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January 2005

PhantomBrands

Trade ShowStrategy…a Recipe for Success

Up Close &Personal withDavid Larkin

PhantomBrands

Trade ShowStrategy…a Recipe for Success

Up Close &Personal withDavid Larkin

David LarkinPresidenttsnn.comRFID

TechnologyThe BraveNew World

RFID TechnologyThe BraveNew World

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4 Brilliant Results | January 2005 www.brilliantpublishing.com

Feat

ures 22Trade Shows & Promotional

Products:A Recipe for SuccessAn easy step-by-step recipe designed to make

all your trade shows deliver results.

38Measure the R.O.I. at Trade Shows

The right mix of creative and promotionalproducts makes it easy.By Cliff Quicksell, MAS

46Phantom BrandsIdentifying phantom brands and understand-

ing why they fall into disrepair.By Bill Nissim

58RFID Brave New World or Real World?

An interesting look at the future using RFIDtechnology.

Departments6 Publisher's Letter

74 Advertising IndexGet FREE Information from thismonth's advertisers

76 Calendar

78 The Last Word Part IBrilliant Results talks to Mary Upton, ASI Show VP of Operations for herinsight on trade show success.

80 The Last Word Part IIBrilliant Results talks to Darel Cook,Director of Expositions & Meetingsfor Promotional Products AssociationInternational about trade shows andthe part promotional products playin exhibitor success.

82 OFF THE CUFFInteresting bits of information to get you thinking

Columns52 Hot Products…Things We Love

A showcase of some hot products tokeep your creatively warm this winter

44 Technology: How to Increase your Web Site Trafficwith Offline PromotionBy Randall P. Whatley

68 What Works:Case Studies that Delivered BrilliantResults

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Contents

8 Up Close and Personal! This month Brilliant Results is bringing you face-to-face with one of the tradeshowindustry’s top power brokers, David Larkin, from tsnn.com.

Cover Story

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Publisher’s LetterBrilliant Publishing LLC

9034 Joyce LaneHummelstown, PA 17036

Ph: 717.608.5869Fax: 717.566.5431

PUBLISHER / ADVERTISING

Maureen [email protected]

717-608-5869

EDITORIALEditor in Chief

MaryAnne Morrill

Senior EditorMichelle Donofrey

Style EditorCharity Plata

Asst. EditorMildred Landis

Contributing Writers...John Amsterdam, Robert Berman, David

Goldfarb, Bill Nissim, Cliff Quicksell, Chris Smith,Randall P. Whatley

PRODUCTION / DESIGNArt Director

Percy Zamora

Contributing DesignerChuck Moser

PhotographerDavid Larkin Images- Gen Nishino

Brilliant Results is published monthly byBrilliant Publishing LLC, 9034 Joyce LaneHummelstown PA 17036 (717) 608-5869; Fax# (717)566-5431. Postage paid at Mechanicsburg PA andadditional offices. POSTMASTER please sendaddress changes to Brilliant Results, 9034 JoyceLane, Hummelstown PA 17036. Volume 2. Number 1.Brilliant Results subscription rates: one-year $120;Canadian $160 USD; one-year foreign $225 USD. Allsubscriptions are non-refundable. Copyright © 2004Brilliant Publishing LLC. All rights reserved. The pub-lisher reserves the right to accept or reject any adver-tising or editorial material. Advertisers, and/or theiragents, assume the responsibility for any claimsagainst the publisher based on the advertisement.Editorial contributors assume responsibility for theirpublished works and assume responsibility for anyclaims against the publisher based on publishedwork. No part of this publication can be reproducedin any form or by electronic or mechanical means,including information storage and retrieval systems,without written permission from the publisher. Allitems submitted to Brilliant Results become the soleproperty of Brilliant Publishing LLC. Editorial contentdoes not reflect the views of the publisher. Theimprints, logos, trademarks or trade names(Collectively the “Marks”) displayed on the productsfeatured in Brilliant Results are for illustrative pur-poses only and are not available for sale. The marksdo not represent the implied or actual endorsementby the owners of the Marks of the product on whichthey appear. All of the Marks are the property of therespective owners and are not the property of eitherthe advertisers using the Marks or Brilliant Results.

t the beginning of each New Year’s

Eve there is always a feeling of antici-

pation in the air. What will this year

bring…Will I be happy? Will I be

healthy? Will I be prosperous? Then

the ball drops, the noisemakers stop

blaring, the revelers return home to

awaken to a New Year and to find out

what lies ahead.

This year I have decided that my

motto will be simple; "Giddy Up!" I

know when my New Year begins it

will start like a horse racing out of the

gate as we prepare for Brilliant

Results to become a monthly publica-

tion. While I too am both unsure and

excited about what the future will

bring, I do know that we will continue

to provide our readers with cutting

edge ideas and access to the right

relationships and resources to ensure

that their promotions actually achieve

Brilliant Results.

With that in mind we kick off the

year with an issue devoted to any-

thing and everything about trade

shows. This issue has been designed

and perfectly timed to help our read-

ers be well informed about the do’s

and don'ts of trade show success. It

is packed full of interviews and

insight from power brokers like David

Larkin of tsnn.com and promotional

products insiders like Mary Upton

from ASI and Darel Cook from PPAI.

We have even provided a step by step

recipe for trade show success! All this

has been done with one thing in

mind…to provide you, our readers

with thought provoking ideas and

useful information as you roll into the

trade show season. So if your organi-

zation is involved in exhibiting at or

attending trade shows this year, this

is the issue you need to read from

cover to cover!

As you are reading, our team will

be attending 2005's first onslaught of

trade shows having to do with mar-

keting, packaging, promotional prod-

ucts and more. We will be out there

visiting every booth to find exciting

new ideas and products to bring back

for your review in our Things We Love

feature. Our team will also be talking

with the movers and shakers to report

about compelling and successful case

studies regarding "what works" to

get your creative juices flowing.

So here we go…2005 is upon us,

the show floors are rockin' and while I

could say something common like

"wishing you much success", I think

I'll simply say "Giddy up!" Let the

Games begin!

Have a Brilliant Day!

Maureen

TM

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INFORMATION They say information is power. If that is the case, this

month Brilliant Results is bringing you face-to-face with

one of the tradeshow industry’s top power brokers, David

Larkin, from tsnn.com. With 120,000 TSNN-registered

users, 270,000 unique users per month on TSNN and 80,000

unique users per month on TSNN.CO.UK adding up to

a 600,000 page impressions per month average and

newsletter/e-mail marketing sent to 50,000 (per release)

e-mail addresses eight times each month, it is easy to see

why tsnn.com is a trade show industry powerhouse. An

invigorating visit with the man behind trade show news

network will bring you unique insight into the trade show

business and how to ensure that your show efforts pay off.

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Brilliant Results | January 2005 9www.brilliantpublishing.com

BR: Who is David Larkin?DL: I grew up in this industry. My family’s busi-

ness was the Larkin Group, a trade show companythat produced as many as 15 shows per year,including the International Kids Fashion Show andthe International Fashion Boutique show that hadover 1,500 exhibitors. In fact, at one point, theLarkin Group was the biggest tenant of the JavitzCenter in New York.

As for me, I grew up in the business. I startedin junior high working in the mailroom. Then,worked my way up to selling booths and did justabout everything in between. I ultimately lefthome to attend Syracuse University, where I gotmy degree in Film and Drama. After graduating itwas back to New York where I got my first job inthe movie industry. It was awesome! I worked lit-erally 18 hours a day, six days a week for a $100bucks a week. My first film was the now infa-

mous C.H.U.D. If you missed it, it’s a must see“B” flick. The film company rented a loft in Soho,and my job was to turn it into a movie set. Youknow, put wet towels on the wood floor to stopthe squeaking, soundproof the walls, etc. Then Igot my big break to move to Hollywood. I wasgoing to make it big; I just knew it! I got a gig asthe production manager for a small productioncompany. We did cable movies like HollywoodHot Tubs and other big name stuff like that. I hada blast, but began to realize this wasn’t going tobe my long-term calling. In 1986, the JavitzCenter opened up in New York. My dad calledand said the family business was booming, andthey were going to open an office in Los Angeles.I thought to myself, what the heck? I’ll do it forsix months to help out my family and make a fewbucks. Well, 15 years later, I was still there untilwe eventually sold the business.

IS POWERphoto by Gen Nishino

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I have been a trade show organizer for manyyears. I have been an attendee at the best tradeshows throughout the world. I have owned businesses that have exhibited at a variety ofshows, and now I run the world’s largest portal forinformation about trade shows. I think, or at leasthope, that my unique experience will be of interestto your readers.

BR: Where did the idea for tsnn.com come from?

DL: In the late 90’s it became fairly obvious thatour family was going to sell the Larkin Group. Theindustry was changing, and the relatively easygrowth we had experienced for many years wasbeginning to wane. In 1999, we sold to Advanstar,a company that is still one of the largest tradeshow promoters in the United States.

That sale occurred right about the time that theInternet was starting to boom. I saw this goldenopportunity that could bring benefit to the indus-try, not be a threat. I remember hearing feedbackthat my concept was too radical. The industry was-n’t ready for it. How would it work? Who woulduse it? Then again, didn’t every Internet companyfield comments like that back in the late ’90s?

In essence I saw an opportunity, a void if youwill, where information having anything and every-thing to do with trade shows could be easily found,updated tracked and used in laser-focused directmarketing efforts. I figured I’d been in the industryall my life, know a lot of people and was fascinatedwith the Internet. So, why not give it a shot?

BR: What is tsnn today?DL: Simply stated, we are the nation’s No. 1

online portal for anything and everything havingto do with trade shows globally. We are an onlinedirectory about essentially every major trade

show, in every industry, in the world. We also useour data in an opt-in format to assist businesses inmarketing to their show-related audiences. Youknow, supplier of show equipment to show pro-moters, show exhibitors to show organizers, showattendees to show exhibitors, etc.

BR: Why did you pick the trade show industryas your profession of choice?

DL: Well, it’s what I learned growing up. I haveto say; it was very fun being a kid in his early 20srunning fashion trade shows in New York. To me,the lure of the Internet was that sex appeal oftoday. It is still so exciting - the boundless opportu-nities. I figured that I knew the trade show industryand all the movers and shakers in it, so, if theInternet was my future, it was a no-brainer to makemy entrance on to the World Wide Web via thetrade show business. I am still totally fascinated byit and am passionate about what the future holds.

BR: Tell us a bit about the merger with Tarsus?DL: Probably the best thing that ever happened

to tsnn.com was my inability to raise capital. Itsounds strange, but since we didn’t have angel orVC money, I was forced to run a responsibleInternet company – a rarity in the ’90s. However,in my quest for capital, I met Doug Emslie, themanaging director for Tarsus, a trade show pro-ducer based in the UK. I was looking for investors,and he was looking for an online solution liketsnn.com for Europe. He and I clicked, and, in1999, Tarsus bought 15% of our company. By 2000,we had struck a deal to have them acquire 100%of the stock. Doug wanted me to run it for them,so our agreement called for me to stay on as thepresident of tsnn. In 2003, the Internet bubbleburst, and Tarsus decided to spin off tsnn. I put adeal together to have the American employeesbuy it back, and that is where we are today.

BR: What is tsnn.com’s strongest values/bene-fits to its users?

DL: We are the trade shows industry’s onlineyellow pages. Our audience is made up of tradeshow exhibitors and attendees. Furthermore,show promoters need access to our database tofind the best suppliers and inform attendees andexhibitors about their shows. Our platform is setup to place the onus on the show organizer toupdate the data about their own shows. Thisensures they get the exposure, and it keeps infor-

Probably the best thing thatever happened to tsnn.com

was my inability to raise capital. It sounds

strange, but since we didn’thave angel or VC money,

I was forced to run a responsible Internet company

– a rarity in the ’90s.

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mation absolutely current and accurate.We do provide the basic information free of

charge. We also sell adverting on the site.However, our strongest value seems to be thedirect marketing products and services we offerour clientele.

Our technology is solid, and the site is fullyautomated. As a viewer uses the site, they canopt-in to enter their information. We track theirtrends and history, which allows us to offer theexact direct marketing products and services theywant. Our online solution can target leads far morecompetitively than any off-line resource.

BR: Let’s talk a bit about the trade show indus-try as a whole. What are the most significantchanges you have seen in the trade show indus-try over the last 5-10 years?

