Influence people

Thursday, July 20, 2017

Collateral Damage


Until the autopsy results come in, we can only guess why Steve the Security Robot drowned this week in Washington, DC.

May he Rust in Peace.

Automation—including marketing automation—is only as good as the weakest link in the process.

The weak link in marketing automation is content.

Marketers go to all lengths to create pretty logos, websites, blogs, banner ads, brochures and tradeshow booths, but allow marketing automation to sully their brands.

They program Mark the Marketing Robot to:

Annoy prospects. They program Mark to assume a form-fill means the prospect welcomes one or two cloying emails every single day for 20 days. Trust me, she doesn't.

Confuse prospects. They program him to send long-winded, self-absorbed emails that spew largely irrelevant product features. They never bother to communicate a core—or convincing—value proposition; only a lot of sales-talk.

Offend prospects. They program Mark to send emails with click-bait Subject lines, unproven or exaggerated claims, typos, grammatical errors, and pointless and presumptive closes.


It's the content, stupid.

Wednesday, July 19, 2017

Digital Damage


Digital ads could be alienating B2B buyers, says Julie Ogilvie, senior research director at Sirius.

Because the ad units are tiny and compete in cluttered environments, B2B marketers are resorting to intrusive techniques that may be damaging their brands.

Ogilvie cites three:

Retargeting. "The idea behind retargeting is solid," she says. "However, in execution it can become annoying if the ads are popping up for months on end or are appearing in inappropriate environments."

Clickbait.
Digital ads sporting sensational headlines "almost always disappoint in terms of what is delivered." The disappointment is reinforced when retargeting is used.

Native ads. Digital ads dressed as editorial content can also annoy and disappoint. Although buyers will respond, "many people still end up feeling deceived by messages that appear to be one thing but turn out to be another."

"In all these examples, people have come to feel that they are being tricked or harassed by advertisers," Ogilvie says.

Techniques like retargeting, clickbait and native advertising generate impressive response rates, she admits.

"But response rates do not always equal conversion rates—or revenue. And there is still the question of short-term vs. long-term gain. Brands are about building relationships and trust with our audiences."

You need not worry overmuch you're alienating your whole audience.

While you may be angering Boomer and Gen X buyers, the majority of Millennial buyers have installed ad blockers.

Tuesday, July 18, 2017

When You're 64


My wife and I frequent a farmers market Sundays in Dupont Circle, and often buy from a local pickler named Number 1 Sons.

The pickler's stand is run by 20-somethings who inevitably ignore me until I go all geezer on them and crabbily insist on making my purchase.


I'm not alone in taking it personally.

According to a survey by AARP of 61- to 69-year old Americans, 21% say they feel invisible around Millennials, and 10% say they receive slower service at stores and restaurants.

Fifty years ago, Sir Paul McCartney's lyrics to "When I'm 64" seemed so sweet.

Every Boomer would relish aging, he implied, just as long as "you still need me."

Things aren't quite working out that way.

But there's more than sour grapes in my tale.

There's a business lesson.

The late novelist Pat Conroy once told C-SPAN, "Every industry is going to be affected by the aging population. This creates tremendous opportunities and tremendous challenges."

He was rightespecially about the opportunities.

The GI Generation didn't put up with crap service. Why would Boomers? We ended an unjust war; elevated women, blacks and gays; invented heavy metal and punk rock; and created the Internet.

Hey, Sonny: If you want to disrupt, try disrupting discourtesy.

NOTE: July 19th marks my 64th birthday.






Monday, July 17, 2017

The Hidden Presuaders


Vance Packard's 1957 best-seller The Hidden Persuaders convinced Americans that midcentury admen were gobbling up CIA-sponsored research studies and using the results to prey on consumers' frail and listless minds.

The title's "hidden persuaders" referred to
subliminal messages, which Packard insisted made midcentury ads irresistible.

Cynical admen were embedding lurid words and racy images in ads for things like laundry detergents, cars, whiskies and cigarettes, in order to trigger customers' Freudian desires for pleasure, he claimed.

Ad agencies, Congress and the FCC scoffed at the idea, but the reading public embraced it.

Everybody loves a conspiracy, as Freud would say.

Flash forward 70 years and Robert Cialdini's best-seller Pre-Suasion provides a new generation of marketers the ammo they need to prey on customers.

Pre-suasion is a technique for gaining agreement with a message before it’s sent. 

