Session T202Building and Training Your       Booth Team       Ashley Backhus, CTSM  Business Development Coordinator    an...
Ashley Backhus, CTSMAshley has been involved in managing, strategizing and producing trade shows andevents since 2004. Cur...
Table of ContentsPresentation sections are set up according to the Essential LearningP        i       i                   ...
Review Your Goals and Objectives Change on Show-to-Show Basis Goals – Identify What You Want to Achieve Objectives – Quant...
ELC #1ELC #1: Create the Ultimate Booth Staff Team on Paper What Does Your Team Look Like? Balanced  Upper Management  T...
3 Senior Leadership17-2017 20 Technical/Sales Staff2 Marketing
What Do You Need from Staff? Understanding Goals and Able to Implement Strategies Being a Good Team Member Being a Good Br...
ELC #2ELC #2: Understand Your Resources and What You Can ControlYouTeamExternal Factors
Resources: You! Experience Creativity Ideas Vision Organization
Resources: Team Understand Their Strengths and Weaknesses Understand Their Feelings and Philosophies About Shows Know Thei...
Resources: External Factors Time Before Show Budget Upper Management/Leadership
What You Can Control Your Reaction to Each and Every Situation
ELC #3ELC #3: Get Buy-in from Upper ManagementAuthorize BudgetsPersonnel ChangesSupport Your Efforts to Reach Your Goals
Upper Management Build Your Relationship  Your Reputation and Achievements  Relate Items to Sales  Relate Items to ROI ...
How to Work with Your Team Understand Their Motivators and Personalities!
ELC #4ELC #4: Identify Personality Profiles                          Control           Analytical                    Drive...
Analytical (Control Ask) Precise Thorough Gathers Data and Facts Takes Time to Do Things Right Communicate  Through Data a...
Analytical (Control Ask) May appear intelligent or nerdy They pay attention to the smallest details May h M show little or...
Driver (Control Tell) Gets Down to Business Quickly Seeks Options and Efficiency Processes Info by Gathering Facts Process...
Driver (Control Tell) May seem controlling, possibly demanding Looks for opportunity to be in charge Will get things done ...
Amiable (Emote Ask) Takes Time to Get to Know You Friendly Relationship Driven Communicate  Be Sincere  Ask Them About The...
Amiable (Emote Ask) Reliable and Trustworthy Seen as loyal employees            y      p y Not usually in high-level execu...
Expressive (Emote Tell) Appears Loud Energetic Center of Attention Communicate  Let Them Talk, Ask Questions to Steer Conv...
Expressive (Emote Tell) Love to talk High emotion Tend to make decisions rather quickly Excited to see what happens next T...
Control      Analytical          y                   DriverAsk                                       Tell      Amiable    ...
Now That You Know… How to Communicate How to Motivate How to Involve
Quick Side BarOne thing to note (regardless of personality type) is thatsome people don’t realize they re doing something ...
ELC #5ELC #5: Build Team Camaraderie This is Done  Pre-Show  At-Show  Post-Show  Any Other Chance You Get
Building Camaraderie Connect Commonalities  Goals of Particular Show They re Working                            They’re ...
ELC #6ELC #6: Identify Areas of Potential ContentionSelf InflictedSelf-InflictedCompany-Inflicted
Self-Inflicted Inter-Departmental Rivalries Perception of Worth of Fellow Colleagues Age Gender Religion
Company-Inflicted Fighting over Leads to Meet Sales Goals Position/Level Ranking
Bring Everyone Back We’re All Working Towards The Same Goal Other Solutions  Team Incentives  Livelihood of Attending Fu...
Ensure Your Staff Is Prepared Create Resource Guide Make Sure You Lay Out Your Expectations  What Does Attending a Trade ...
ELC #7ELC #7: Your Vision May Not Be Realized         Vision                           Reality
Vision Doesn’t Always Equal Reality Plan B Plan C Plan Pl D Plan E Plan F Plan G                Be Flexible!!!
ELC #8ELC #8: Follow-up and Debrief After Leads Are Followed up                 Followed-up  Conduct Survey  Use Data to...
Now you can kick up your feet    y              py    until the next show!
Case Study #1: The Yo-YoOne of your booth staff is a glutton for good SWAG atconferences and trade shows. The exhibit acro...