DL: Two words: the Internet! Like many indus-tries, the Internet has changed the trade showindustry in ways unimaginable just a few years ago.For example, when we first started collecting e-mailaddresses to put businesses in contact with eachother and offer a cost-effective way to promoteshows, no one had them. Today it would seemunfathomable to put on a show without things likeonline registration to streamline the sign-up processand e-mail marketing to promote the show.

When the Internet bubble crashed and post9/11, the industry was dramaticallyimpacted. There has been agiant culling of tradeshows. Even COMDEX,

once the biggest show in the U.S., is not even run-ning anymore. Why? Everyone started looking forROI on trade show and no one could prove it.People (exhibitors and attendees) were not asinterested in traveling to see a show. And, thetruth is, there was way too much partying, a.k.a.“T&E,” for you accountants out there.

On the other hand, the consumer electronicsshow is bigger than ever. Consumer-tech is sexy.People are interested, and the show is thriving.

BR: What do you see as the most significantchanges coming in the next 5-10 years?

DL: One of the problems, until the last recession,is that the trade show industry was basically reces-sion-proof. The industry really hadn’t changed for-ever, and, the bottom line is, they were lazy. Itseemed as though no one in the business knewhow to handle the new world.

I see people like the Gartner Group doing inter-esting things that I believe will be trends in thefuture. They really have made a mantra of “smalland focused is beautiful.” They accommodate thebuyers first. As simple as it sounds, that is new forthe industry. They are building their shows fromthe buyer’s perspective rather than just throwthem in the middle of the show floor with a bunchof booths. As I look back at it now, it seems in theold days we went out of our way to not help buy-

ers. And, why not? Our focus was on ourcustomers – the exhibitors. As if

that wasn’t bad enough, insurvey after survey, buy-

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ers would tell us they wanted to see newexhibitors with new ideas. So what did we do? Weburied them in the back at the show under thepretense that the older exhibitors had senioritywith premium positions. I completely understandit, yet it seems kind of crazy as I look back on it.

Going forward, show producers need to do abetter job of matching buyers, exhibitors andshows. For example, when a buyer visits anexhibitor’s booth, they swipe your badge. Whenthe buyer gets home, they are typically over-whelmed with all the stuff they saw and cartedhome. You know the drill. The bag of stuff sits inthe corner of your office for months until you final-ly decide to file it, or, more commonly, toss it. Youcan hardly remember why you grabbed what yougrabbed. At tsnn.com, we helped show organizersreverse the norm. We developed an application tosend the buyers a list of the booths they visitedinstead of just sending the exhibitors a list of whovisited them. From there, we directed the buyersto a Web page where they could check off the buy-ers they really wanted to talk to after the frenzy ofthe show.

BR: We know you’re not an exhibitor, but youhave worked around enough of them in your life,and we need you to think like one for a fewmoments. Talk a little about the importance ofpre-show marketing. What should exhibitors do,or not do, to drive traffic to their booths pre-showand to maximize the value of leads post-show?

DL: If you are an exhibitor, pre-show marketingis crucial to maximize the ROI from a show. Sincemy interest lies in the Internet, let me start there.The Internet allows for greater matching and data-base management to enable show attendees to

truly focus their efforts. However, I don’t think anyone tool will get the job done in today’s fiercelycompetitive market. A trade show can no longerbe a three-day event. Today, trade shows shouldtake on the role of being the centerpiece of a year-round campaign. Target, target, target. You cancertainly target the 20 buyers that showed up, butwith pre-show and post-show direct marketingcampaigns, now you can get to the 80 that didn’tmake it to the show, too. That is exciting!

A few examples from Larkin: • Tarsus has a great program with ebay to use

their platform to keep business going after theshow.

• My friend Patrick Buchen, the general manag-er at BELO Expo, recalled a company doing adirect mail campaign that sent prospective atten-dees clues in advance of a show. The clues couldonly be found at various places on the show floor,and on the company’s Web site. If you solved themystery, you were entered to win a BMW sportscar. This not only raised attendance to the compa-ny’s booth, but also drove traffic to their Web site.Brilliant! Pardon the pun.

• Heidi Genoist from Trade Show WeekMagazine recalled a cooking theme that was doneat HSMAI. One of the destinations got all of itsvenues together and had each one come up withsome sort of cooking-related theme or tag linewith a tie-in to specific food. They combined themall into a recipe they sent out. If you went to eachbooth that was participating, you could get all theingredients for the recipe. That was pretty cool.

• Lauren Barkan from Advanstar said one of thecoolest promos she ever saw was a long stick witha dog made out of foam on the end. Everyonewanted one, and people were walking around theshow looking like they were walking their dogs. Atanother show, we saw adults clambering for theselittle, custom wee-puls (cotton balls with eyes,feet and a tag message). Sometimes, the strangestpromotional products can catch on like wildfire,causing attendees to take these items back home,put them in their office, show them to friends andessentially remember the exhibitor forever.

These are just a few ideas from some of myassociates. The possibilities are endless. I thinkthe point is this: businesses today have to do fullyintegrated marketing campaigns in order to besuccessful. Trade shows can be a powerful part of

Today, trade shows shouldtake on the role of being

the centerpiece of a year-round campaign.

Target, target, target.

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that overall campaign. However, pre-showmarketing and post-show follow up usingunique, dimensional components are critical.

BR: The promotional merchandise indus-try does more than $16 billion dollars inannual gross revenue. A good chunk of thatis done in and around the trade showindustry. What was once considered “trin-kets and trash” is now an enormously pow-erful industry. How important do you thinkpromotional merchandise, and more impor-tantly good strategic use of that product, isin the trade show world?

DL: Actually, I see a lot less stuff at theshows these days. Don’t misunderstand; Ithink that’s a good thing. It means exhibitorsare putting more thought into well designedpromotions and using promotional merchan-dise the “right” way instead of just givingaway “stuff.” I used to attend shows whereexhibitors gave away T-shirts and drew ahuge crowd doing it. But, where was thevalue? Where was the ROI? Where was themeasurement?

Again, I think the good companies in thepromotional product industry are workingwith their clients to develop results-orientedintegrated marketing campaigns. Thiswould include something that’s sent out inadvance, needs to be processed at theshow, and has a follow-up component afterthe show.

Another critical factor when using promo-tional items at a show: training your boothpersonnel. You can’t just take field reps,shove them in a booth and tell them to go. Ifthe sales people working the booth don’tclearly understand the full breadth of thecampaign, you are doomed to fail. If the peo-ple staffing your booth treat your promotion-al items like trinkets and trash, that’s howyour investment in these marketing toolswill be perceived. In fact, I’ve seen manyinstances over the years where the peopleworking the booth just don’t want to be“hassled” with taking the remaining materi-als home, so they just give it out by thehandful. If you saw any other companyasset treated this way it would be grounds

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for termination. Think about that. At one point, I had developed calendar

software for the promotional product indus-try, and I actually exhibited in the showswhere all the promotional products are shown.I’ll never forget the first time we did the show inNew York. We had a spectacular show. All of theother vendors came over because they were jealousof our crowds. Their problem was that they were allselling the same stuff – water bottles, pens, mugs, etc.You see, the psychology in the promotional productindustry is the problem. They need tostop thinking like toy salespeople and startthinking like strategic marketers.Everyone needs to remember that aflashlight company introducinga new flashlight has nothingto do with Pfizer. The successfulpromotional products sales partnerwill focus on what his or her clientsare trying to achieve in their businessgoals. The product expert then will pro-vide solutions to those clients’ objectives,not just try to sell the latest flashlightbecause it’s new and cool. The bottom line,everyone involved in the value chain has towork harder at making the integrated campaign –the show, the promo merchandise, the distributionstrategy, the online presence, etc. – more valuableto their target audience.

BR: Again, you’ve been around a lot ofexhibitors in your life. How do the most suc-cessful exhibiting companies measure theirROI?

DL: I know there are actual measure-ments available by professional organiza-tions. The truth is, I’m not aware that anyoneactually does it. The Microsoft’s and Pfizer’s of the worldmake it their business to figure out the value of shows. Insmall companies, the problem is no one manages it fulltime. In fact, even I’m guilty.When we would do shows as an exhibitor, I can rememberhaving these bursts of activity a week before the show.Everyone on his or her knees putting packages together.Until you have someone who takes all the leads and reallymanages them, you realistically cannot measure your ROIfrom a show or anything else for that matter.

For new companies, trade shows remain the best possi-ble venue to get their message out. Bill Bellisimo of CrunchTime provides software that tracks food inventory for

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restaurants and cruise ships. In a recent conversa-tion, I noted he did many trade shows last yearand asked about next. His response was: “I hopenone. Doing trade shows [stinks].” I asked himwhere he got most of his new business last year.His answer: “The shows.” In fact, he had aRussian guy walk into his booth at one show andsigned up 500 new restaurants in Russia. Themoral to the story? Shows are good, but with Bill’sInternet presence and integrated marketingapproach, he walks away a winner.

BR: What’s the best show you’ve ever been to?DL: I’d like to say the best shows are the ones

where you have the least headaches. The interest-ing thing is exhibitors and buyers see a successfultrade show from very different perspectives. Allparties need to remember that when coordinatingtheir plans.

If you want me to be serious, I’d say PremierVizion, the leading global show for textiles is thebest I’ve seen. It is in Europe, and, let me tell you,the Europeans know how to put on a trade show.They are not so obsessed with every last nickelbeing tied to ROI. Their shows are built aroundbuyer comfort. The food is genuinely good. Theatmosphere is buyer-focused. Think about it, atPremier Vizion, their client base is made up of thefussiest people in the world: European fashiondesigners. I can tell you for sure that if those buy-ers weren’t wowed by the show, they just flat outwouldn’t go.

In the U.S., I think it has to be the ConsumerElectronics Show. They have done the best job ofanyone. It is a place you can go to learn the indus-try. It is well concentrated, and the sections arewell thought out. That can be tough for big shows.They have done a good job managing their growthand making sure people have a good time.

In some ways you are a captive to your indus-try, and some industries just aren’t sexy. You wantto go to shows to learn and be inspired.

BR: What’s the best venue you’ve ever been to?DL: One thing is for sure, The U.S. doesn’t have

a shortage of venues. One does not particularlystick out for me, but, I have to say, Las Vegas isthe best. They want their buyers to have fun. Ihave found that shows typically are a creature ofthe city in which they’re held. Anyway, Las Vegasdefinitely is the 600-lbs. gorilla for trade shows. Imean, every cab driver in the entire town knowsthe schedule of shows. It sure isn’t that way inNew York.

BR: Any final thoughts or advice for our readers?

DL: It is all about execution and attention todetail. Recently, there was a great article in TheNew Yorker about treating cystic fibrosis in chil-dren. The question was posed: “What is the differ-ence between the average and the excellent hos-pitals?” In the average hospitals, the parentsthought the doctors were doing a great job. Theycared, and they did their jobs well. However, inthe excellent hospitals, the difference was theattention to details. They asked more probingquestions. They went from 99% to 99.99% everyday. Excellence matters. Whether you are in themedical field or in any other industry, a commit-ment to excellence is the difference in those whosurvive and those who thrive. •

phot

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Gen

Nis

hino

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Step One: Don’t Forget KeyIngredients

With more than 10,000 tradeshows held in the United Statesannually, picking the one thatwill net you the greatest ROI canbe challenging. Various directo-ries are available and the TradeShow News Network,www.tsnn.com, offers a signifi-cant amount of show data.Checking with your industrygroups also can provide qualityshow and convention informa-tion. A recent article fromAmerican Express spotlightedseveral tips on choosing the rightshows:

• Do not choose by the “num-bers” – Big crowds of people whodo not fit your customer profilewill not help your ROI. Showmanagers should be able to pro-vide you with historical data onpast attendees.

• Ask your customers for help– Check with customers and seewhich shows they attend sinceyour potential prospects probablyattend the same shows.

• Check it out in advance –While it is time-consuming, thebest way to evaluate a show is asan attendee. Is the show activeand exciting? Are your potentialcustomers walking the show

With the inevitability of time, the calendar again hascome full circle: trade show season has begun!Dates get circled in red, and trade show divisionseverywhere are hopeful that this time next year,when results are measured, they will not come upshort. Each time, someone also promises to dobetter next year and find that elusive recipe fortrade show success. With that thought in mind,the following is an easy recipe designed to mix alittle promotional product during each step of yourtrade show process.

