1) In the past, the tradeshow industry was divided between the "exhibitor camp" focused on exhibitor needs and the "show management camp" focused on show organizer needs, with little cooperation between the two.
2) Facility managers in Chicago, Las Vegas, and Orlando recognized the need to work with Exhibitor Appointed Contractors (EACs) and bring the camps together to better serve customers.
3) They developed initiatives like Chicago's "Chicago, Inc" consortium, Las Vegas' EAC registration process, and Orlando's training program to foster cooperation across the industry and address concerns like risk exposure, space and labor needs.
When it comes to social media there can be a lot of questions. Such as, when should I ask people to "Like" my Facebook Page? How much content should I have before I share my social account with the world? How do I measure success? How often should I post? These are some of the questions we’ll answer about the work you do before you launch your new social page. Join us as we provide a roadmap to making your social media efforts the best they can be right from the start.
Impacto de la devaluación de euro en los flujos comerciales en los países eur...Maider Fernandez
El Banco Central Europeo comenzó a comprar deuda pública para estimular la economía, lo que provocó una devaluación del euro. Esto ha tenido como consecuencia un aumento de las exportaciones europeas al volverse más baratas, pero también ha encarecido las importaciones a la zona euro. Los exportadores europeos se han beneficiado de un euro más débil, mientras que las empresas que venden a Europa podrían verse perjudicadas.
Este documento describe las ventajas y desventajas de las redes sociales, así como algunos riesgos comunes asociados con su uso. Entre las ventajas se encuentran la socialización, establecer contactos profesionales y obtener información de manera más personal. Algunas desventajas son la exposición de la privacidad si no se configura correctamente la privacidad y que pueden consumir mucho tiempo. También detalla algunos riesgos como el grooming, cyberbullying, sexting y malware. Finalmente, ofrece consejos para protegerse como
Este documento describe el problema de la infraestructura deficiente en los puentes internacionales de Reynosa, México, que causa largas filas y tiempos prolongados de cruce tanto para vehículos como peatones que viajan hacia Estados Unidos. El objetivo es agilizar los cruces mediante la mejora de la infraestructura, incluyendo la adición de carriles, el uso de tecnología para identificación rápida y la medición de tiempos de cruce para desarrollar mejores prácticas. La investigación consistirá en observar directamente los
El documento ofrece consejos sobre cómo manejar conversaciones difíciles y conflictos de manera constructiva. Sugiere pensar en los sentimientos propios y de la otra persona, reparar heridas emocionales para evitar confrontaciones, y considerar diferentes perspectivas de lo que ocurrió. También brinda consejos sobre negociación, como identificar intereses comunes, ser flexible, y enfocarse en resolver problemas en lugar de competir.
Security and Convenience Without CompromiseOneLogin
This document outlines a presentation about security and convenience in a digital mobile workplace. It discusses how technology enhancements and an agile workforce are driving new security needs. It argues that high security and high convenience are possible through solutions like OneLogin and Asure Software, which help companies manage global mobile workforces through cloud/SaaS access management and control. Asure Software focuses on productivity, usability and security for its 6,000+ clients worldwide. OneLogin's solution secures all apps, users and devices through single sign-on and two-factor authentication on mobile. The presentation concludes with a Q&A section.
Mindavation - Requirements Enoughness - when is enough enough?Haydn Thomas
The document discusses requirements management for projects. It provides knowledge and skills to understand the requirements process, who determines when requirements are complete enough, and why alignment is important for project success. The presentation covers defining project objectives and scope, gathering and refining requirements, and verifying that requirements deliver expected outcomes. It emphasizes that requirements must be specific, measurable, achievable, realistic and traceable to determine "enoughness".
Medical textiles are textile products designed for medical applications. They can be classified as non-implantable materials like wound dressings and bandages, extracorporeal devices like artificial organs, and implantable materials like sutures and grafts. Key properties for medical textiles include being non-toxic, non-allergenic, able to be sterilized, and bio-compatible. Common fibers used are natural fibers like cotton as well as synthetic fibers like polyester and specialty fibers like collagen and chitosan. Medical textiles help improve patient comfort and aid in healing.