Drawing on hundreds of social science studies, Cialdini makes two principal arguments:
  1. To persuade a customer to make a certain choice, the marketer must first trigger a mental association that implies "change is good;" and

  2. The factor most likely to determine the customer's choice is the one a marketer elevates in attention moments before the decision.
According to Cialdini:
  • To get a customer to like you, first hand her a warm drink.

  • To get a customer to help you, first ask her if she considers herself a helpful person.

  • To get a customer to try your untested product, first ask if she loves adventure.

  • To get a customer to buy a popular product, first show her a scary movie.

  • To get a customer to buy an expensive product, first ask her to write down a number higher than the product's price.

  • To get a customer to think about your proposal, first show her a photo of Rodin's The Thinker.

  • To get a customer to buy French wine, play French music as she enters the store.
"The key moment is the one that allows a communicator to create a state of mind in recipients that is consistent with the forthcoming message," Cialdini says. It’s the moment in which we can arrange for others to be attuned to our message before they encounter it."


DO YOU KNOW? Movie-goers were traumatized when The Exorcist premiered in 1973. Many fainted, vomited, and fled from theaters in the middle of the picture. That's because William Friedkin laced the film with horrific subliminal images.

Sunday, July 16, 2017

Tradeshow Malcontents

Thou art the Mars of malcontents.

— William Shakespeare

UK exhibit builder Display Wizard recently asked 100 marketers whether tradeshows have a bright future.

Their answers might disturb you: 75 said yes; 25, no.

The 25 nay-sayers cited the rising digital tide as the reason—and their nagging disappointment with organizers, who are molasses-slow to adopt new technologies.

You might, as a hard-working organizer, respond, "Sure, we're not perfect, but attendees love our event!"

Maybe, maybe not.

Late last year, the event research firm
Explori found, worldwide, tradeshows earn abysmally low Net Promoter Scores from attendees (from a high of 20 in the US to a low of -6 in Asia).

To put that in context,
an "average" company's Net Promoter Score ranges from 31 to 50. (The worldwide Net Promoter Score exhibitors gave tradeshows was worse: -18.)

Explori's analysts noted that attendees' low scores can't be attributed to "so-called 'hygiene factors' such as venue layout, signage or catering, but highlight far more fundamental problems." T


radeshow exhibitors aren't displaying the innovations attendees crave.

Again, as a hard-working organizer, you might say: "So what? Many thriving industries have low Net Promoter Scores."

And you'd be right: duopolistic industries (where customers have little choice) all have negative scores. (Think cable TV, for example; Comcast and Time Warner Cable both have negative Net Promoter Scores—more unhappy than happy customers.)

But the tradeshow industry isn't a duopoly.

Attendees and exhibitors have choices. They can participate only in segment-leading shows. Or only in niche shows. Or they can meet elsewhere; at virtual events or—more likely—proprietary ones.

And, as a hard-working organizer, you might say: "I'm not worried. We're used to exhibitor churn. There'll always a few malcontents."

But you should worry.

Malcontents don't just represent the portion of customers who aren't satisfied.

They represent a potential mob that can become radicalized—that can pick up the weapons of social media and declare jihad on your plush bottom line.

Saturday, July 15, 2017

Gamification Supercharges Tradeshow Exhibits


Only connect! That was the whole of her sermon.
— E.M. Forster

Seven of 10 Americans believe attending events connects them to others, according to a recent survey by Eventbrite.

Among Millennials, that proportion's even higher—8 of 10.

Seven of 10 Millennials also believe events expand knowledge better than online content does, the survey reveals. And 1 of 2 attend events to have experiences they can share on social media.

For Millennials, attending events "is all about projecting to your social media network, and painting a picture of a phenomenal lifestyle," event planner Aubri Nowowiejski told
Skift. "They chase experiences over things to get those likes and comments and interactions, and that dopamine fix."

If you accept Eventbrite's findings, exhibit marketers who help Millennials polish their personal brands will come out winners at tomorrow's B2B events.


Gamification is the secret sauce.

By offering them high-yield opportunities to enrich their personal brands, gamification counteracts Millennials’ unfortunate reluctance to engage in the "real world" of sales conversation.

Gamification makes networking fun and unintimidating—and delivers the all-important dopamine fix that comes when a Millennial wallflower can update his social media feeds.

One ready solution for exhibitors is
PLAYBOOK, a lead-gen system that marries pre-show marketing with gamification.

With
PLAYBOOK, exhibitors can not only attract large crowds of fun-seeking prospects to their booths, but get them to look up from their phones long enough to engage in conversation.

DISCLAIMER: I'm a bit biased in favor of
PLAYBOOK, because it's the creation of Bob & David James. Learn more here.