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floor? Does your product/service fit theshow mix?

• Evaluate it carefully – Is it bigenough, but not so large that your compa-ny will be lost? Is it in the right geograph-ic location to attract your customers?Does the schedule fit your schedule? Arethe promoters reliable?

Exhibiting at the right shows will giveyour organization a unique sales opportuni-ty that can also help generate new leads,find suppliers, check the competition, dosome networking and get publicity. Nowthat you have chosen the right shows for your organization, it is time to ensureyou do not forget any key ingredients for success.

As with most business endeavors, thefirst step is creating a workable budget.When setting a show budget, keep inmind that, according to the Center forExhibit Industry Research, it costs 62%less to close a lead generated from atrade show than one originated in thefield. Therefore, while the budget willhelp keep costs from spiraling out of con-trol and deflating your ROI, it is importantnot to be penny-wise and pound-foolish.

Experienced exhibitors generallyexpect that a show’s total cost will beroughly four times the amount spent onspace rental. Because space rental repre-sents approximately 25% of show cost, itis important to sign up early, particularlyfor popular shows. This will help increasethe available booth location choices sothat you secure a prime location and notone in the exhibitor’s no-man’s land.

Selecting The Best Booth Location, byCathleen Curchin of Laarhoven Design,offers the following suggestions for thismost important task:

1. Traffic patterns. Study how trafficmight move through the exhibit hall andselect your location accordingly. Note onthe floor plan where high traffic volumesare, e.g. near entrances or exits, rest-rooms, break-out rooms and food areas.Also, do not forget potential traffic flowproblem areas such as columns, emptybooth spaces and loading docks.

2. Next to competition? Someexhibitors debate whether or not to puttheir booth space near or next to theircompetition at a trade show. One sugges-tion: Use a close location to your advan-tage. This is your chance to show whatyour product has over the competition.Your product may be less expensive,more reliable, require less productiontime, etc.

3. High identity. If you have an exhibitwith hanging signs, bridges or tallcanopies, choose a space without over-head impediments that might block yourvisibility. Also, make sure you abide byshow regulations, as it may vary fromhall to hall. Do not forget to get anyheight variance in writing from showmanagement.

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Once the budget is set and the bestavailable booth selected, the real plan-ning begins. One key element to a suc-cessful trade show is to define the proj-ect, ensuring that everyone under-stands project goals as well as poten-tial problems. Once the desired out-comes have been determined, it is timeto make a list and assign the projecttasks involved with a timeline for theircompletion. Task responsibilities shouldbe specific with regular check-ups todetermine if all assignments are beingcompleted in a timely manner. Thisprocess should be started early, at leastthree months before show time.Simultaneously, you need to conductyour first consult with a promotionalproducts professional to develop a planto enhance and make the trade showexperience memorable for both poten-tial booth visitors and your staff.

Because they help reinforce yourcompany message, promotional prod-ucts are an important aspect of tradeshow success. However, before anypromotion can be successful, yourcompany’s message must be focused.Because every department in thecompany probably will have an ideaabout what the message should beand how an exhibit should look, abrainstorming session that lead totwo or three key ideas is in order. Bybeginning this process early, the oddsof having an ineffective hodgepodgeof messages, confusing your audienceand limiting your trade show ROI, isgreatly reduced. It is important tonote that attendees will remember, atmost, only one or two messages fromyour exhibit. An effective exhibitormust blend all of the company’s ideasinto a cohesive marketing plan thatdelivers a clear, focused and easilyunderstood message. Answering thefollowing questions may help to


An effective exhibitor must blend all of the company’s ideas into a cohesive marketingplan that delivers a clear, focused and easilyunderstood message.

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determine the effectiveness of your show message:

1. Why do attendees visit the show and whatare their expectations?

2. Why does our company want to exhibit atthis show? Are we introducing a new corporateimage, a new product, or trying to capture quali-fied sales leads?

3. What do we want prospects to see and dowhen they enter our booth?

5. What do we want the audience to rememberabout our company?

6. What results do we want from the show andwhat information do we need to collect for timely,accurate post-show reports and follow-up?

With the message decided and upper manage-ment signed on to the idea, you now can begindeveloping the advanced marketing plan that willhelp assure visitors at the booth.

Step Two: Stir In Customer AnticipationIf you want a crowd of qualified prospects at

the booth, advance public relations must be stirredinto the mix. Since CEIR estimates that as many asthree-quarters of show attendees know whatexhibits they want to see before they get to ashow, strong pre-show promotion is an essentialingredient for success. The following are somesuggested methods to assure that show atten-dees, who are ready, willing and able to buy, seekout your booth:

• At least three months before the show, pushto have at least one feature article run in a majorindustry publication. Send reprints of the article toyour entire customer and prospect list with a letterindicating that this technology/product will be

exhibited at your booth. If available, considerincluding free show guest passes personalizedwith your company name and booth number orcustom invitations to an après show reception,seminar, party, etc. Include the information of apromotional product CD business card thatincludes show graphics, music, etc., and givethese contacts a taste of what to expect. Nothingwhets interest like a good teaser.

• Six weeks before the show start calling yourtop customers and prospects to set up meetings sothat you are on their schedule. Do not forget toconfirm those meetings again prior to the show.

• Lists of a show’s pre-registered attendeesoften are available and provide another source forpotential prospects. When addressing mailings tothis group, use promotional products to makeyour company mailer stand out from the othersthis group will inevitably receive. For example,include a single flip-flop shoe with a notice thatthe mate is available at your show booth or evena watchband sans watch that follows the samepremise. Your promotional products consultantshould be able to provide some innovative, two-part products. Whatever you choose to mail,make it original with promotional products andmake sure it prominently includes your companyname and booth number.

• As show time approaches, go back to themedia. Issue press releases to trade publicationsand local newspapers that will be covering theshow. Make sure your release highlights some-thing newsworthy about your exhibit to assure itspublication and do not neglect to prepare a presskit for the show. Make your company memorableby including an unusual, exhibit-related promo-tional product in your kit. Again, your promotionalproducts consultant should be able to suggest amyriad of options.

• Approach official show hotels with the possi-bility of distributing a newsletter or flier underguests’ doors between midnight and 6 AM on theday the show opens. Whether arranged directlywith hotels or through show management, hotelkeycards imprinted with your logo or sales sloganand booth location are another interesting hotelpromotional tie-in. Every time an attendee entersor exits the room, your information makes animpression. Some hotels also offer in-room videoservice, allowing your company the opportunity,for a set price, to showcase a short video presenta-tion highlighting your product/service (three min-utes is considered an ideal run time). Do not forgetto add a tagline with your booth number to the

With the message decided and upper

management signed on tothe idea, you now can

begin developing theadvanced marketing plan

that will help assure visitors at the booth.

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video so that attendees can stop by and get therest of your story. Because permission from hotelsand/or show management is often required forthese promotions, remember to add time to yourschedule for approvals.

• In most cases, it is wise to limit the amountof advertising in publications distributed at theshow because those ads often are lost in thepaper blizzard that rains down on show atten-dees. However, many show sponsors now offerfree links from the show sponsor’s home page tothe exhibitors’ Web sites. Be sure to take advan-tage of this promotional opportunity by posting aphoto of your exhibit and/or graphics theme onthe home page and, if applicable, consider design-ing a computer demo to introduce your product toshow attendees.

• Finally, whatever advance marketingapproach you select, make sure to follow these points:

• Know your audience – Ensure your audiencecares about your bright ideas and that they willrelate positively to them.

• Focus your message – Humans only retain50% of what they hear and 90% of that is forgot-ten in one minute or less, so focus the message.

• Set specific objectives – Make sure everyoneunderstands the show goals and all marketingefforts are geared to the realization of those goals.

• Create an experience – Use presentations,promotions and multimedia to interact with andcreate an experience your audience will rememberlong after the show.

Step Three: Pre-Show Recipe ReviewThe pre-show meetings are essential parts of

trade show success since they provide an opportu-nity for the booth staff to meet and review strate-gies and tactics. At these meetings, promotionalproducts can help remove the stigma of just anoth-er meeting and make mandatory attendance lessonerous. Serve beverages in stainless steel travelmugs emblazoned with the company logo, a goodtake along to the show. Attach buttons, light-uppins or other baubles to handouts. Let your imagi-nation run wild with a creative promotional prod-ucts consultant and connect these items to yourbooth or company theme. Consider working thetheme into apparel so staff at the show can wearyour message as well. High quality promotionalwearables, such as shirts, jackets, blazers andhats, along with a variety of other items are avail-able in varied styles and price points to fit mostthemes and budgets.

Because the pre-show meetings are an impor-tant part of show success, Dave Heyliger of RockyMountain Multimedia Inc. offered the followingtips in his recent article, Trade Show Rehearsal:

• Involve management in the meeting.• Have a formal meeting structure.• Use visual aids.• Have high expectations.• Include a booth tour or review.• Spice up the presentation with humor (Light

up buttons).• Serve light refreshments, but skip the alcohol

(Travel mugs).

Most important of all, remember that overallpresentation and unique promotional products canmake these meetings memorable, exciting andupbeat, setting the stage for an enthusiastic staffand a successful show.

Step Four: Cook Up A Winner With excellent planning, the physical booth set

up should proceed smoothly. If your staff isresponsible for set up, consider providing specialT-shirts or other incentives that bring a bit ofhumor to a generally thankless job. Also, to ensurethat you maintain the established feelings of suc-cess and avoid last-minute hassles during boothsetup, consider a booth field kit. Depending on thesize and complexity of your exhibit, it may be a fullcrate complete with tools and spare parts or a justa lint brush and roll of tape. Think about what youwould kick yourself for not bringing and stock your


High quality promotionalwearables, such as

shirts, jackets, blazers andhats, along with a variety ofother items are available in

varied styles and pricepoints to fit most

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kit accordingly. That way, you will be prepared formost booth set up emergencies and avoid the frus-tration and expense of purchasing booth set up ormaintenance items on the show floor.

When designing and setting up a booth, keepthese construction tips in mind:

Use lighting – Some industry research indicatesthat lighting can increase awareness of yourexhibit by 30% to 50%.

• Bold colors attract – Avoid neutral colors thatmake your exhibit blend in to the background.

• Use graphics sparingly – Remember this is anexhibit to get the attendees’ attention; it is not atest to see how much information can fit in onebooth.

• Place graphics above the sightline – If theyare lower than 36 inches on a back wall, graphicswill not be seen when people are standing in frontof them.

• Avoid draped tables – They tend to lookcheap and fail to give an exhibit the “finished’”look that can be achieved with a manufacturedmodular system.

• Size matters – Make sure that, unless you uselarge-scale props as a draw, everything fits thebooth otherwise access becomes difficult, and yourisk presenting a hodgepodge rather than a cus-tom booth appearance.

• Change positions – Plan your booth layout sothat your product demonstrations are locatedaway from the clogged aisles to allow serious cus-tomers the opportunity to view them uninterrupt-ed.

• Raise it – If the show regulations permit, con-sider raising the floor of your exhibit a couple ofinches and covering it with brightly colored carpetto set your exhibit apart from others.

• Do not spread it – Placing literature, productsamples and giveaways on a table for attendees to“grab-and-go” defeat your purpose at a show,which is to have the staff interact with visitors.

• Names count – Display the product or compa-ny name most recognized by attendees. If youbuild it and they do not know who you are, it isdoubtful they will come.

Once the booth is set up, plan a walk-throughwith the booth staff to familiarize those who willbe working the show with the layout flow, opera-tion of any equipment and location of any litera-ture. After the walk-through, consider a grouplunch or dinner where staffers can relax and dis-cuss final details before show day.

Step Five: Presentation Counts It is show time! Now, it is time to make all that

work pay off by remembering that the differencebetween success and failure usually is in the pres-entation.

This is the time for show visitors to see, feel,smell, hear or taste your product. If the product istactile, have samples that potential buyers cantouch. If it is a new software package, create anexhibit area that has multiple computer terminalsavailable for attendees to try the package. If youhave an enclosed theater presentation, consider anelectronic “peephole,” a small monitor that trans-mits an inside view of the theater via video cam-era. This will permit staffers to monitor the pres-entation without opening the entrance doors.

Every good presentation requires an adequatestaff. No matter what your goal, you need at leastone person to “spot” you when you leave thebooth to take a break or check out the competi-tion. Experienced trade show exhibiters plan tohave two staffers for every 100 square feet ofexhibit space.