When it comes to social media there can be a lot of questions. Such as, when should I ask people to "Like" my Facebook Page? How much content should I have before I share my social account with the world? How do I measure success? How often should I post? These are some of the questions we’ll answer about the work you do before you launch your new social page. Join us as we provide a roadmap to making your social media efforts the best they can be right from the start.
Impacto de la devaluación de euro en los flujos comerciales en los países eur...Maider Fernandez
El Banco Central Europeo comenzó a comprar deuda pública para estimular la economía, lo que provocó una devaluación del euro. Esto ha tenido como consecuencia un aumento de las exportaciones europeas al volverse más baratas, pero también ha encarecido las importaciones a la zona euro. Los exportadores europeos se han beneficiado de un euro más débil, mientras que las empresas que venden a Europa podrían verse perjudicadas.
Este documento describe las ventajas y desventajas de las redes sociales, así como algunos riesgos comunes asociados con su uso. Entre las ventajas se encuentran la socialización, establecer contactos profesionales y obtener información de manera más personal. Algunas desventajas son la exposición de la privacidad si no se configura correctamente la privacidad y que pueden consumir mucho tiempo. También detalla algunos riesgos como el grooming, cyberbullying, sexting y malware. Finalmente, ofrece consejos para protegerse como
Este documento describe el problema de la infraestructura deficiente en los puentes internacionales de Reynosa, México, que causa largas filas y tiempos prolongados de cruce tanto para vehículos como peatones que viajan hacia Estados Unidos. El objetivo es agilizar los cruces mediante la mejora de la infraestructura, incluyendo la adición de carriles, el uso de tecnología para identificación rápida y la medición de tiempos de cruce para desarrollar mejores prácticas. La investigación consistirá en observar directamente los
El documento ofrece consejos sobre cómo manejar conversaciones difíciles y conflictos de manera constructiva. Sugiere pensar en los sentimientos propios y de la otra persona, reparar heridas emocionales para evitar confrontaciones, y considerar diferentes perspectivas de lo que ocurrió. También brinda consejos sobre negociación, como identificar intereses comunes, ser flexible, y enfocarse en resolver problemas en lugar de competir.
Security and Convenience Without CompromiseOneLogin
This document outlines a presentation about security and convenience in a digital mobile workplace. It discusses how technology enhancements and an agile workforce are driving new security needs. It argues that high security and high convenience are possible through solutions like OneLogin and Asure Software, which help companies manage global mobile workforces through cloud/SaaS access management and control. Asure Software focuses on productivity, usability and security for its 6,000+ clients worldwide. OneLogin's solution secures all apps, users and devices through single sign-on and two-factor authentication on mobile. The presentation concludes with a Q&A section.
Mindavation - Requirements Enoughness - when is enough enough?Haydn Thomas
The document discusses requirements management for projects. It provides knowledge and skills to understand the requirements process, who determines when requirements are complete enough, and why alignment is important for project success. The presentation covers defining project objectives and scope, gathering and refining requirements, and verifying that requirements deliver expected outcomes. It emphasizes that requirements must be specific, measurable, achievable, realistic and traceable to determine "enoughness".
Medical textiles are textile products designed for medical applications. They can be classified as non-implantable materials like wound dressings and bandages, extracorporeal devices like artificial organs, and implantable materials like sutures and grafts. Key properties for medical textiles include being non-toxic, non-allergenic, able to be sterilized, and bio-compatible. Common fibers used are natural fibers like cotton as well as synthetic fibers like polyester and specialty fibers like collagen and chitosan. Medical textiles help improve patient comfort and aid in healing.
The trade show supplier ecosystem comprises over 10 broad service categories that work cooperatively and competitively to support trade shows in the US. The US hosts the largest number of trade shows globally each year, totaling over 11,000, which generate over $263 billion in annual economic impact. As roles within the ecosystem become increasingly blurred and the industry faces challenges from trends like new technologies and generational shifts, the future may bring new models of specialization, consolidation, or integration within the trade show supplier ecosystem.