Friday, July 14, 2017

Snake on a Plane

The stunning lies and Orwellian distortions that dribble from our president's mouth bother me less than his illogic.

The former are signs of a scheming mind; the latter, of an idiotic one.

This week, aboard Air Force One, a reporter asked Trump to recall the way in which
he questioned Putin about Russian meddling in our November election during last week's G20 Summit.Trump replied, "Somebody said later to me, which was interesting. Said, let me tell you, if they were involved, you wouldn't have found out about it. Okay, which is a very interesting point."

More clearly said, "The Russians are so effective at clandestine interference, you cannot detect them. We have detected interference. Therefore, they could not have interfered in our election."

Philosophers call this kind of argument 
"proof against disproof."

Because Russian interference can never be detected, there is no possible basis for determining whether Trump's conjecture is either true or false.

Sigmund Freud drove philosophers nuts in the last century by using similar reasoning to defend his famous
theory of the unconscious.

Your choice of a spouse, Freud said, shows you secretly wish to marry your mother or father. That is a fact you can neither confirm nor dispute. Why? Because any confirmation or dispute would be conscious, while the choice is unconscious.

The Russians didn't interfere in our election. That is a fact you can neither confirm nor dispute. Why? Because we have detected interference, and you cannot detect Russian interference.


Thursday, July 13, 2017

Thoughts We Hate


Washington, DC's Metro this week removed transit ads placed by Milo Yiannopoulos for his new book, Dangerous.

Riders complained via Twitter the ads from the former editor of Breitbart News had no place in public.

The transit agency defended its action by claiming the ads violated its advertising guidelines.

“Advertisements that are intended to influence public policy are prohibited,” Metro said, although it decorates trains and stations endlessly with public-policy ads.

In a statement, Yiannopoulos asked Metro officials, "Is my face a hate crime?"

Until last month, a Constitutional lawyer (I'm not one) might argue, "Yes."

But the Supreme Court says differently.

In June, it unanimously ruled disparagement of minorities Yiannopoulos' stock in tradeis protected under the First Amendment.

Justice Samuel Alito, in Matal v. Tam, wrote that government restrictions on speech expressing offensive ideas "strikes at the heart of the First Amendment.

"Speech that demeans on the basis of race, ethnicity, gender, religion, age, disability, or any other similar ground is hateful; but the proudest boast of our free speech jurisprudence is that we protect the freedom to express 'the thought that we hate.'”

Wednesday, July 12, 2017

A Mind is a Terrible Thing to Educate


I love the poorly educated!
— Donald Trump

A new national survey by Pew Research shows a majority of Republicans (58%) believe colleges and universities are wrecking America.

That attitude is new.


Only two years ago, 54% said colleges and universities were good for the country.

On the other hand, that attitude is old—as old as the nation.

I still remember from high school the tough-love lessons of historian Richard Hofstadter's book (new at the time),
Anti-Intellectualism in American Life.

Hofstadter equated intellectualism with
Cartesian doubt.

Intellectualism, he said, "is sensitive to nuances and sees things in degrees. It is essentially relativist and skeptical, but at the same time circumspect and humane."

Its opposite—anti-intellectualism—is fundamentalist intransigence.


And that kind of pig-headedness, according to Hofstadter, underpins the "egalitarian sentiments of this country."

Anti-intellectualism gave America Joseph McCarthy, Billy Sunday, Charles Coughlin, George Lincoln Rockwell, Jenny McCarthy and scores of other snake-oil peddlers—blowhards celebrated for being commanding and intransigent.

And, yes, anti-intellectualism gave us Donald Trump.

Tuesday, July 11, 2017

Tackling the Stack


Events may at long last have the CMO's attention—deservedly so, since they consume up to 60% of the marketing budget at most B2B companies.

That's because event tech is transforming the analog meeting into a full-scale "digital production."

So much so, CMOs now face a formidable "event tech stack," a digital gauntlet comprising CRM systems; email delivery platforms; event websites; online communities; registration systems; event personalization platforms; onsite networks; session scanning and survey tools; audience engagement, second-screen, and polling systems; beacons and sensors; games; event apps; lead retrieval systems; learning management systems; social media suites; analytic suites; and vendor sourcing and travel management systems.

That's a ton of tech to choose from and "B2B marketers sometimes need 12 different tools to run an event," says Alon Alroy, CMO of Bizzabo.

A new conference launches this month to help marketers tackle the stack.

Transform USA promises to help attendees develop a "coherent data and digital strategy," according to its founder, Denzil Rankine.