Because you have assembled and trained thebest possible team, you should be assured of field-ing a full-service, not self- service, booth. Yourstaff knows and understands the show’s goals andtheir role in reaching them. They are keenly awareof the show’s focus, and they are trained to “stay

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Every exhibit needs a little froth to get attendeesfoaming at the mouth. After the presentation, it is

time for dessert, and, at trade shows, this generallymeans it is time to break out the gimmicks

and giveaways.

on message.” They know presentationis important, so they are well groomed,friendly and knowledgeable. If you arelaunching a product, all members of thestaff must be completely and utterlyfamiliar with every aspect of the prod-uct. There is nothing more annoying toa potential buyer than having to waituntil “the guy who knows everythingabout this product,” is available to dis-cuss details. In many situations, thisshow-day snafu is the deal killer for analready overburdened buyer.

Finally, if you are offering a showspecial, your booth and staff shouldflaunt it. Serious shoppers alwayslook for a bargain. If you are offer-ing one, guarantee that showattendees know about it and thatevery staff member can explain allof the details. Remember, if youdiscount it, more often then notthey will come, even if it is just outof curiosity.

Step Six: Enjoy the Dessert Every exhibit needs a little

froth to get attendees foamingat the mouth. After the pres-entation, it is time fordessert, and, at trade shows,this generally means it is timeto break out the gimmicks andgiveaways. All too often, these“dessert” items receive the leastamount of thought, and they canleave your potential customer with abad taste for your company. As such,any gimmick or giveaways that youemploy must fit your company’simage and the sensibilities of yourclients. This is one area where asavvy professional promotional prod-ucts consultant can be so essential.

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Unless you are using giveaways to increaseyour name awareness, you should make qualifica-tion for giveaways selective and keep them out ofsight. You can increase this selective process byusing a lead card type of entry form. However, it isimportant to remember that the more hoops anattendee has to jump through to get a giveaway,the more memorable and unique it becomes. Evenif the giveaway is available to all visitors, it shouldbe theme-related and unique in someway toincrease your company’s exposure and ensure alasting impression. After all, the expense of forget-table copycat giveaways that end up in hotelwastebaskets hurts your trade show ROI. In addi-tion, if you want potential clients to regard yourcompany as an innovative leader in its field, itmakes sense to consult a promotional productsprofessional to guarantee that your giveawaysalways project that image.

Often, the most expensive giveaway is allthat trade show literature. Corporate literatureis an important component in trade show mar-keting, but it needs to be used wisely to avoidneedless waste. Otherwise, that four-colorbrochure your staff spent a month creating endsup as filler in trash bins. Many companies avoidthe headaches and costs of shipping or haulingaround heavy boxes of brochures by gatheringcontact information from interested attendeesand sending the literature after the show. Smartcompanies that distribute literature are using itas a disengaging tool after they have qualifiedthe prospect, rather than distributing it to everyrandom passerby. Often, these are one- or two-color pieces that offer more information orbrochures for those attendees making a second,post-show contact. Some innovative companieshave started using a shirt pocket-sized CD-ROMfilled with their company’s information as ashow handout since these tend to catch theplane home with attendees and not linger inhotel rooms waiting for housekeeping.

Step Seven: Bring Them Back for SecondsThe lights have been dimmed, and the show is

over. Yet, for those companies that want to maximizetheir trade show ROI, the work is just beginningbecause the true measure of success is decided

before and after the main event. In sports, it is in thehours of practice before the game and the videotapereview after the final whistle. In trade shows, it isthe planning before and the follow-up after theshow. If your trade show ROI is not up to par, consid-er this: According to the Center for ExhibitionIndustry Research, 80% of show leads do not receiveany follow-up. Incredibly, as much as 80% of the peo-ple you worked so hard to get to your booth neverhear from you again!

Consider a few of these tips for keeping showcontacts part of your overall recipe for trade showsuccess:

Make follow-up job No. 1 – When you returnfrom a trade show, do your lead follow-up beforeeverything else, including catching up on whatyou missed while you were out of the office.

Keep your promises – Do not forget or forgo anypromises that you made in the booth. Write themdown in a “trade show notebook” that also con-tains other relevant show observations. Keepenough brochures and product information sheetson hand so that you can promptly send out anyrequested information.

Qualify leads at the show – Rank any leads bylevel of importance and interest as you speak withthem at the show. After the show, telephone yourhottest ranked prospects within a week so they donot become cold. Send a prompt follow-up mailingto all of the other leads.

KISS them Hello – Remember the old K-I-S-Sadage, even something as simple as a thank-younote can be used for follow-up, especially if it issent immediately after the show. However, tomake that KISS last longer, consider including apromotional product in your follow-up mailing thatwill help the prospect recall your company and itstrade show exhibit theme. This also may increasethe likelihood that they say hello or return yourvoice mail message.

Unless you want to kiss away all of the time,money and effort put into a trade show, do notallow you or your staff to forget about follow-up.After all, when you follow the right recipe to theletter, you usually end up with a meal that no onecan stop talking about. And, your recipe for tradeshow success is no exception. •

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The right mix of creative and promotional products makes it easy

By: Cliff Quicksell, MASPresident & CEO, CQ Education,

Training & Consulting

the R.O.I. Measure

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IIt is trade show season, and you decided that your

company needs some personalized promotional mer-

chandise for giveaways. So, what’s new, cute or the hot

novelty this year?

“Well there’s this,” says your promotional products

sales counselor.

What if it is a product that you already have tried or,

even worse, something the competition used last year?

Does this dilemma sound familiar?

First, if your promotional products sales professional is

doing his or her job, that person should be asking some

very direct questions prior to making a presentation of

product, packaging and methods of distribution. With

more than 300,000 items to choose from, simply select-

ing the right “thing” on your own would be nothing

more than a crapshoot. For a truly personalized piece,

the person in charge of your trade show events should

be prepared to answers questions such as:

BR0105_Section01.qxl 12/17/04 8:12 AM


• What is the purpose of this show?• What is your objective by attending?• What do you hope to accomplish with the pro-

motional products you select?• Have you ever evaluated your return on

investment (ROI) from your shows?• How many people will be attending the trade

show?• Are they all your buyers or clients?

Every year, more and more products are intro-duced into the market, and after a while, it alltends to look the same. This year, what if youinstituted a program that helped you generate andmeasure the true ROI on your trade show invest-ment? During my tenure as a promotional productsconsultant, I was absolutely amazed by how inef-fective most marketing managers were at effec-tively managing the results of their trade shows.

Did you know that, if done correctly, promotion-al products easily can be used as a vehicle tomeasure your success or failure at a trade show?

Several years ago while attending an apparelshow, I stood and watched two attractive womenas they stood in a trade show booth stuffing shirtsinto bags and handing them out to the long line ofogling men. I stood there in amazement becausetheir sales pitch was nothing more than a smileand “See ya” as people came and left their booth.Not one recipient heard a sales pitch; they neverstepped foot into the booth. They did not even ask

for a business card in exchange for the shirt sam-ple. Still, when their shirt stock was depleted, Iheard one of the young women say to the other:“Wow, that was a great show! We gave out over1,000 T-shirts.”

Did I miss something? Perhaps, a few morequestions might help.

• What was the purpose of the shirt?• Was the recipient the key buyer/decision

maker?• Do they even sell shirts? • Were they an embroiderer or screenprinter? • Who were their clients?• What was their sales volume?• What products have they used in the past?• Did they know anything about the quality dif-

ference? Availability? Cost?• Were the recipients simply “shopping” for

their kids or grandkids?

Don’t laugh. I had a gentleman tell me this at ashow once: “I’m shopping for my grandkids. Idon’t sell this stuff – my son does. Can I get anoth-er free one?”

Each year, companies spend thousands of dol-lars on promotional items to use as giveaways at atrade show, but to what end? Does your promo-tional products consultant ask thorough ques-tions? Most do not, so it is incumbent that you

BR0105_Section01.qxl 12/17/04 8:12 AM

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find the right distributor who knows whatquestions to ask in order to build the verybest program to maximize the success of yourshow. Promotional products programs devel-oped for trade shows that have a form ofmeasurement built in have a far greaterchance of tracking ROI then just mindlesslyhanding out products. Here are some excellentqualifying questions that will help you deter-mine a baseline from which to start:

• Does the show management have anoverall theme?

• Do you have a theme that coincides withthe overall show theme?

• What are your specific objectives fordoing the show?

• Just need to be there because the compe-tition is there?

• Launching a new product?• Increase sales?• Develop leads?

• Who is “your” target audience specifically?• What is the demographic profile of your

ideal client?• How many people within your target

audience will be there?

Case in point, not everyone who attends atrade show is your client. Trade show statisticsstate that roughly 12% of show attendees areyour potential buyer, and this is true for vari-ous reasons:

• Do they want what you offer?• Do they need your products or services?• Can they use what you offer?• Can they afford and pay for your products

or services?

Review the following scenario: Assumeyour company sells electronic scissor lifts tothe construction trade, and you are attendinga show and require a giveaway. You believethat you have been asked all of the right ques-tions, and, with that, show management hasinformed you that the projected attendancefor the trade show will be approximately 2,000buyers. That said, you budget $2,000 for tradeshow promotional merchandise to hand out,which means you need a product that costsaround $1 per item. Do you honestly think thatyou will attract your key buyers with a $1item? To get the most bang for that buck, youmust define the purpose of the gift you planon handing out. Your promotional productsprofessional might search for the new, hotthing, but is it the correct product to gain theresults that you are looking for?

Several years ago, a client came to me andwanted $700 dollars worth of $0.39 pens. Thepurpose was to flood the show and give pensto everyone who attended. After discussingshow particulars and the challenges that thecompany faced in the past, we discovered apattern. In the past, the company had givenaway large amounts of product and receivedlittle-to-no response. They noticed that peopleoften came by the booth to pick up the showfreebie. They were not able to qualify the indi-vidual, but instead spent the majority of thetime handing out their giveaway items and notfocusing on the real task at hand, which wasgetting information about potential clients.

We agreed to try a different approach thenext year. We decided that if they felt thatsomething must be given out to everyone, i.e.

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p71 8/19/04 2:13 PM Page 1


satisfy the “scoopers,” then make it inexpensive.We opted for imprinted wrapped mints, and theclient ordered 3,000 pieces. In addition, the clientselected leather business card cases that only weregiven as a token of appreciation to someone whospent the time to hear the sales pitch. The casesalso were gift wrapped to give them a more person-al appeal. If anyone else requested one, the sales-people invited that person to hear the pitch. Afterthis show, the client determined that they managedto spend only 75% of their budget, but noted thatthe company experienced a 60% greater successrate, reporting their follow-up was more succinctand effective. Additionally, with less time devoted togiveaways and more to streamlined sales pitches,they were able to cut their trade show staff.

Now, will a person who is buying a $20,000scissor lift need, want or care about a $1 giveawayitem? Who knows? However, we can reviewanother scenario using the 12% statistic.

For example, assume that there will be 2,000buyers attending a trade show. If 12% of thosebuyers, or 240 “real” buyers, want, need, canafford and have the ability to pay for that scissorlift, can you get the majority of those buyers tocome and visit your booth? Can you make it morecost effective? If you factor 240 into your original$2,000 budget (12% of those 2,000 attendees) thatgives you roughly $8.33 per recipient to work with.You can do more with that budget than you canwith a dollar. That $8.33 can be used for pre-showinvitations, a more impressive gift at the show anda follow-up mailer. By remaining consistent andtheme driven, you can evaluate set criteria andmeasure results.

Sample process:

• Send out 240 pieces/invitations.• At the show, 120 buyers visit/set appoint-

ments as a result of the invitation, a 50%response rate.

• Collect leads and proceed with follow-up.• Of the 120 buyers, 60, or 25% of the 240 actu-

al buying audience, purchase your products.• If you divide your initial $2,000 by 60 actual

purchases, the cost to reach, or cost per objec-tives met, and sell each buyer was $33.33each. In this case, the average cost of yourscissor-lift product is $20,000. Multiply that by60 and your company just reached upwards of$1.2 million in sales with a minimal promo-tional investment.

Would you spend $33.33 to gain a buyer for a$20,000 piece of equipment? To get a firm numberon the total trade show costs and the true ROI,you need to include all of the associated tradecosts, including drayage, booth rental, electric,shipping, meals, lodging, etc. Divide that numberby the total number of purchasers, and there is thetrue ROI of your trade show experience.