The document summarizes key discussions from Hay Group's 2008 international client meeting where business leaders discussed fostering innovation. Several common conclusions were reached: 1) organizations often rely on conventional approaches that are not effective for innovation; 2) understanding customer jobs rather than preferences leads to better innovation; and 3) the innovation process is not linear but involves resolving dilemmas. Speakers provided examples of successful innovation through disruptive new products, focusing on "hot spots" that have high impact, and thinking like a startup to bring new approaches. While challenging to achieve, the meeting highlighted ways organizations can develop an innovative culture.
The document discusses improving customer service in the trade show industry. It describes how exhibitors often face poor customer service experiences like long wait times, lack of tools and preparedness from installers. An Exhibitor Industry Task Force was formed between industry associations, labor unions, and contractors to develop strategies to improve service. Their goals include standardizing language, increasing and training workers, and creating a PR campaign to improve the industry's image and communicate the benefits of their efforts to turn customer service from a "third-world" experience into a "world-class" one.
The document discusses the trade show supplier ecosystem, both currently and looking towards the future. It defines an ecosystem as companies working cooperatively and competitively around new innovations to support products and customer needs. The US trade show ecosystem has evolved over time from local service firms in the early 1900s supporting fairs and expositions. Today's US $263 billion ecosystem includes over 11,000 annual trade shows across 10 broad supplier categories. Global ecosystems are more fractured and varied, though consolidation is occurring. Emerging challenges like technology, generational shifts, and demonstrating value will impact how the ecosystem functions going forward.
This document discusses the dark side of the sharing economy and how to address problems within it. Some issues include short-term rentals driving up housing costs and disrupting communities. Sharing services also face challenges around regulating reviews to prevent fake reviews, ensuring fair taxes are paid, and absorbing risks like insurance. However, the sharing economy provides benefits in unlocking underutilized assets and reducing costs. The document argues that sharing platforms should self-regulate to build trust, taxes should be applied fairly without creating loopholes, and independent review certification could help problems be addressed as the sharing economy grows.
The document discusses the rise of business ecosystems and their increasing importance in today's economy. Key points:
- Business ecosystems are complex communities of interacting organizations, similar to natural ecosystems. They are becoming more prevalent as digitization and connectivity break down industry boundaries.
- Large companies like Alibaba, Softbank, and Nokia explicitly see themselves as part of or building business ecosystems rather than just competing as standalone firms.
- Ecosystems allow multiple players across industries to collaborate in creating and scaling markets in new ways. They encourage both competition and cooperation toward shared goals.
- By enabling new forms of value creation through specialized contributions and resources, ecosystems address fundamental needs and societal challenges in innovative ways.
BESTi 9 6 0We always know when an HBR article hits the b.docxAASTHA76
Theodore Levitt argues that industries assume themselves to be "growth industries" but fail to see that growth depends on how broadly they define their business and how carefully they gauge customers' needs. He analyzes how industries like railroads, movies, dry cleaning, and grocery stores narrowly defined themselves by their products rather than the customer needs they could meet. This led them to ignore competitive threats and new opportunities. Levitt asserts there are no truly "growth industries" and that sustained growth depends on companies creating and capitalizing on new opportunities to meet evolving customer needs.
Sharing is the new buying // Collaborative Economy Report by Vision Critical ...Albert Canigueral
Sharing is the New Buying, Winning in the Collaborative Economy // Collaborative Economy Report by Vision Critical and CrowdCompanies
http://www.web-strategist.com/blog/2014/03/03/report-sharing-is-the-new-buying-winning-in-the-collaborative-economy/
- The collaborative economy is growing rapidly, as many people intend to try sharing services in the next 12 months as have tried them in the past 12 months. This suggests the size of the collaborative economy could double.
- Re-sharing of pre-owned goods through sites like eBay and Craigslist is the most established form of sharing, used by 34% of respondents. However, transportation sharing through services like Uber is growing the fastest, with intent to use increasing by 138%.
- Younger neo-sharers aged 18-34 are most likely to try new forms of sharing. Three-quarters of neo-sharers are in this younger demographic, indicating further growth potential for sharing services.