Case Study #2: Holey Socks BatmanEveryone’s feet are swelling as it’s the last day of theshow.show One of your booth staff...
Case Study #3: Corn Bread and ChiliLunch is served on the show floor and one of your staffmembers saddles up for the cornb...
Case Study #4: Prima DonnaIt’s hard for booth managers to carry everything to thebooth,booth so you ask a staff member to ...
Case Study #5: Cell CheckerWe all know it’s hard sometimes to detach from amobile device. One, or probably more, of your b...
Case Study #6: Really Interested in Your ProductYou’ve noticed that a staff member from a differentcompany scompany’s boot...
Case Study #7: Not My ClientsOne of your booth staffers seems content to just hangout in the back of the booth until one o...
Case Study #8: Something Came UpIt can be difficult to coordinate your booth staff’sschedules,schedules especially when up...
Case Study #9: International SnafuYou’re filling in for a technical staffer walking aninternational trade show as a client...
Case Study #10: I Don’t Want to Talk to YouAs a female staffer, you approach a male on theperimeter of your booth space th...
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T202: Building and Training Your Booth Staff. Exhibitor 2012

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  1. 1. Session T202Building and Training Your Booth Team Ashley Backhus, CTSM Business Development Coordinator and Corporate Trade Show and p Event Mgr. TranSystems y
  2. 2. Ashley Backhus, CTSMAshley has been involved in managing, strategizing and producing trade shows andevents since 2004. Currently, she works as a business development coordinatorwithin TranSystems’ Midwest region and as the corporate trade show manager ithi T S t ’ Mid t i d th t t d hcompanywide. Her primary responsibilities include supporting internal client andproject 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 componentsof the plan, Ashley has experience in comprehensive strategic communications.Prior to joining TranSystems, Ashley worked for OSCI, a niche optical engineeringfirm, as the marketing manager. With OSCI she was responsible for initiating itstransformation into an online business, creating and distributing marketing materialsincluding email blasts, and designing and managing OSCI’s exhibition debut at an OSCI sinternational trade show.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 ScholarshipFoundation (MPOSMS). MPOSMS is a non-profit organization that distributes anannual scholarship to engineering students throughout the country.
  3. 3. Table of ContentsPresentation sections are set up according to the Essential LearningP i i di h E i lL iComponents (ELCs), which represent the main learning objectives of thesession. ELC#1 Create the ultimate booth staff team on paper Page 3 ELC#2 Understand your resources and what you can control Page 4 ELC#3 Get buy-in from upper management Page 6 ELC#4 Identify personality profiles C# de t y pe so a ty p o es Page 8 age ELC#5 Build team camaraderie Page 11 ELC#6 Identify areas of potential contention Page 12 ELC#7 Your vision may not be realized Page 15 ELC#8 Follow-up and debrief Page 16
  4. 4. Review Your Goals and Objectives Change on Show-to-Show Basis Goals – Identify What You Want to Achieve Objectives – Quantifiable Statements Relating to Achieving Goal
  5. 5. ELC #1ELC #1: Create the Ultimate Booth Staff Team on Paper What Does Your Team Look Like? Balanced  Upper Management  Technical/Sales Staff  Marketing
  6. 6. 3 Senior Leadership17-2017 20 Technical/Sales Staff2 Marketing
  7. 7. What Do You Need from Staff? Understanding Goals and Able to Implement Strategies Being a Good Team Member Being a Good Brand Ambassador Ability to Enhance Company Activities
  8. 8. ELC #2ELC #2: Understand Your Resources and What You Can ControlYouTeamExternal Factors
  9. 9. Resources: You! Experience Creativity Ideas Vision Organization
  10. 10. Resources: Team Understand Their Strengths and Weaknesses Understand Their Feelings and Philosophies About Shows Know Their Professional Goals Know Their Personality
  11. 11. Resources: External Factors Time Before Show Budget Upper Management/Leadership
  12. 12. What You Can Control Your Reaction to Each and Every Situation
  13. 13. ELC #3ELC #3: Get Buy-in from Upper ManagementAuthorize BudgetsPersonnel ChangesSupport Your Efforts to Reach Your Goals
  14. 14. Upper Management Build Your Relationship  Your Reputation and Achievements  Relate Items to Sales  Relate Items to ROI  Relate Items to Other Quantifiable Indicators
  15. 15. How to Work with Your Team Understand Their Motivators and Personalities!