An Internet service provider attending the LasVegas COMDEX show required a more involvedprogram. They wanted to make a serious splashwith the show attendees and were interested ingetting their name on everything possible to cre-ate a mystique about the company. The companyhired the famous comedy team Penn and Tellerand created a mock auditorium on the show floor.Specific show attendees (their 12%) were invitedto the ISP’s booth via a personalized laminatedpress pass that also featured custom lanyards.These were mailed to the recipients prior to theshow with the specific date and time to stop byand see a 30-minute show. Each invited guest wasinstructed to be at the booth 20 minutes beforeshow time, or they would lose their seat. The ISPused this time to make their presentation prior tothe Penn and Teller show.

Since this ISP also knew their target audienceenjoyed Chinese food, they also had 5,000 chop-sticks branded with their name and booth numberand gave them to every Chinese restaurant in thearea for free to use during the week of the show.In addition, thousands of taxi receipts were print-ed with the ISP’s name and booth information.These were also given free to all of the taxi com-panies to use during show week. The chopsticks

Remember that you actually can

determine the costper recipientand/or cost

per response met if you know yourmarket and track

the success.

BR0105_Section01.qxl 12/17/04 8:13 AM


and receipts attracted multiple prospects,while the Penn and Teller show posters, presspasses and custom T-shirts were a tremen-dous draw to their booth. The client reportedthat almost 92% of the 500 invited guests vis-ited the booth and, more importantly, werewearing their special press pass. The wholeprogram created such a buzz and some envyamong other show attendees. Many evencame by to see if they could get in.Of course, several seats were leftavailable for qualified walk-ups.

Remember that you actually candetermine the cost per recipientand/or cost per response met if youknow your market and track the suc-cess. The measurement at the Pennand Teller ISP show was the factthat the attendee had to wear thepress release. As a side note, thebadge also received a special holepunch to indicate that the wearerhad attended the ISP event.

By not managing your show thor-oughly, you risk costing your compa-ny money. Lack of adequate follow-up only compounds that loss. Takethe 2,000 leads, or whatever amountthat you receive, and collate, post,send out literature and other infor-mation. Provide follow-up to all ofthose people. Sometimes, it takesasking, “what does all of that cost?”Sadly, in most cases, most clients donot measure the extent of their tradeshow experience. Imagine if youcould drive a more profitable andproductive show. The next time thatyou set out to promote a trade show,find a promotional products consult-ant who asks poignant, relevantquestions. Insist that your tradeshow manager track the overall costper recipient and cost per objectivemet by building in a form of meas-urement that determines the realROI from your trade show. Gobeyond the giveaway, think outsidethe box and experience your besttrade show ever.

Cliff Quicksell Jr. has beeninvolved in the promotional productsand sportswear industries for thepast 22 years. He has achieved the

Master Advertising Specialist professional des-ignation and is actively involved inPromotional Products AssociationInternational. For more that 17 years, Quicksellhas also been speaking, training and consult-ing associations and business groups on moreeffective ways to market themselves, theirproducts and services. •

BR0105_Section01.qxl 12/17/04 8:13 AM

creo


Bill Nissim, 2004If you search the term “branding” on theInternet, you’ll be inundated by a plethora oftheories, assumptions, and case studies, whichimplicate the quintessential approach to thiselusive topic. This mystification leads mostorganizations to relegate brand management tolower level functionaries and relies on tangi-bles, such as revenues and EBITDA, as a

measure of market viability. The strategicuse of branding surfaces when the

organization experiences a turbulentperiod in time and applies

brand principles as a life preserver.The fundamental problem with the

application of branding lies in its strategicimportance and execution throughout the organ-ization. If top management views branding as a“marketing function,” their cursory involvementimplicates a tactical view and permeationthroughout the organization will not congeal.What arises is a PHANTOM BRAND – one thatexists in the murky shadows and becomes avague reminder of an organization’s true self.Conversely, an organization that embraces their

BR0105_Section01.qxl 12/22/04 1:09 PM


brand as the strategic cornerstone of the businessand obtains cultural acceptance will emerge with astrong identity and market position.

The intent of this article is to identify phantombrands and understand why they fall into disre-pair. Published authors’ who have investigatedvarious facets of this topic will be cited and theirfindings summarized. The by-product of this exercise will alert management to patterns andred flags that signify brand dilution.

Branding Defined:Many specialists have defined branding over

the years. Michael Dunn, CEO of ProphetConsulting, states, “…the brand acts as a sort ofshorthand that consumers use to decide betweencompeting products. In the broadest sense, thebrand is a combination of a product or service’spublic image.” Another branding expert of 31years broke the concept down into 22 ImmutableLaws of Branding (Al & Laura Ries, 2002) in whichlaw number five deals with brand ownership.They assert that “if you want to build a brand, youmust focus your branding efforts on establishing aword in the prospect’s mind - a word that nobodyelse owns.” Finally, David Aaker, noted expert onbrand strategy states, “a company’s brand is theprimary source of its competitive advantage and avaluable strategic asset (Building Strong Brands,1996).” Now that branding has been defined, let’sexamine common foibles of brand management.

Common Branding Traps:David Aaker has identified four brand

identity traps, which can lead to ineffective

and dysfunctional brand strategies. These “traps”include image, position, external perspective, andproduct-attribute fixation traps. Aaker contendsthat a brand image reflects the past and is pas-sive in nature, whereas the brand identity isactive and focuses on the future. Let’s brieflyreview the essence of each trap.

1. Brand Image Trap:The essence of this first trap is how customers

perceive your brand image. If left un-checked, thebrand image slowly becomes the brand identity.The problem here is that both the customer andthe marketplace are defining your identity versesthe company creating a more accurate portrayal ofyour future brand promise.

2. Brand Position Trap:A brand position utilizes the value proposition

to actively communicate and demonstrate itsbrand advantage in the marketplace. The trapoccurs when the focus is on product attributesrather than brand building activities (personality,associations, symbols, etc.). As a result, the brandlacks depth and significance and could be equatedto a movie with a weak plot – dull and uneventful!

3. External Perspective TrapThe common viewpoint of organizations is to

maintain an external focus – how customers perceive the brand. Most organizations fail tointernally communicate the vision and values oftheir brand. Test this concept yourself: Ask anyonewithin your organization what your brand standsfor – if you get a blank stare or a numerical

Many specialists have defined branding over theyears. Michael Dunn, CEO of Prophet Consulting,

states, “…the brand acts as a sort of shorthandthat consumers use to decide between

competing products. In the broadest sense, the brand is a combination of a

product or service’s public image.”

BR0105_Section01.qxl 12/17/04 8:13 AM


response (like sales goal), then you’ve gotissues. How can your employees execute thebrand promise to your customers if they lackpassion, inspiration, and understanding?

4. Product-Attribute Fixation TrapThe failure to distinguish between a product and

a brand is the essence of a product-attribute trap.Most companies view product attributes as the basisfor purchasing decisions and competitive strength inthe marketplace. Although Nike produces profession-al quality running shoes (as does others), the identi-ty-association of owning the product has greatermeaning to the owner than the product itself. Asksomeone what they drive? If they possess a sense ofpride, they’ll quickly respond with the brand name –not horsepower or torque ratios!

New Brand or Position:Al Ries recently discussed three mistakes

companies make when launching new products(or brands) in the marketplace. The first common mistake is to spend big during the initial rollout.The reasoning is – if they don’t know you’rethere, they won’t buy! According to Ries, newproducts (brands) take off slowly and advertisinginherently lacks credibility. Successful organiza-tions have built their brand solely by utilizingpublic relations (such as The Body Shop, Swatch,and Red Bull).

The second mistake is using a research-drivenname. The biggest brand name in online booksales is Amazon.Com, not “Bookfinder.com.”Why? History has demonstrated that consumersseek differentiated identities online and organi-zations such as pets.com and etoys.com (generic)have also failed.

The third mistake is broad distribution.Whether the placement of products or advertisingto launch a new name/product, Ries suggests youstart small. When you narrow your focus and concentrate on one method (market, distributionpoint, etc.), your brand has a better chance ofbeing recognized verses being lost amongst thegiants in the same environment.

Phantom Brands:Author Matt Haig suggests that “consumers

make buying decisions based around the perception of the brand rather than the realityof the product (Brand Failures, 2003).” He goeson to say that the value extends beyond the physical assets of the organization and thatperception is fragile at best. (His work exemplifies those entities that discarded theimmutable laws of branding and suffered theinevitable consequences).

Snapple: BeveragesQuaker Oats Company bought Snapple for $1.7

billion in 1994 and decided to change the brandformula. They shifted its distribution and advertis-ing campaign to reflect something that it wasn’t,and within three years, sold the floundering company for $300 million. The lesson learned?Quaker Oats didn’t understand the brand’s value,both in place and presentation, and diminishedthe value in the consumer’s mind.

Planet Hollywood: RestaurantMost of us have “tried” Planet Hollywood and

enjoyed the novelty of the experience. This organi-zation was launched in 1991 with the premise ofcelebrity hype and movie memorabilia, with foodbeing a sideline. By 1999, the company went bank-rupt and its fortunes invested lost. What hap-

BR0105_Section01.qxl 12/17/04 8:13 AM

pened? Since the “food” wasn’t the reason to visitPlanet Hollywood, once you’ve seen the sights, therewas no compelling reason to return.

McDonald’s Arch Deluxe: International ChainThe tag line for this product was “Burger with a

grown-up taste” it was McDonald’s biggest flop. Thevalue proposition for this organization is friendliness,cleanliness, consistency, and convenience. The product concept was well researched and the consensus waspositive. Why did Arch Deluxe fail? McDonald’s ignoredtheir values and offered a more affluent product thatdidn’t match their brand identity. Market researchshould be considered as input, but if it denies yourbrand, put little trust into it!

Phantom brands arrive at our doorstep in manyforms. For some, a serious lack of brand managementallows the organization’s most valuable asset (thebrand identity) to erode over time and become lessvaluable to their customers. For others, a deliberateact (Snapple) for profit’s sake quickly destroys thepoint of differentiation in the consumer’s minds.Phantom brands become remnants of an organization’strue value/inspiration and quickly drive the organiza-tion into disrepair. Why does this occur?

In my experience, the problem lies squarely with sen-

ior management and their incomprehension of the brandconcept. The spotlight shines on revenues and relation-ships, which is the fuel of business, but the engine remainsthe brand. As a result, they miss the warning signals andunconsciously make decisions that ultimately diminish theorganization’s value. Since the CEO is typically the chiefmarketing officer, it is his or her responsibility to care andnurture their brand identity. Without such awareness, thedark shadows of mediocrity slowly engulf the brand andtarnish its very soul.

Summary:This discussion briefly covers what brands are,

traps that organizations fall into, and common mis-takes made when launching or re-branding products orservices. Several companies were identified in additionto brand dilution errors that each made. In most cases,brand management takes a back seat to top-line rev-enue and financial metrics. In the three examples pro-vided above, management ignored the basics of brand-ing and paid an exorbitant price for doing so. •

Bill Nissim consults with nonprofit organizations onbrand management issues. His website contains refer-ence materials, links, and helpful articles on the manyfacets of branding at www.ibranz.com.

BR0105_Section01.qxl 12/17/04 3:45 PM


Offline promotion is marketing,

advertising, or public relations

exposure that does not occur on the

Internet. This includes traditional

advertising like TV, radio, newspaper,

direct mail, and billboards, but it can also

include non-traditional advertising methods

and public relations.

As Internet household penetration continues

to rise and the Internet becomes more integrated

into daily work and home life, your Web site can

provide information, reinforce traditional advertising

messages, and increase your company’s sales.

By Randall P. Whatley, President,Cypress Media Group

BR0105_Section01.qxl 12/17/04 8:13 AM


1. Put your Web site address (URL) on allof your printed material. Your Web siteaddress is now as important as your phonenumber or street address. Make sure to addyour URL on all of the following: Businesscards, letterhead, envelopes, mailing labels,signage, vehicles, product packaging,brochures, invoices, statements, advertis-ing, press releases, shopping bags, t-shirts,caps, bumper stickers, and pens. If yourcompany’s name is printed on it, make surethe Web site address is also there.

2. Drive traffic to your Web site byincluding your Web address prominently inevery piece of broadcast advertising. Even aradio ad has room for a line that says, “Visitour Web site at www dot blah blah blah.”