Etude PwC sur l'économie collaborative (mai 2015)PwC France
En dix ans, le concept d'économie collaborative est devenu un véritable marché impliquant de nombreuses startups comme des grandes entreprises internationales. Alors que ce marché représente aujourd’hui 15 milliards de dollars, le cabinet d’audit et de conseil PwC estime qu’il atteindra 335 milliards de dollars d’ici à 2025.
Source
Les données relatives aux consommations collaboratives des Américains sont issues de l’étude « Consumer Intelligence Series: The Sharing Economy » publiée par PwC en avril 2015. Pour cette étude, 1 000 consommateurs américains, âgés de plus de 18 ans, ont été sondés en ligne entre les 17 et 22 décembre 2014.
By unlocking the sharing economy today, can companies transform today's threat into tomorrow's opportunity? What must incumbents and challengers do to position themselves ahead of disruption and to capitalize on new sources of revenue? Through consumer surveys, conversations with influencers, interviews with business executives and social listening, PwC's research presents a holistic view of what's unfolding across business and consumer landscapes.
Data-Driven Platform and Marketing: Consumer Intelligence Series the Sharing ...Dinh Le Dat (Kevin D.)
Data-Driven Platform and Marketing: Consumer Intelligence Series the Sharing Economy.
Like many other companies and sectors in today’s economy, the sharing economy’s success— indeed, its very existence—has been built upon data.
Data is the fuel that powers the modern information economy. The widespread collection and use of data helps expand the array of
services available and keeps prices low—or even at zero—for a great number of digital services.
In the case of the sharing economy, data about interactions is also what facilitates the reputational feedback mechanisms that have been so crucial to the development of trust among diverse parties. (The importance of those reputational mechanisms is discussed at
greater length in section VI.)
Análisis en detalle de las ventajas que la economía colaborativa puede aportar a su negocio y cómo ésta puede aplicarse en múltiples sectores de actividad.
Consumer Intelligence Series: The sharing economyPwC
By unlocking the sharing economy today, can companies transform today's threats into tomorrow's opportunity? What must incumbents and challengers do to position themselves ahead of disruption and to capitalize on new sources of revenue? Through consumer surveys, conversations with influencers, interviews with business executives and social listening, PwC's research presents a holistic view of what's unfolding across business and consumer landscapes.
The document provides an overview of research conducted by PwC on the sharing economy. It describes the methodology, which included surveying 1000 US consumers, interviews with industry specialists, and social media analysis. Key findings include that 19% of US adults have engaged in the sharing economy and 44% are familiar with it. Benefits identified include affordability and community building, while concerns relate to consistency and trust. Hospitality/dining and automotive/transportation are the most commonly used sharing economy sectors.
PWC Sharing Economy Survey 2015
Selon PWC Le marché mondial de l'économie collaborative devrait atteindre près de 335 milliards de dollars d'ici à 2025, contre 15 milliards en 2014
This document contains Derek Chu's portfolio highlighting his multimedia projects, graphic design work, writing samples, and resume. Some of the projects discussed include creating an ambassador program for LGM Financial Services around distracted driving, designing a website for West End Seniors' Network, and drafting a social media proposal for Volvo Cars Canada. The portfolio also showcases Derek's graphic design skills through examples of posters, newsletters, and other collateral. Samples of Derek's writing for blogs and essays are provided as well.
An abridged version of my presentation in the documentation track at SDL Innovate San Francisco, June 2014. I argue that the principles of structure, purity, and intelligence -- long features of technical writing and documentation practices -- will be indispensable for the effective adoption of customer experience management (CXM or CEM) on a broad scale.
ESSAY ON MY SCHOOL . Online assignment writing service.Finni Rice
The document discusses steps to request writing assistance from HelpWriting.net:
1. Create an account with a password and email.
2. Complete a 10-minute order form providing instructions, sources, deadline, and attaching a sample work.
3. Review bids from writers and choose one based on qualifications, history, and feedback, then pay a deposit.
4. Review the paper and authorize full payment if satisfied, or request revisions for free.
The trade show supplier ecosystem comprises over 10 broad service categories that work cooperatively and competitively to support trade shows in the US. The US hosts the largest number of trade shows globally each year, totaling over 11,000, which generate over $263 billion in annual economic impact. As roles within the ecosystem become increasingly blurred and the industry faces challenges from trends like new technologies and generational shifts, the future may bring new models of specialization, consolidation, or integration within the trade show supplier ecosystem.
