask Questions to Steer ConversationBe Patient</p><p>Motivate and Get InvolvedKeep Requests/Tasks Related to Planning ShortGroup Activities Make Them Group Lead</p></li><li><p>Expressive (Emote Tell)</p><p>Love to talkHigh emotionHigh emotionTend to make decisions rather quicklyExcited to see what happens nextExcited to see what happens nextTends to run late a lot of commitmentsDesires to be center of attentionWill attempt to draw focus of groupCant stand to be boredImpatientWill stress and fidget if they have to stand still (could be a disaster in the booth)a disaster in the booth)Animated or lively when they speak or tell storiesSometimes seem loudSometimes seem loud</p></li><li><p>Control</p><p>Analytical Drivery</p><p>Ask Tell</p><p>Amiable Expressive</p><p>Emote</p></li><li><p>Now That You Know</p><p>How to CommunicateHow to MotivateHow to MotivateHow to Involve</p></li><li><p>Quick Side Bar</p><p>One thing to note (regardless of personality type) is that some people dont realize theyre doing something some people don t realize they re doing something wrong until you communicate that to them.</p></li><li><p>ELC #5</p><p>ELC #5: Build Team CamaraderieThis is DoneThis is Done Pre-ShowAt-Show Post-ShowAny Other Chance You Get</p></li><li><p>Building Camaraderie </p><p>Connect CommonalitiesGoals of Particular Show Theyre WorkingGoals of Particular Show They re Working Same/Similar Division within the Company Past Experience on Same Project Personal Hobbies</p></li><li><p>ELC #6</p><p>ELC #6: Identify Areas of Potential ContentionSelf InflictedSelf-InflictedCompany-Inflicted</p></li><li><p>Self-Inflicted</p><p>Inter-Departmental RivalriesPerception of Worth of Fellow ColleaguesPerception of Worth of Fellow ColleaguesAgeGenderGenderReligion</p></li><li><p>Company-Inflicted</p><p>Fighting over Leads to Meet Sales GoalsPosition/Level RankingPosition/Level Ranking</p></li><li><p>Bring Everyone Back</p><p>Were All Working Towards The Same GoalOther SolutionsOther SolutionsTeam Incentives Livelihood of Attending Future ShowsgDont Get to Attend ShowIf All Else Fails Bring in HR or Upper Management</p></li><li><p>Ensure Your Staff Is Prepared</p><p>Create Resource GuideMake Sure You Lay Out Your ExpectationsMake Sure You Lay Out Your ExpectationsWhat Does Attending a Trade Show Actually Mean?What Does Staffing the Booth Actually Mean?g y</p></li><li><p>ELC #7</p><p>ELC #7: Your Vision May Not Be Realized</p><p>Vision Reality</p></li><li><p>Vision Doesnt Always Equal Reality</p><p>Plan BPlan CPl DPlan DPlan EPlan FPlan FPlan G</p><p>Be Flexible!!!Be Flexible!!!</p></li><li><p>ELC #8</p><p>ELC #8: Follow-up and DebriefAfter Leads Are Followed upAfter Leads Are Followed-upConduct SurveyUse Data to Justify InvestmentJ yGive Information to Upper Management</p></li><li><p>Now you can kick up your feet y p yuntil the next show!</p></li><li><p>Case Study #1: The Yo-Yo</p><p>One of your booth staff is a glutton for good SWAG at conferences and trade shows The exhibit across the conferences and trade shows. The exhibit across the aisle has yo-yos and she grabs one for herself. Later that afternoon when she is scheduled in the booth again, she g ,brings her yo-yo in the booth and starts showing off some moves as potential clients are walking by. </p><p>Take a deep breath what do you do?</p></li><li><p>Case Study #2: Holey Socks Batman</p><p>Everyones feet are swelling as its the last day of the show One of your booth staff is intently talking to a show. One of your booth staff is intently talking to a potential lead and you see that hes standing there without his shoes on. To add insult to injury, he has a j y,hole in his sock and his toes are poking out.</p><p>Take a deep breath what do you do?</p></li><li><p>Case Study #3: Corn Bread and Chili</p><p>Lunch is served on the show floor and one of your staff members saddles up for the cornbread and chili He members saddles up for the cornbread and chili. He starts walking back to the booth, eating on the way. As he starts into the booth, cornbread is falling off his , gmoustache onto the podium and floor.</p><p>Take a deep breath what do you do?</p></li><li><p>Case Study #4: Prima Donna</p><p>Its hard for booth managers to carry everything to the booth so you ask a staff member to bring two pull up booth, so you ask a staff member to bring two pull-up banners back to the booth after a dinner function. He shows up late to the booth and drops them to the floor. p pAs they make a loud noise and clients in your booth turn to look at the commotion, he complains that those were </p><p> h h h ll d h h ll so heavy to carry, how hes all sweaty and how hell never carry those again.</p><p>Take a deep breath what do you do?</p></li><li><p>Case Study #5: Cell Checker</p><p>We all know its hard sometimes to detach from a mobile device One or probably more of your booth mobile device. One, or probably more, of your booth staff continually checks his cell phone responding to emails and even takes a call while people are walking p p ginto your booth wanting to talk to someone.</p><p>Take a deep breath what do you do?</p></li><li><p>Case Study #6: Really Interested in Your Product</p><p>Youve noticed that a staff member from a different companys booth continually walking by your booth to company s booth continually walking by your booth to check out your booth. You realize that theyre interested in your young staff members and want to y y gmake sure that your staff members arent distracted on the show floor.</p><p>Take a deep breath what do you do?</p></li><li><p>Case Study #7: Not My Clients</p><p>One of your booth staffers seems content to just hang out in the back of the booth until one of their clients out in the back of the booth until one of their clients walks by the booth. That means theyre missing all potential leads that youve spent the companys p y p p yresources targeting.</p><p>Take a deep breath what do you do?</p></li><li><p>Case Study #8: Something Came Up</p><p>It can be difficult to coordinate your booth staffs schedules especially when upper management attend schedules, especially when upper management attend the shows. They always seem to have meetings pop-up when their booth duty is scheduled.y</p><p>Take a deep breath what do you do?</p></li><li><p>Case Study #9: International Snafu</p><p>Youre filling in for a technical staffer walking an international trade show as a clients representative international trade show as a client s representative with your client. After talking to a potential partner, they present their card (with two hands) to your client y p ( ) yand he accepts it with one hand. He then turns it over and begins to write notes on the back of the potential </p><p> dpartners card.</p><p>T k d b th h t d d ?Take a deep breath what do you do?</p></li><li><p>Case Study #10: I Dont Want to Talk to You</p><p>As a female staffer, you approach a male on the perimeter of your booth space that looks interested perimeter of your booth space that looks interested. After asking him a qualifying question, he responds to your male staffer counterpart standing right next to y p g gyou.</p><p>Take a deep breath what do you do?</p></li></ul>