3. Publicize the existence of your Website and its content to the media. A wellwritten, “press announcement” couldgenerate a mention of your company inthe media, or mention your products andservices.

4. Submit articles for publication in news-papers, magazines, and newsletters. Youare an expert in your field. Share yourknowledge; just be sure to include your e-mail and Web site addresses in your bio.Consider starting a newsletter to publicizeyour products and services.

5. Think of each e-mail sent from yourcompany as an advertising postcard. It’sone more reminder of your Web address.Create a “signature” line to include yourname, title, company name, phone numberand Web address in all e-mails that you oryour staff sends.

6. Write letters to the editor of newspa-pers, magazines, and especially your tradepublications. Comment on “news of theday” or suggest ideas for future articles.Include your Web address and e-mailaddress in every letter and in your bio.

7. Write your own news/feature storiesfor the same industry/trade publicationsmentioned above. It’s not as hard as itsounds. Contact editors individually and

tell them your story idea. Highlight youre-mail and Web site in the author credits.

8. Promote yourself or your company as amedia resource. Start locally and contactthe producers of every radio and TVtalk/news show in the area. They will wel-come you as a guest expert, when yourexpertise is the subject of the day’s show.Make sure they know how to find you. As atalk show guest, you can mention your com-pany’s Web address clearly and prominentlyin the interview.

9. Announce your new or updated Website to every past and present customer orprospect. A Web site debut or revision is aperfect excuse to contact your customersand prospects.

10. Don’t forget to announce the debutof your Web site to family, friends, vendors,and suppliers. They know of your companyalready, but this is a perfect opportunity toask them to forward your e-mail to their contacts so that they canlearn more about your company.

All of these relatively inexpensive pro-motions will increase your Web site traffic,raise the awareness of your company, andmost likely increase your sales. Don’t wait.Implement these suggestions now!

Randall P. Whatley is a 26-year media vet-eran and president of Cypress Media Group,Inc., www.cypressmedia.net, an Atlanta-based advertising, public relations, andtraining firm. He has extensive experienceadvising government officials, political can-didates, public officials, and corporate exec-utives on media relations and presentationskills. His presentation skills have beenhoned as a lobbyist and political consultanton over 50 campaigns in four states. He hasproduced hundreds of TV and radio ads andtaught a myriad of seminars ranging fromPublic Relations Writing to Media Relations.He can be reached by e-mail [email protected].

The following are 10 simple ways to inexpensively promote your Web site offline:

BR0105_Section01.qxl 12/17/04 4:33 PM

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As I enter the club, a bartender I’ve never met begins to pour myfavorite drink. When I reach the bar he hands me the drink withoutthe exchange of a word, coin or plastic. Is this a line from some science fiction novel set in the distant future? No, at a certain bar inNew Zealand this scene will be repeated any number of times thisevening. Patrons of this establishment have opted for the implantationof an RFID chip under their skin. The chip, the size of a grain of rice, isencoded with drink preference, identification and credit information.As a patron enters the club, the chip is automatically read, and theinformation appears on a computer screen at the bar.

RFIDBrave New W orldor Real W orld?Brave New W orldor Real W orld?

BR0105_Section01.qxl 12/17/04 4:36 PM


For years, tens of thousands of tiny radio frequency identifi-cation devices (RFIDs) have been implanted in animals, butthe leap to humans, while anticipated by some, definitely ispart of the “brave new world.” Mexico’s Attorney General,Rafael Macedo de la Concha, recently reported that he had achip implanted in his arm for security reasons. He went on tosay that 160 of his employees had been implanted with therice grain-sized chips, manufactured by the VeriChip Corp. Thechips and the scanning technologies that work with them aredeveloped and manufactured in the United States. Althoughthey are blocked for most human use in this country, that rul-ing could change overnight if the FDA approves the devicesfor health care and medical use. VeriChip’s representativesindicate that the final destinations of their chips are unknownbecause they are marketed through distributors, but the com-pany suspects that at least 1,000 had been implanted inhumans. While security uses for the chips, particularly forhumans in government and military intelligence applications,are being tested, the potential use of the chips for identifica-tion of credit card users is currently under discussion withcredit card companies.

Presently, the application with the most potential for use inhumans is in the health care field; however, if security concerns

continue to increase, the potential identification application offered by RFID chips maybecome just as prominent. An RFID chip implanted in a human can be read easily by ascanner and then referenced back to a central medical and/or security database – thinkhuman EZ-Pass. Because implantation is relatively simple – often described as being similarto getting a shot – FDA approval could unleash a flurry of human applications. However, itis reasonable to believe that at least 10 or 15 years will pass before human implantation ofRFID chips becomes common practice. In the meantime, other less invasive methods, suchas RFID-based bracelets that could hold patient information, are being developed and intro-duced to the market.

The Real WorldWhile human applications of RFID technologies have a certain brave new world feel, the

use of this technology in the real world supply chain was kick-started by Wal-Mart with liveRFID trials earlier this year, marking the end of a 12-month process that changed how busi-nesses think about RFID. Last year, Wal-Mart’s top 100 suppliers were given the goal of

BR0105_Section01.qxl 12/17/04 5:07 PM


delivering cases and pallets with RFID tags byJanuary 2005. This spring, Wal-Mart announcedplans to get 200 more suppliers into the RFID effortthis summer and to keep the pressure on suppliers,tech companies and even rivals to make RFID areality.

Following Wal-Mart’s lead, the Department ofDefense, International Paper, Target andAlbertsons issued similar mandates. Because moreaccurate tracking could help combat a huge coun-terfeit problem (as much as 7% of prescriptiondrugs are counterfeit), industry insiders predictthat the pharmaceutical industry will move fasterthan others to adopt RFID.

What is RFID?RFID tags are un-powered microchips with

antennas that wirelessly transmit informationencoded on the tag. This is done over RF wavesthat are activated when placed in the transmissionfield of a reader. One variation of RFID tags, calledAuto-ID tags, is encoded with electronic productcodes, a standard which has been designed totrack products in the supply chain. Each Auto-IDtag can hold up to 96 bits of information. While 96bits of information sounds limited, consider this: 23bits could tag every car in the world, 33 bits couldtag every person and 54 bits could tag every grainof rice. These 96 bits of information are known asthe Electronic Product Code (EPC), which can beviewed as an upgrade from the Universal ProductCode (UPC) that has become the dominant prod-uct-tracking standard across all industries over thepast of 15 years.

The EPC’s 96 bits comprise a unique namingscheme for objects containing the following parts:

• Header (8-bits) – Defines the number, typeand length of all subsequent data.

• EPC Manager (28-bits) – Identifies the entity(most often the manufacturer) responsible fortracking and maintaining the object class andserial number codes.

• Object Class (24-bits) – Acts as the trackingmechanism for specific groups, e.g. SKU, lotnumber, etc.

• Object Identification Number (36-bits) –Serves as the unique identification number ofthe item.

At present, EPCglobal is scheduled to select themethod that will be put to a ratification vote asEPCglobal’s Generation 2 Air Interface protocol. Ifthe selected methodology is the proposed methodthat is based on an evolutionary enhanced versionof the existing International Standard Organization(ISO) 18000-6 Standard, it is within the realm ofpossibility that EPCglobal’s Generation 2 Standardcan be adopted as the ISO 18000-6c Standard asearly as summer 2005. Ubiquity is especiallyimportant in the case of RFID tags. In order forRFID to fulfill its promise, tags must be as ubiqui-tous as commercial radio broadcasts

While every tag contains an EPC, they differ infunction. They can be active, battery-run tags thatconstantly emit RF signals, or passive, tags acti-vated by electromagnetic waves of RFID readers.They also can be read-only tags with informationthat can never be changed or read-write tags thatcan constantly have information added to them.As such, an RFID tag’s degree of functionalitydetermines its price.

How Does RFID Work?Regardless of which type of RFID tag is used,

the operation basically is the same. Once transmit-ted signals from a reader antenna are received,passive and active RFID tags transmit hundreds ofradio signals every second. A computer applicationprovides a liaison between the reader and the hostsystem, discerning duplicate information andrelaying only the useful information to the hostsystem. Even if a reader is receiving 500,000 EPCtransmissions, only those EPCs that are uniquewill be sent to the host system, which then can,depending on the level of tagging, determine theform and function of received inventory.

This spring, Wal-Martannounced plans to get

200 more suppliers into theRFID effort this summer and

to keep the pressure on suppliers, tech companies

and even rivals to makeRFID a reality.

BR0105_Section01.qxl 12/17/04 4:37 PM


Why RFID?Despite much promise, RFID is still a leap

of financial faith. Bar codes have been theprimary means of identifying products for thepast 25 years, and they have served theirpurpose well. However, bar codes have onebig shortcoming: they are line-of-sight tech-nology, meaning a scanner has to ‘see’ thebar code to read it. RFID, by contrast, doesnot require line of sight, its tags can be readas long as they are within range of a scanner.Bar codes also have other shortcomings, i.e.,if a label is ripped, soiled or falls off, there isno way to scan the item. And, standard barcodes only identify the manufacturer andproduct, not the unique item. The bar codeon one milk carton is the same as everyother, making it impossible to identify whichone might pass its expiration date first. RFIDtechnology, which has existed since WorldWar II, solves many of the problems associat-

ed with bar codes, but its expense has limit-ed its commercial applications. For example,Avery Dennison Corp., an office-productsmanufacturer, has been exploring RFID since2000 and will spend more than $12 millionthis year on it. Still, the technology will notimprove its supply-chain processes in theshort term. At one point, this was true at thedawning application of bar codes as well,acknowledged one Avery Dennisonspokesperson.

Perhaps the single most important driverfor the increased interest and development ofthe RFID industry is due to Wal-Mart and theDepartment of Defense. By their mandates tosuppliers to use RFID technology, pallets andcartons of merchandise can be trackedthroughout the supply chain. Ultimately,implementing RFID tracking into the supplychain should reduce labor costs while simultaneously improving productivity andefficiency, allowing businesses to cut costs intough economic times.

Another adoption driver is the expansionof consumer and regulatory demands thatrequire companies to more accurately trackproduct-handling information. As threats tosecurity continue to loom, regulatory bodiesare becoming increasingly stringent. In orderto ensure the tightest security and higheststandards, companies must know whereproducts are at all times and where theyhave been throughout the supply chain. Thisallows for date and lot tracking and simplifiesthe process in the event of recalls. Further,declining chip and reader prices, along withsimplification of connection and distribution,are making RFID economically feasible forcompanies of all sizes.

From a business standpoint, the four prin-cipal drivers of RFID adoption are:

• Lower Cost: According to theNational Retail Security Survey, pub-lished by the University of Florida,approximately $5.8 billion worth ofinventory was lost in 2001 due to admin-istrative errors alone. RFID offers theadvantage of reducing labor costs thatcomprise some 30% of supply chain costas it limits the amount of error-pronehuman interaction that is required. With

BR0105_Section01.qxl 12/17/04 4:55 PM


information that is accurate and updated inreal-time, RFID can further reduce costs byallowing companies to decrease shrinkage.

• Increase Revenue: RFID tags provide compa-nies the ability to capture and track a variety ofinformation providing greater control and increas-ingly accurate inventory forecasts. This shouldhelp reduce the approximate 3.8% of sales lost byU.S. retailers due to out-of-stock inventory.

• Decrease Working Capital/Stock Levels:Because of the speed and accuracy of RFID, orderscan be filled more efficiently to provide quick prod-uct availability. Reducing order cycle time decreas-es the amount of capital that must be allocated tomaintain an over abundance of stock.

• Reduce Fixed Capital: RFID allows compa-nies to better manage fixed capital by trackingassets and reduces the need for replacementdue to lost items. Furthermore, the possibilitythat RFID will increase the speed at which aforklift can perform a certain task will allow acompany to operate with fewer vehicles,increasing the cost reduction.

RFID AdvantagesBefore corporations consider a major techno-

logical change, the technology has to offeradvantages not otherwise available. By connect-ing computers to objects, RFID has advantagesand efficiencies not currently available withother identification technologies:• It can be supplied as read-only or read/write.• It can be repeatedly read or written to over the

life of the asset.• It does not require contact or line-of-sight tech-

nology to operate.• It can function under a variety of environmental

conditions.• It provides a high level of data integrity

and accuracy.