The document summarizes key discussions from Hay Group's 2008 international client meeting where business leaders discussed fostering innovation. Several common conclusions were reached: 1) organizations often rely on conventional approaches that are not effective for innovation; 2) understanding customer jobs rather than preferences leads to better innovation; and 3) the innovation process is not linear but involves resolving dilemmas. Speakers provided examples of successful innovation through disruptive new products, focusing on "hot spots" that have high impact, and thinking like a startup to bring new approaches. While challenging to achieve, the meeting highlighted ways organizations can develop an innovative culture.
The document discusses improving customer service in the trade show industry. It describes how exhibitors often face poor customer service experiences like long wait times, lack of tools and preparedness from installers. An Exhibitor Industry Task Force was formed between industry associations, labor unions, and contractors to develop strategies to improve service. Their goals include standardizing language, increasing and training workers, and creating a PR campaign to improve the industry's image and communicate the benefits of their efforts to turn customer service from a "third-world" experience into a "world-class" one.
The document discusses the trade show supplier ecosystem, both currently and looking towards the future. It defines an ecosystem as companies working cooperatively and competitively around new innovations to support products and customer needs. The US trade show ecosystem has evolved over time from local service firms in the early 1900s supporting fairs and expositions. Today's US $263 billion ecosystem includes over 11,000 annual trade shows across 10 broad supplier categories. Global ecosystems are more fractured and varied, though consolidation is occurring. Emerging challenges like technology, generational shifts, and demonstrating value will impact how the ecosystem functions going forward.
This document discusses the dark side of the sharing economy and how to address problems within it. Some issues include short-term rentals driving up housing costs and disrupting communities. Sharing services also face challenges around regulating reviews to prevent fake reviews, ensuring fair taxes are paid, and absorbing risks like insurance. However, the sharing economy provides benefits in unlocking underutilized assets and reducing costs. The document argues that sharing platforms should self-regulate to build trust, taxes should be applied fairly without creating loopholes, and independent review certification could help problems be addressed as the sharing economy grows.
The document discusses the rise of business ecosystems and their increasing importance in today's economy. Key points:
- Business ecosystems are complex communities of interacting organizations, similar to natural ecosystems. They are becoming more prevalent as digitization and connectivity break down industry boundaries.
- Large companies like Alibaba, Softbank, and Nokia explicitly see themselves as part of or building business ecosystems rather than just competing as standalone firms.
- Ecosystems allow multiple players across industries to collaborate in creating and scaling markets in new ways. They encourage both competition and cooperation toward shared goals.
- By enabling new forms of value creation through specialized contributions and resources, ecosystems address fundamental needs and societal challenges in innovative ways.
BESTi 9 6 0We always know when an HBR article hits the b.docxAASTHA76
Theodore Levitt argues that industries assume themselves to be "growth industries" but fail to see that growth depends on how broadly they define their business and how carefully they gauge customers' needs. He analyzes how industries like railroads, movies, dry cleaning, and grocery stores narrowly defined themselves by their products rather than the customer needs they could meet. This led them to ignore competitive threats and new opportunities. Levitt asserts there are no truly "growth industries" and that sustained growth depends on companies creating and capitalizing on new opportunities to meet evolving customer needs.
Sharing is the new buying // Collaborative Economy Report by Vision Critical ...Albert Canigueral
Sharing is the New Buying, Winning in the Collaborative Economy // Collaborative Economy Report by Vision Critical and CrowdCompanies
http://www.web-strategist.com/blog/2014/03/03/report-sharing-is-the-new-buying-winning-in-the-collaborative-economy/
- The collaborative economy is growing rapidly, as many people intend to try sharing services in the next 12 months as have tried them in the past 12 months. This suggests the size of the collaborative economy could double.