  16. 16. ELC #4ELC #4: Identify Personality Profiles Control Analytical DriverAsk Tell Amiable Expressive Emote
  17. 17. Analytical (Control Ask) Precise Thorough Gathers Data and Facts Takes Time to Do Things Right Communicate Through Data and Facts Motivate and Get Involved Give Them Something Where Input is Needed Detailed Oriented Task
  18. 18. Analytical (Control Ask) May appear intelligent or nerdy They pay attention to the smallest details May h M show little or no emotion li l i Make decisions slowly May see overt emotion as a weakness/something to distrust Will seek more info Known for being a perfectionist – hates to make errors Doesn’t forgive mistakes easily in themselves or others Great with problem solving – want to be admired for that Likes organization and structure May have a soft voice, reserved Not directly confrontational Let’s data speak for itself Expects others to agree based on facts and logical arguments Gets frustrated when people don’t see right answer as clearly as they p p g y y do Usually doesn’t get bored because they’re always thinking about something else
  19. 19. Driver (Control Tell) Gets Down to Business Quickly Seeks Options and Efficiency Processes Info by Gathering Facts Processes Info by Determining Probabilities Communicate Keep it Short and Simple Motivate and Get Involved Relate Tasks as What Needs to be Achieved Stick to the Point Give Them Role Where They Can be in Charge
  20. 20. Driver (Control Tell) May seem controlling, possibly demanding Looks for opportunity to be in charge Will get things done – likes goals and achieving them Straight to the point Dislikes complexity or ambiguity Little patience for small details Doesn’t like situations where they have no say in what’s happening pp g May appear arrogant or standoffish Can seem overly aggressive, especially in the heat of a project May appear intimidating
  21. 21. Amiable (Emote Ask) Takes Time to Get to Know You Friendly Relationship Driven Communicate Be Sincere Ask Them About Themselves, Friends, Family Motivate and Get Involved Put Them in Group Setting for Tasks and Decision Making Run Seemingly “No Win” Situations by Them (Everybody Wins Outcome)
  22. 22. Amiable (Emote Ask) Reliable and Trustworthy Seen as loyal employees y p y Not usually in high-level executive positions High in emotion May make decisions slowly Team player Looks for everybody wins result Warm and friendly W d f i dl Caring and nurturing often come easy May seem soft spoken Uncomfortable when they don’t know how group feels about something Doesn’t like independent activities and decision-making Rarely sticks up for their position in the face of strong opposition y p p g pp Prefers compromise Tends to make sure that everyone likes them
  23. 23. Expressive (Emote Tell) Appears Loud Energetic Center of Attention Communicate Let Them Talk, Ask Questions to Steer Conversation Be Patient Motivate and Get Involved Keep Requests/Tasks Related to Planning Short Group Activities – Make Them Group Lead
  24. 24. Expressive (Emote Tell) Love to talk High emotion Tend to make decisions rather quickly Excited to see what happens next Tends to run late – a lot of commitments Desires to be center of attention Will attempt to draw focus of group Can’t stand to be bored Impatient Will stress and fidget if they have to stand still (could be a disaster in the booth) Animated or lively when they speak or tell stories Sometimes seem loud
  25. 25. Control Analytical y DriverAsk Tell Amiable Expressive Emote
  26. 26. Now That You Know… How to Communicate How to Motivate How to Involve
  27. 27. Quick Side BarOne thing to note (regardless of personality type) is thatsome people don’t realize they re doing something don t they’rewrong until you communicate that to them.