• The technology is difficult to counterfeit, provid-ing high security.

• Unlike bar codes, it can eliminate double counting.• It has a long life with minimum maintenance.

In this era of high security, the most secure sys-tems are proactive, not reactive. In this area, RFIDshows a great deal of promise. The averageFortune 500 company spends between $2 and $4million annually to fight product counterfeiting.Yet, according to a number of studies, an estimat-ed 8% of all trademarked goods are counterfeit.Combine that with 1.75% inventory shrinkage

RFID allows companiesto better manage fixed

capital by trackingassets and reduces theneed for replacement

due to lost items.

BR0105_Section01.qxl 12/17/04 4:58 PM


from employee theft and shoplifting and approxi-mately $1 billion dollars lost to fraudulent returnsand the value of an effective identification andtracking system is apparent.

Another significant application, which is alsoenvironmentally friendly, is the use of plastic pallets and reusable plastic containers. Thesematerials can be used an estimated 15 cycles ormore per year for 5 to 20 years. This applicationis made more viable because RFID allows thesedistribution items to be tracked throughout theentire cycle – from origin to delivery point andback again.

With its potential to one day allow companiesto track goods from raw materials to landfills andsimultaneously address issues including counter-feiting, theft, recalls and perishability, RFID opensa world of possibilities.

RFID ChallengesUnfortunately, there are challenges to RFID

technology that must be overcome before theworld of possibilities is open for business. Themost apparent challenge is the need to createone open global network, which means thatcompanies can invest in systems and have confidence that the tags they put on their prod-ucts can be read by retailers and other businesspartners. Currently, standards to define RFIDsystems are varied in their levels of acceptanceglobally and there still is a great deal of maneu-vering to establish what eventually will becomethe standard among companies worldwide. Formaximum benefit from RFID technology, it iscritical that an international standard be estab-lished that is comprehensive enough to assureubiquity among the products of all complaintinternational suppliers.

With the creation of a global standard, RFIDequipment manufacturers can make equipment invast quantities because it will work on across plat-forms. This will help bring down the cost of bothtags and readers, which is another challenge inadapting this technology. On a more basic level,developing an infrastructure that can uniquely iden-

tify every item manufactured everywhere in theworld is a huge and complex undertaking. Softwaredevelopers currently are working to create pro-grams that help computers find and understandinformation about a product once the product’s seri-al number has entered a company’s system.

Finally, as with any ‘new’ thing education iskey to the success of RFID technology and to over-coming the “wait-and-see” mentality of organiza-tions and individuals.

RFID ApplicationsWhile this discussion of RFID technology focus-

es on supply-chain management, there are a num-ber of other current and contemplated uses for thistechnology (aside from letting the bartender knowwhat you want to drink). Other fast-growing RFIDapplication segments include:

• Baggage handling. • Rental Item Tracking.• Real-Time Location Systems.• Patient Accounting within the Healthcare

System.• Library Information Systems (to accelerate

checkout and control theft).• Animal Tracking and Identification (wildlife,

cattle and pets).• Point-of-Sale Payment Systems (toll roads,

gasoline and parking garage payments).• Security and Access Control (embedded in

credit card-size security badges).• Utility Companies (identifying the location of

buried cables and pipes).

As with all developing technology, its uses willexpand and further concerns about those uses willmaterialize. Currently, when RFID technology isapplied to human interaction, privacy issues andrelated ethics are the utmost concern. However,like the Internet, whose potential uses constantlyare being expanded despite glitches or concernssuch as spam, spyware and individual privacyissues, RFID technology holds that same “bravenew world” possibility. And, even more like theInternet, RFID continues to expand its reach intothe business world – and beyond. •

Unfortunately, there are challengesto RFID technology that must

be overcome before the world ofpossibilities is open for business.

BR0105_Section01.qxl 12/17/04 4:58 PM


W RKSWhatCase Studies in Success

Trade Shows

Industry: Trade Shows

Challenge: Getting prospective clients to visit a trade show exhibit is always a chal-lenge. Getting them to return so that the booth staff has additional one onone time with them is almost impossible.

Solution: A creative promotion was designed using Neet Feet to provide a rewardingreason for trade show attendees to return to the Sun Microsystems tradeshow booth. On the first day of their show, Sun Microsystems gave awaythe right foot, so that attendees would return the next day to receive theleft foot.

Result: Traffic at the Sun Microsystems booth was very high. So many peopleasked to be included in the program on the first day that an extra 4,000 pairs of flip flops were ordered in addition to the original order of 7,000 pairs.The specialists at Neet Feet also suggested a variation to promotion inwhich one flip flop is sent out in a mailing to prospective clients with anote indicating that the second flip flop will be waiting for them when theyvisit the company’s trade show booth.

Case study provided by: John Amsterdam, PresidentNeet Feet – [email protected]

BR0105_Section02.qxl 12/17/04 8:23 AM



Film and Entertainment

INDUSTRY Film & Entertainment

CHALLENGE The spark factory is the name of a company that makes pay-per-view com-mercials, pilot presentations and film trailers” for television stations andmajor Hollywood studios. Their objective… to stand out above the crowdat a trade show. Anyone ever had that desire before?

SOLUTION The Spark Factory decided to enlist a retro theme. They cut a deal withone of the largest trade show promoters in their industry to have a specialgift given to every show attendee as they registered. The gift? A toyspark gun, right out of the 1950’s… with their logo printed on it of course.Get it… Spark gun… Spark Factory… Brilliant, if we don’t say so ourselves.The bounce back card that was packaged with the toy gun highlightedthat their company could “spark” creative ideas and deliver them at old-fashioned prices. After all, we’re all just a bunch of big kids at heart…especially those in Hollywood.

RESULT Forget about it! These toy guns were so popular, the company wound uptaking people’s names and having to promise to send them one after theshow! During the show, there were fake “spark fights” on the show floorand in the lounges after hours. After the show, they re-ordered the gunstwice more, AND used them for the next three years in a row. The gunwas so popular that it is now a part of the company’s brand and a perma-nent look on their website.

BR0105_Section02.qxl 12/17/04 8:23 AM



Non-Profit

Industry: Non-Profit – School

Challenge: To provide a ‘thank-you’ promotional product that was fun and at the sametime makes a useful keepsake.

Solution: A high school in Middleburg, VA needed a promotional item to distribute attheir annual Sports Boosters Banquet. The banquet was held to honor all ofthe parents who had worked so hard fundraising and cheerleading for theschool’s various athletic teams. A parent of one of the students at the schoolwas a promotional products distributor and suggested the #425 Paw KeepitClip‘. The school appreciated the clever shape and vast color selection andwas sold on the large imprint area. An order was placed for 500, with theoptional magnetic backing.

Result: The proud parents of Middleburg Tigers loved the items, and the clip wasthe perfect size to hold all of their children’s sport schedules and releaseforms.

Case study provided by: David Goldfarb, Marketing Manager, Evans Manufacturing, Inc. – [email protected]

BR0105_Section02.qxl 12/17/04 8:23 AM



Real Estate

INDUSTRY Real Estate

CHALLENGE As the holiday season approached, First American Title was looking for anew way to say “thank you” to the customers who had been giving thembusiness all year. Many of the reps had heard comments like “we needsomething new,” or “we’ve already done that.” Sound familiar??

SOLUTION Instead of just giving their clients a gift, they gave a gift that continued togive… to a needy child in the hospital in the name of that client! Too oftencompanies settle for giving their clients “just more stuff”, and unfortunatelythat’s how it’s typically received on the other end. On the other hand, FirstAmerican Title got creative and distributed a travel mug to their clients (real-tors are so frequently in their cars), then selected a beautifully crafted vellumpaper and had a poem custom printed on it. The poem read: We prepared to give gifts to our favorite clients,Not just anyone, but only our “real life” giants.An idea was born, one of beauty and scope,To give gifts not only to you, but to children with hope.Please accept our gesture of this simple cup “Starbucks” style,Have pride when you use it, knowing you made a child smile.Our concept was simple, well meaning and true,For this holiday season our gift is actually from you!A cuddly warm bear has been given to a tike,Who sits at Mary Bridge Hospital wishing they were out riding their bike.So this holiday season, when deciding what to do,We thought the best gift we could give would be one from you.Your friends at First American donated this bear in your name,Your cute bear made a kids day special, not just the same.

Thank you for making our year, and special kid’s day.

RESULT The gifts were so popular that we ran out. Reps were clambering forthem, and clients were calling wanting to know where theirs was. Thecompany received hundreds of “thank you” notes, not only from theirclients, but from the recipients of the bears as well. The local media foundout about the gift idea and covered it, giving First American even moreexposure.

BR0105_Section02.qxl 12/17/04 8:23 AM


Hotel Industry

Industry: Hotel Industry Employee Recognition

Challenge: A major hotel was looking for awards and gifts for employees who wereroutinely performing ahead of their peers.

Solution: Their promotional products professional thought that either the new starshaped acrylic frame or the new star slider frame he had seen at a recenttrade show would be a good fit. The hotel client agreed. As an acrylicmanufacturer, the promotional products professional knew TimeZone“offered stock star designs and also had the capability to shape frames inany design, if the client opted for something just a bit different. After seeing samples the client immediately decided on the star slider frame. Asilver imprint to match the metal bands was chosen (in addition to silver,TimeZone“ also offers bands in gold, blue and red). An initial order of 500frames was shipped to the hotel network to test recipient reactions andsee if the recipients used the frames.

Result: The results exceeded expectations and a reorder was placed. The hotelclient was pleasantly surprised to learn what both the promotional prod-ucts professional and TimeZone“ already knew – a personal photographwill make your imprinted frame or award a permanent fixture on the deskat work or shelf at home.

Case study provided by: Chris Smith, Vice PresidentCalconix, Inc. – TimeZone“ – [email protected]


BR0105_Section02.qxl 12/22/04 1:07 PM


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Free Product Information. January Issue.For free product information from these suppliers, complete and mail this page to: BrilliantResults Magazine 9034 Joyce Lane Hummelstown, PA 17036.Or fax to (717) 566-5431.

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Name Title

Company Industry

Address

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Phone Fax E-mail

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AITG 37

BAS 11

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Brilliant Results Magazine™ 73

Bullet Line Back Cover

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Neet Feet® 19

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THINGS WE LOVE Section

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Express Time Source 52 1

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King Louie 56 10

AITG 56 11,12

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BR0105_Section03.qxl 12/17/04 3:56 PM

February 2 – 4 The ASI Show – Dallas – Advertising Specialty InstituteDallas Convention Center, DallasInformation at: www.asishow.com or Call: 800-546-3300

February 6 – 8 Excellence in Finance: Corporate Performance Management Conference Plaza Hotel, New York Information at: www.cfoenterprises.com/cpm2005/index.shtml or Call: 888-767-5924

February 7 – 10 VoiceCon 2005 Walt Disney World Dolphin, Lake Buena VistaInformation at: www.bcr.com/voicecon or Call 800-227-1234

February 14 – 17 Comptel/ASCENT Alliance Spring 2005 Convention & EXPO Ernest Morial Convention Centre, New Orleans, LAInformation at: www.comptelascent.org or Call: 202-296-6650

February 21-22 Collaborative Conferencing SummitWaldorf-Astoria & the Waldorf Towers, New York, NYInformation at: www.ccsexpo.com or Call: 917-665-0818

February 21-23 The 2005 Outsourcing World SummitHotel Del Coronado, Coronado, CAInformation at: www.outsourcingworldsummit.com or Call: 845-452-0600

February 21-23 AVIOS~SpeechTEK Spring Conference & EXPO San Francisco Marriott, San Francisco Information at: www.speechtek.com or Call 877-993-9767

February 22 –25 Internet Telephony Conference & EXPO Spring Hyatt Regency Miami, Miami, FL Information at: www.tmcnet.com/itexpo/m05/ or Call: 203-852-6800 x 142

February 28 – March 1 The DMA Financial Services Council 29th Annual ConferenceSawgrass Marriott Resort & Spa, Ponte Vedra Beach, FLInformation at: www.the-dma.org/events

February 28 - March 2 Training 2005 Conference & EXPOErnest Morial Convention Centre, New Orleans, LAInformation at: www.vnulearning.com or Call: 888-578-7371

February 28 – March 3 Search Engine Strategies Conference & EXPO Hilton Times Square, New YorkInformation at: www.jupiterevents.com/sew/winter05/index.html or Call: 203-662-2857