- Re-sharing of pre-owned goods through sites like eBay and Craigslist is the most established form of sharing, used by 34% of respondents. However, transportation sharing through services like Uber is growing the fastest, with intent to use increasing by 138%.
- Younger neo-sharers aged 18-34 are most likely to try new forms of sharing. Three-quarters of neo-sharers are in this younger demographic, indicating further growth potential for sharing services.
Etude PwC sur l'économie collaborative (mai 2015)PwC France
En dix ans, le concept d'économie collaborative est devenu un véritable marché impliquant de nombreuses startups comme des grandes entreprises internationales. Alors que ce marché représente aujourd’hui 15 milliards de dollars, le cabinet d’audit et de conseil PwC estime qu’il atteindra 335 milliards de dollars d’ici à 2025.
Source
Les données relatives aux consommations collaboratives des Américains sont issues de l’étude « Consumer Intelligence Series: The Sharing Economy » publiée par PwC en avril 2015. Pour cette étude, 1 000 consommateurs américains, âgés de plus de 18 ans, ont été sondés en ligne entre les 17 et 22 décembre 2014.
By unlocking the sharing economy today, can companies transform today's threat into tomorrow's opportunity? What must incumbents and challengers do to position themselves ahead of disruption and to capitalize on new sources of revenue? Through consumer surveys, conversations with influencers, interviews with business executives and social listening, PwC's research presents a holistic view of what's unfolding across business and consumer landscapes.
Data-Driven Platform and Marketing: Consumer Intelligence Series the Sharing ...Dinh Le Dat (Kevin D.)
Data-Driven Platform and Marketing: Consumer Intelligence Series the Sharing Economy.
Like many other companies and sectors in today’s economy, the sharing economy’s success— indeed, its very existence—has been built upon data.
Data is the fuel that powers the modern information economy. The widespread collection and use of data helps expand the array of
services available and keeps prices low—or even at zero—for a great number of digital services.
In the case of the sharing economy, data about interactions is also what facilitates the reputational feedback mechanisms that have been so crucial to the development of trust among diverse parties. (The importance of those reputational mechanisms is discussed at
greater length in section VI.)
Análisis en detalle de las ventajas que la economía colaborativa puede aportar a su negocio y cómo ésta puede aplicarse en múltiples sectores de actividad.
Consumer Intelligence Series: The sharing economyPwC
By unlocking the sharing economy today, can companies transform today's threats into tomorrow's opportunity? What must incumbents and challengers do to position themselves ahead of disruption and to capitalize on new sources of revenue? Through consumer surveys, conversations with influencers, interviews with business executives and social listening, PwC's research presents a holistic view of what's unfolding across business and consumer landscapes.
The document provides an overview of research conducted by PwC on the sharing economy. It describes the methodology, which included surveying 1000 US consumers, interviews with industry specialists, and social media analysis. Key findings include that 19% of US adults have engaged in the sharing economy and 44% are familiar with it. Benefits identified include affordability and community building, while concerns relate to consistency and trust. Hospitality/dining and automotive/transportation are the most commonly used sharing economy sectors.
PWC Sharing Economy Survey 2015
Selon PWC Le marché mondial de l'économie collaborative devrait atteindre près de 335 milliards de dollars d'ici à 2025, contre 15 milliards en 2014
This document contains Derek Chu's portfolio highlighting his multimedia projects, graphic design work, writing samples, and resume. Some of the projects discussed include creating an ambassador program for LGM Financial Services around distracted driving, designing a website for West End Seniors' Network, and drafting a social media proposal for Volvo Cars Canada. The portfolio also showcases Derek's graphic design skills through examples of posters, newsletters, and other collateral. Samples of Derek's writing for blogs and essays are provided as well.
An abridged version of my presentation in the documentation track at SDL Innovate San Francisco, June 2014. I argue that the principles of structure, purity, and intelligence -- long features of technical writing and documentation practices -- will be indispensable for the effective adoption of customer experience management (CXM or CEM) on a broad scale.
