Pre-show planning and execution are not to be taken lightly. Participating in any tradeshow or conference is a time and money intensive endeavor. Your organization’s success is dependent on the team’s preparation and execution.
It is also insightful to evaluate performance at the event and of the event itself.
Evaluating inputs and outcomes:
What is the difference in measuring inputs and outcomes?
Think of inputs as "cause" and measurement outcomes as "results." The correlation between the two is critical. The inputs or “causes” will create or impact the outcomes as "results."
Trade show Planning & Execution / Measurement:
Input activities are all the activities performed to get the desired outcomes. Only input activities can be modified as behaviors and actions, which in turn will impact the outcomes (the results).
- Start by making sure that the qualified opportunity “definition” for your organization is complete and clear; if not, fix it.
- Refine value propositions for ether specific audience(s).
- Develop relatable mini-stories as metaphors and similes for participants at the event.
- Define the specific input activities to the the desired outcomes, e.g.; calls. emails, etc., all forms of communication and action items.
- Schedule each of the specific input activities in a project plan, assign to people and resources. Include the minutia and the small steps.
Specific Input Examples:
- Calls and emails to set up meetings prior to the show
- Confirm all meetings (this is both an input and an outcome).
- Prepare for specific target industries and prospects. (Relatable stories, use-cases, application notes, ROI examples.)
- Recheck the value proposition statements for the show’s various industries.
- Recheck the relatable stories for each “value propositions” by industry.
Outcomes to be measured are the “results.”
- Did we achieve our pre-event task objectives?
- Did we achieve our event task and outcome objectives?
- What else did we learn?
- About anything related?
- About anything unrelated?
Outcome Examples:
- Completion of “pre-event” communications by type, person, timeframe, etc.
- The quantity of qualified opportunities identified at the show.
- The $s of qualified opportunities identified at the show.
- Post-show profile of each qualified opportunity with $s, plan and steps.
- Meetings and calls set up at the show with each “qualified” opportunity.
Correlations between our inputs (actions) and our outcomes (results)
Determine what inputs impacted which outcomes? What actions are most critical and yield the best resulting outcomes?
What actions are most critical and yield the best resulting outcomes?
Get very specific here in evaluating the correlations.
Check each assumption in evaluating the outcomes and the correlations.
What’s next?
- What is required now? What is our follow up plan?
- What about the next event?
- What about this same event next time?
- Was this event worthwhile? And worthwhile in relation to the time and cost involved?
- And how did the team and team members perform?
Note: Be objective in this analysis.
Everyone has strong suites. Are the team members being leveraged for the best outcomes for this event?
Do we need to modify the team members, roles and most importantly, the process?
Don’t shortchange the planning, execution and measurement of any event.
A well planned process and expectation management helps everyone execute better.