BR0105_Section02.qxl 12/17/04 8:23 AM

March 1 – 2 Association for Convention Marketing Executives (ACME) Annual ConferenceWashington DC Convention Center, Washington, DCInformation at: www.acmenet.org or Call: 202-547-6340

March 1 – 3 RFID World 2005 – Radio Frequency IdentificationGaylord Opryland Texas‘ Resort & Convention Center, Grapevine, TXInformation at: www.RFID-world.com or Call: 800-608-9641 x 210

March 7 – 9 PrintMedia Conference & ExpoNew York Hilton & Towers, New York, NYInformation at: www.printmediaexpo.com or Call: 800-627-2689

March 11 – 13 Imprinted Sportswear Show Atlantic CityAtlantic City Convention Center, Atlantic City, NJInformation at: www.issshows.com or Call: 800-933-8735

March 13 – 16 12th Annual CFO RisingOmni Rosen Centre Hotel, Orlando, FLInformation at: www.cforising.com or Call: 888-767-5924

March 19 – 22 NEXPO 2005Dallas Convention Center, Dallas, TXInformation at: www.naa.org/newspapers05/ or Call: 703-902-1777

March 20 – 23 COE Your Way: 2005 Annual Conference & TechniFairPhoenix Civic Plaza Convention Center, Phoenix, AZInformation at: www.coe.org of Call: 800-COE-CALL

March 21 – 22 Direct Marketing to Business (DMB) ConferenceCaribe Royale, Orlando, FLInformation at: www.the-dma.org/events

March 30 – April 1 The ASI Show – Las Vegas – Advertising Specialty InstituteLocation to be determined, Las Vegas, NVInformation at: www.asishow.com or Call: 800-546-3300

March 31 – April 2 The 59th Annual International Sign EXPOMandalay Bay Convention Center, Las Vegas, NVInformation at: www.signs.org/events/index.htm or Call 703-836-4012


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* To have your show listed in our Calendar please send your information to Brilliant Results magazine. *

BR0105_Section02.qxl 12/17/04 8:23 AM


ASI is the largest member organization serving the ad specialty/promotional productsindustry with over 20,000 members. ASI alsomaintains the world’s largest database of corpo-rate gifts, imprinted merchandise and premiumsfrom more than 3,000 companies. ASI’s flagshipproducts ESP and Promomart (www.promo-mart.com) are searched 1,000,000 times eachmonth by professionals seeking ideal promo-tional items.

In 1998, ASI launched its first tradeshow inLas Vegas which was recognized by TradeshowWeek magazine as one of the 10 besttradeshow launches of the decade. It alsoimmediately became one of North America’sTop 200 tradeshows.

ASI received two awards for fastest-growingtradeshows. The four ASI Shows attract moreexhibitors and attendees than any other organi-zation in the industry.

How long have you been involved in the tradeshow business (with ASI or in other industries)?

I was born with an imprinted spoon in mymouth and have participated in industrytradeshows since the 70’s.

What critical success factors are necessaryfor your exhibitors to have a successful tradeshow experience?

While pre-show marketing and an activepresence on site are important, most exhibitorsdo these things. What really makes the differ-ence is post-show follow up and tracking theresults of the experience.

What critical success factors are necessaryfor your attendees to have a successful tradeshow experience?

Attendees should plan their overall showexperience making sure to include time foreducation, networking and special events.

This month we are bringing you a very special "The Last Word" column. We were fortunate enough to get interviews with the twopeople who head up the largest trade shows for the promotional merchandise industry. Mary Upton, VP of Operations for the ASI Show! (Advertising Specialty Institute), and Darel Cook, Directorof Expositions and Meetings for the PPAI (Promotional ProductsAssociation International). ASI is the largest, for-profit, memberbased organization in the promotional merchandise business. PPAI isthe industry's non-profit trade association. Both entities play vitalroles in the logo'ed product business, and both speak out on theirviews in this month's "The Last Word."

Part 1

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In addition to a comprehensive showfloor, The ASI Shows have nearly100 free education workshops andmemorable events they can sharewith colleagues, clients and familymembers including Elton John,Cirque du Soleil, Steven Covey askeynote and more. You can learn asmuch off the show floor in talking toother attendees and exhibitors asyou do in the exhibit hall.

What are the biggest mistakes an exhibitor should avoid?

Not having a strategy for attractingattendees to the booth. Exhibitors should knowwhat message to deliver in the booth and howthey’re going to follow up to deliver a specificresult. Know your goal and plan everything toachieve it.

How does ASI market their trade shows?Of course we are big believers in promotional

products and we do a variety of marketing includ-ing direct mail, e-mail, fax, ads, PR and personalsales calls. Carefully designed promotional productscampaigns have helped differentiate our showsfrom the competition.

How does ASI use promotional products to increase awareness awareness about your trade shows?

We use promotional products for everythingfrom “lumpy” mail that stands out from the clutter,special packages to attract senior executives andgifts for sponsors, speakers and vendors. Everyattendee is also given an imprinted pen, bag lanyard and even lip balm to make an imprintedimpression throughout the entire show experience.

What has been your most successful market-ing tactic and/or campaign to increase the num-ber of attendees (or exhibitors)?

On tactics, our most important group is the ASIMember network who represent 97% of industrysales and are qualified, active distributors. We alsofocus on past attendees. We have built andimproved The ASI Shows based on feedback fromattendees, and in fact have doubled attendanceover the past five years.

What is your opinion regarding the mostimportant aspect(s) in designing a successfultrade show exhibit?

The display should draw attention to your prod-uct and not distract from it. Also have one clear

message that you want distributorsto see and remember.

Do you assist your exhibitors inthe use of promotional products toincrease their trade showtraffic/success?

We provide logos specificallydesigned for imprinting on promo-tional products so our exhibitors canuse them in advance of the show.We also do a pre-show mailing topre-registered attendees thatincludes imprinted samples fromexhibitors to increase booth traffic.

The show entrance also features a highly-traf-ficked Advantages New Product Showcase whereexhibitors can include their samples.

What was your best trade showexperience…your worst?

Tradeshows are amazing. Four days before theevent opens, the hall is completely empty. Then,at opening, there are hundreds of eager attendeesclamoring to get on the show floor. The besttradeshow experience is every time the showopens and we deliver a great experience forexhibitors and attendees.

If I had to pick a worst experience, it would bea year when we were in a new convention centerwhere we thought the building provided seatingfor their concessions in the hall; they thought wewere providing the seating. We had a maxed outfloor plan and when we arrived on-site, there wasnowhere for 10,000 participants to sit at lunchtime. We were edge-to-edge booths so there was nowhere to add seats as much as we tried to find a solution.

What is the best trade show you have everbeen to, and why?

As corny as it sounds, I really believe The ASIShows are the best. I think it’s because we startedas exhibitors and understand the unique needs ofexhibitors, attendees and end user. We work hardevery day to make sure we are delivering everypossible benefit to make our shows easy, produc-tive and positive experiences. We still exhibit atover 100 shows per year and think of new ideas allthe time that are integrated into our future showplans. They are sometimes big ideas related to theoverall show design and sometimes little toucheslike a piano player in registration or fresh flowersin the restrooms. We look for every opportunity tomake the experience special and memorable forour guests. •

Mary Upton, ASI ShowVP of Operations

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In 1914 trade shows became a part ofthe Association’s conventions, with 32exhibitors at the first show, today thePPAI EXPO held each year in January isthe oldest and largest trade show in theindustry. That commitment to advancingthe industry has lead the PPAI to deliverworld-class education, expositions andforums to enhance its members profes-sionalism and success.

Recently Brilliant Results spoke with DarelCook, Director of Expositions and Meetings,about trade shows and the part promotionalproducts play in exhibitor success.

BR: How long have you been involvedin the trade show business (with PPAI orin other industries)?

DC: Fifteen years.

BR: What critical success factors arenecessary for your exhibitors to have asuccessful trade show experience?

DC: Pre-show marketing and engaging,enthusiastic booth personnel.

BR: What critical success factors arenecessary for your attendees to have a successful trade show experience?

DC: Prepare for the show – know whois exhibiting. Map out a floor plan ofexhibitors to see for each day of the showand make appointments.

BR: What are the biggest mistakes anexhibitor should avoid?

DC: Expecting that attendees willstop at their booth simply because youare exhibiting in the show. It is theshow’s responsibility to bring the attendees to the show. It is theexhibitor’s job to make sure they stop at their booth.

BR: How does PPAI market their tradeshows?

DC: Direct mail, email and viral market-ing (relying on members to market toother members).

Founded in 1903 by leaders from nine promotional products

manufacturers (then called novelty and specialty goods), the

Promotional Products Association International is now comprised

of some 6,700 members located throughout the world. With a

vision to be the leader for growth, innovation, information and

success in the evolving promotional products market, the

member-driven PPAI is devoted to meeting the needs of its

members and the market.

Part 2

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BR: How does PPAI use promotional products toincrease trade show awareness?

DC: We build campaigns and use promotional productsthat deliver a message regarding the benefits of the show.

BR: What has been your most successful marketingand/or campaign tactic to increase the number of atten-dees (or exhibitors)?

DC: We developed a competitive campaign for theexhibitors. PPAI provided show invitations for exhibitorsto mail to their customers. The exhibitor that had themost attendees register for the show using their invita-tion won a free booth. We built our attendance 25% overthree years.

BR: What is your opinion regarding the most important aspect(s) in designing a successful tradeshow exhibit?

DC: Simplicity in design, yet obviously oriented to what products you have and the significant benefits ofyour products.

BR: Do you assist your exhibitors in the use of promo-tional products to increase their trade show traffic/suc-cess?

DC: We do so on a case-by-case basis – but have noth-ing formalized.

BR: What was your best trade show experience…your worst?

DC: The best was The PPAI Expo 2003. We moved theshow, #53 in the Top 200 Trade Shows, from Dallas to LasVegas in 9 months to a building that wasn’t built yet with astaff that had virtually no experience with moving shows

Darel Cook, Director of Expositionsand Meetings

to new venues. We increased the atten-dance 35% and had no major logistical challenges…quite an accomplishment for the staff.

The worst was managing an interna-tional leather show that had salesoffices in Hong Kong, Paris, and NewYork. Each offered promises to theirexhibitors without letting me or theother sales offices know what was prom-ised. I had to re-design the trade showfloor about 10 times within 30 days ofthe show. We arrived on site still notsure what was promised – and sureenough faced significant challenges. I had exhibitors yelling at me in three different languages.

BR: What is the best trade show youhave ever been to, and why?

DC: I’ve been too many. The best tradeshows are the ones that understand theircustomer’s needs and offer the best serv-ice to the participants. The exhibitors areinformed and prepared for set up and teardown of the show. The attendees are wel-comed and acquire their badges easily andefficiently. The show creates excitement –a buzz – that vitalizes the event. It is easy to say – difficult to do. •

Additional information about thePromotional Products AssociationInternational is available on their website at www.ppai.org.

BR0105_Section01.qxl 12/17/04 8:22 AM


Quote To Live By:

“They can because they think they can.” —Virgil (70BC-19BC) Roman Poet

Did You Know?

º The average number of people airborne over the US any given hour: 61,000.

º What is the only food that doesn’t spoil? Honey

º Money isn’t made out of paper; it’s made out of cotton.

º Longest-listed company on the New York Stock Exchange: Con Edison – listed in 1824 as the New York Gas Light Company

º Every person has a unique tongue print.

º Ketchup was sold in the 1830’s as medicine.

º The dot over the letter “i” is called a tittle.

º In Scotland, a new game was invented. It was entitled Gentlemen Only LadiesForbidden…and thus the word GOLF entered into the English language.

º What is an activity performed by 40% of all people at a party? Snoop in yourmedicine cabinet.

º If a statue in a park of a person on a horse has both front legs in the air, the per-son died in battle. If the horse has one front leg in the air, the person died as aresult of wounds received in battle. If the horse has all four legs on the ground,the person died of natural causes.

111,111,111 x 111,111,111 = 12,345,678,987,654,321

Everyday Actions Can Make A Difference: Buy recycled paper rather than non-recycled paper. This

not only saves 17 trees per ton of paper used, but requires7,000 fewer gallons of water during manufacturing.

~ A Bit of This & ThatOff The Cuff Off The Cuff

BR0105_Section01.qxl 12/17/04 6:55 PM

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