ESSAY ON MY SCHOOL . Online assignment writing service.Finni Rice
The document discusses steps to request writing assistance from HelpWriting.net:
1. Create an account with a password and email.
2. Complete a 10-minute order form providing instructions, sources, deadline, and attaching a sample work.
3. Review bids from writers and choose one based on qualifications, history, and feedback, then pay a deposit.
4. Review the paper and authorize full payment if satisfied, or request revisions for free.
ESSAY ON MY SCHOOL . Online assignment writing service.
TSEFacility
1. 12 Tradeshow Executive • July/August 2001
EAC INSIGHT BY JIM WURM
No Time for Friction: Warp-speed Expansion
Forces a Unified Focus on Customer Service.
It Works Better When
You Work Together
T
wenty years ago, there were two distinct and
separate solutions on the table when the
topic was how best to manage growth in the
tradeshow industry. One solution was that of
the exhibitor “camp,” which was made up of
exhibit managers, exhibit design and build
firms and the variety of exhibitor-appointed contractors
(EACs) who serviced those exhibits.
The opposing camp was show management—show orga-
nizers, facility managers and official service contractors.
The focus of the exhibitor camp was to consider the
logistics and servicing options necessary to respond effec-
tively to an increasing number of exhibitors and to the
increasing number of events in which they were choosing
to participate. Tradeshow participation was growing expo-
nentially then; the demand for exhibit service companies
was exploding. Any change in approach in the exhibitor
camp was being driven by the needs of exhibitors.
At the show management level, the focus was to build
the industry infrastructures necessary to support the
increased demand for events. It was not uncommon at that
time for show organizers to assist in funding facility expan-
sion—expansion was that valuable to them. Facility man-
agement and official show contractors met routinely to
review operational and logistical issues related to upcom-
ing shows. Those discussions were driven not by the needs
of exhibitors but by the needs of the other member of the
camp: the show organizers.
In other words, the customer in the exhibitor camp was
the exhibitor, and the customer in the show organizer camp
was the show organizer. And there was little, if any,
crossover between them. There was, however, a healthy
dose of mutual distrust.
So even in the face of problems that could be solved by
a meeting of minds from both camps, no such meetings took
place. Instead there was an impenetrable, albeit invisible,
barrier that isolated one camp from the other.
The best evidence of this barrier was the increasing con-
cern of show management as the number of “non-official
exhibit services companies” on the tradeshow floor began
to grow. Neither show organizers nor management under-
stood the value of EACs, the services they provided to both
events and facilities.
In fact, from the perspective of organizers and facilities
in the 1980s and early 1990s, EACs were an entity that
made life more difficult: They were appearing in increasing
numbers and, in doing so, they were increasing both show
and facility exposure to risk. It was not uncommon then for
show organizers and facility managers to believe—naively
—that events would run more smoothly if EACs simply
disappeared. They didn’t realize that the growth in the
number of exhibiting companies, and in the size and com-
plexity of their exhibits, was
fueled not solely by market
forces, but also by the grow-
ing sophistication of exhibit
services. And the lack of a
relationship between the
exhibitor camp and the
show management camp
only fueled this misunder-
standing, and quashed the
possibility of any construc-
tive discussion in which
these concerns could be
addressed. So, throughout
the latter part of the 1980s
and well into the 1990s, this
ill will festered.
The New Facility Manager Steps Forward
But at about this same time, something else began to
happen. In increasing numbers, the managers of municipal-
and state government-owned tradeshow facilities were
given the word they no longer could operate as loss leaders,
that they had to start making profits. To meet this demand,
an entirely new style of management was required and,
accordingly, in time a new style of facility manager emerged.
The challenges they faced were numerous and signifi-
cant. Suddenly, they had to meet the demands of existing
clients, seek solutions to the seeming non-stop need for
more prime exhibit space and compete for new business
not only with the top-tier, out-of-town convention cen-
“It was not uncommon
then for show
organizers and facility
managers to believe—
naively—that events
would run more
smoothly if EACs
simply disappeared.”
2. ters—with which they always had competed—but also with
new, privately owned facilities in their own backyards.