  28. 28. ELC #5ELC #5: Build Team Camaraderie This is Done  Pre-Show  At-Show  Post-Show  Any Other Chance You Get
  29. 29. Building Camaraderie Connect Commonalities  Goals of Particular Show They re Working They’re  Same/Similar Division within the Company  Past Experience on Same Project  Personal Hobbies
  30. 30. ELC #6ELC #6: Identify Areas of Potential ContentionSelf InflictedSelf-InflictedCompany-Inflicted
  31. 31. Self-Inflicted Inter-Departmental Rivalries Perception of Worth of Fellow Colleagues Age Gender Religion
  32. 32. Company-Inflicted Fighting over Leads to Meet Sales Goals Position/Level Ranking
  33. 33. Bring Everyone Back We’re All Working Towards The Same Goal Other Solutions  Team Incentives  Livelihood of Attending Future Shows g  Don’t Get to Attend Show If All Else Fails  Bring in HR or Upper Management
  34. 34. Ensure Your Staff Is Prepared Create Resource Guide Make Sure You Lay Out Your Expectations  What Does Attending a Trade Show Actually Mean?  What Does Staffing the Booth Actually Mean? g y
  35. 35. ELC #7ELC #7: Your Vision May Not Be Realized Vision Reality
  36. 36. Vision Doesn’t Always Equal Reality Plan B Plan C Plan Pl D Plan E Plan F Plan G Be Flexible!!!
  37. 37. ELC #8ELC #8: Follow-up and Debrief After Leads Are Followed up Followed-up  Conduct Survey  Use Data to Justify Investment J y  Give Information to Upper Management
  38. 38. Now you can kick up your feet y py until the next show!
  39. 39. Case Study #1: The Yo-YoOne of your booth staff is a glutton for good SWAG atconferences and trade shows. The exhibit across the showsaisle has yo-yos and she grabs one for herself. Later thatafternoon when she is scheduled in the booth again, she g ,brings her yo-yo in the booth and starts showing offsome moves as potential clients are walking by. Take a deep breath… what do you do?
  40. 40. Case Study #2: Holey Socks BatmanEveryone’s feet are swelling as it’s the last day of theshow.show One of your booth staff is intently talking to apotential lead and you see that he’s standing therewithout his shoes on. To add insult to injury, he has a j y,hole in his sock and his toes are poking out. Take a deep breath… what do you do?
  41. 41. Case Study #3: Corn Bread and ChiliLunch is served on the show floor and one of your staffmembers saddles up for the cornbread and chili. He chilistarts walking back to the booth, eating on the way. Ashe starts into the booth, cornbread is falling off his , gmoustache onto the podium and floor. Take a deep breath… what do you do?
  42. 42. Case Study #4: Prima DonnaIt’s hard for booth managers to carry everything to thebooth,booth so you ask a staff member to bring two pull-up pull upbanners back to the booth after a dinner function. Heshows up late to the booth and drops them to the floor. p pAs they make a loud noise and clients in your booth turnto look at the commotion, he complains that those wereso heavy to carry, h h how h ’ all sweaty and h he’s ll d how he’ll h ’llnever carry those again. Take a deep breath… what do you do?
  43. 43. Case Study #5: Cell CheckerWe all know it’s hard sometimes to detach from amobile device. One, or probably more, of your booth device One morestaff continually checks his cell phone responding toemails and even takes a call while people are walking p p ginto your booth wanting to talk to someone. Take a deep breath… what do you do?
  44. 44. Case Study #6: Really Interested in Your ProductYou’ve noticed that a staff member from a differentcompany scompany’s booth continually walking by your booth tocheck out your booth. You realize that they’reinterested in your young staff members and want to y y gmake sure that your staff members aren’t distracted onthe show floor. Take a deep breath… what do you do?
  45. 45. Case Study #7: Not My ClientsOne of your booth staffers seems content to just hangout in the back of the booth until one of their clientswalks by the booth. That means they’re missing allppotential leads that y you’ve spent the company’s p p yresources targeting. Take a deep breath… what do you do?
  46. 46. Case Study #8: Something Came UpIt can be difficult to coordinate your booth staff’sschedules,schedules especially when upper management attendthe shows. They always seem to have meetings pop-upwhen their booth duty is scheduled. y Take a deep breath… what do you do?
  47. 47. Case Study #9: International SnafuYou’re filling in for a technical staffer walking aninternational trade show as a client’s representative client swith your client. After talking to a potential partner,they present their card (with two hands) to your client yp ( ) yand he accepts it with one hand. He then turns it overand begins to write notes on the back of the potentialpartner’s card. ’ d Take deep breath… what do you do? T k ad b th h td d ?
  48. 48. Case Study #10: I Don’t Want to Talk to YouAs a female staffer, you approach a male on theperimeter of your booth space that looks interested interested.After asking him a qualifying question, he responds toyyour male staffer counterpart standing right next to p g gyou. Take a deep breath… what do you do?

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