It also was common at that time for facility managers to
be grappling with expansion. Between 1980 and the turn of
the millennium, many facilities grew from about 300,000
square feet to about a million. And in addition to the brick-
and mortar-questions they faced daily, there was another
type of question they had to deal with, the type that has no
for-sure answer: Does this community have the necessary
resources to provide what we need?
Such was the case for three managers, one in Chicago,
one in Las Vegas and one in Orlando. To ensure success,
each was pushed to move beyond the limitations of “this
camp versus that camp.” Each realized that solutions
would come with unity, with all involved working together
to continually improve show services and the world-class
venues they served.
Chicago, Inc.: First to Embrace EACs
In Chicago, Tom Mobley, general manager of the
MPEA, recognized that the facilities he oversees—
McCormick Place and Navy Pier—were in danger of losing
several large, long-standing clients, such as the RSNA (a
huge show for radiologists) and the National Housewares
show, if he didn’t act to keep them. Driven by exhibitor
demand, they were shopping for alternate venues that
might better meet their needs.
In a manner that was both decisive and unprecedented,
Mobley and others worked to found the consortium known
as Chicago, Inc., an entity whose purpose is to do what’s
necessary to keep events in Chicago. Chicago, Inc.
addressed a wide-range of show management and exhibitor
concerns. For example, a part of their work was the for-
mation of a unified labor pool, which simplified the process
by which exhibits are erected in MPEA facilities.
Mobley was among the first facility managers to openly
embrace a relationship with EACs. He understood that the
servicing of exhibitors at tradeshows required a collabora-
tion between the official contractor and EACs. And that if
he wanted to ensure that exhibitors who came to
McCormick Place and Navy Pier were well served, he
needed to work with a unified camp.
Now, after eight years of hard work, Mobley not only
has successfully kept his flagship shows in Chicago, he also
has also helped to create a template for other convention
cities to follow. In fact, the success of the program in Chica-
go, which includes the local Illinois Exhibitor Appointed
Contractor Association, was the inspiration for the found-
ing of a national association of EACs, the Exhibitor
Appointed Contractor Association or EACA.
Las Vegas: Relieving Risk Exposure
In Las Vegas, Tom Smith, vice president of the Las
Vegas/Convention Visitors Authority, was among the first
in facility administration to devise a plan that would to
relieve risk-exposure concerns related to the presence of
EACs. Smith’s solution was an annual EAC registration
process requiring EACs to submit bona fide certificates of
insurance. Once they do, they are welcome to work in the
Las Vegas Convention Center. The registration process
enabled Smith to effectively relieve his show organizer
clients of their insurance concerns and, at the same time, to
develop a spirit of greater cooperation between facility
management and the EACs that service Las Vegas shows.
Orange County: Training Internship Program
The challenge for Tom Ackert, general manager of the
Orange County Convention Center (OCCC) in Orlando,
was to help supply the union and local contractors with an
adequate number of trained show-floor workers to service
events. The OCCC had the space to accommodate almost
any show in the country, but it could not host the largest
shows without an increase in trained personnel.
With the support and cooperation of Orange County, the
official contractors, EACs and the local union, Ackert
developed the Training Internship Program, or TIP, to
accelerate the process by which individuals are identified,
recruited and trained to be professional show-floor workers.
Recently, the program celebrated its first graduation,
and it has been widely recognized as a success by the newly
unified community of tradeshow companies in Orlando.
The Lesson: Communication Works
In each of these examples, facility managers reached out
to the EAC community to assist in the creation of a facility-
based initiative that would benefit the entire local tradeshow
industry. EACs were open to finding new ways to raise the
level of service excellence in their communities. It’s safe to
say that each community—Chicago, Las Vegas and Orlan-
do—is fully confident that there’s no management-exhibitor
issue that can’t be resolved in an amicable and collaborative
fashion. And that confidence is due to a new found service
alliance of facility managers, official contractors and EACs,
to a unified focus on the needs of the
industry’s customers, show organizers
and exhibitors. TSE
July/August 2001 • Tradeshow Executive 13
Jim Wurm (jimwurm@eaca.com) is Executive
Director of the Exhibitor Appointed Contractor
Association, (514) 317-8768.