Geared to event producers, Transform USA offers "practical takeaways for their strategies for their organizations, and for the partnerships that they should be operating," Rankine recently told Convene.

Transforming a meeting into a digital production sounds really sexy. And the big-data metrics, personalization and amplification event tech can provide are long overdue

But without a strong business-first philosophy—asking of every piece, "How does this serve our marketing goals?"—a CMO could easily find herself overpowered by the event tech stack.


HAT TIP: Gary Slack inspired this post.

Monday, July 10, 2017

Logistics


We are not in the coffee business serving people, but
in the people business serving coffee.
— Howard Schultz

For four crazy years I ran mid-market antiques shows.

It was often tempting to think the business was about logistics, because planning and executing a successful move-in and move-out consumed so much attention.

Collectors—the attendees—could have cared less; but dealers—the exhibitors—considered logistical snafus, even tiny ones, world-shattering.

Until the doors opened.

In that moment, the business's raison d'etre crystallized: the business supplied fixes to people addicted to fine gewgaws.

Don't be lured by language into believing you work the "wheelhouse" of some vast sorting machine.

Your raison d'etre is people—the ones you sell to, the ones you buy from, and the ones in between.

No one has relationships with brands.


Everyone has relationships with people.

Saturday, July 8, 2017

This is No Ordinary Job


This is no ordinary job. This is your #dreamjob.


Human happiness never remains long in the same place.
                                                                                     — Herodotus

With the success of socially conscious companies like Apple, Google, Whole Foods and Salesforce, Millennials' expectations of finding a dream job have risen.

A recent
Harris Poll, in fact, shows 8 of 10 Millennials think they can find one.

I was hired for my first dream job under false pretenses.


The Alexander Graham Bell Association for the Deaf hired me as its publications clerk in the belief I wore hearing aids when, in reality, I wore band-aids.

It was 1974, the year of gargantuan eye wear, thanks to Sir Elton John, and my fashionably oversized specs were so heavy they irritated my auricles, making it necessary to wear band aids for relief. But to the association's HR folks, they looked like hearing aids.

The job was a dream job because, after a long series of outdoor gigs, it was my first experience working in an air-conditioned office. Washington, DC, is sultry much of the year; the Alexander Graham Bell Association was a 65-degree nirvana.

I was lucky, because, as the Harris Poll indicates, most Boomers, unlike their Millennial counterparts, don't expect to find a dream job (the same holds true for Gen Xers). They're dubious. Millennials, by comparison, are like overeducated Don Quixotes, rejecting home and hearth and questing instead for the perfect job.

The Harris Poll also indicates how workers define a dream job. Among those who hold one:
  • 91% say they know what's expected of them
  • 83% say their work matters
  • 73% say the job is rewarding and
  • 70% say the job taps their greatest strengths.
While many considerations—from compensation, security and opportunity, to mission, culture and location—help define a dream job, it's noteworthy that defined outcomes—the key to sustained organizational growth, according to Gallup—tops the list.

Perhaps no other job in history had more carefully defined outcomes than that of "Keeper of the Royal Rectum," the consultant on colonic matters to the Pharaohs in Ancient Egypt.

The Greek historian
Herodotus said the Ancient Egyptians were obsessed with purging themselves "by means of emetics and clysters, which is done out of a regard for their health, since they have a persuasion that every disease to which men are liable is occasioned by the substances whereon they feed."

And if that job lacked for advancement opportunities, there was also the "Groom of the Stool" in King Henry VIII's court—another dream job.


Unless you hate paperwork.

Friday, July 7, 2017

Please Disturb

Sadly, most "social selling" merely amplifies sleazy selling.

You see it on LinkedIn daily, as an ever-swelling spam tsunami floods your homepage.

Although they do themselves no favors, the buffoons behind the flood damage their brands more than themselves. Where they once had opportunities to drive away only handfuls of prospects in the past, now they possess a weapon of mass destruction.

It need not be that way, says LinkedIn strategist
Kristina Jaramillo.

Social selling experts insist social selling is a lead-gen "volume play," Jaramillo says.

But it isn't.

Social selling's purpose should be lead qualification and nurturing.

"The focus should be on prospect development," Jaramillo says.

Simply posting about your product, your team, yourself or even your industry doesn't make you relevant to buyers.

You have to drill down to value; and, on LinkedIn, that comes in form of challenges to the status quo.


You need to publish "disruptive" content that drives changes in thoughts and actions, and, most importantly, "give prospects a reason to change," Jaramillo says.

Thursday, July 6, 2017

You Can Thank Associations for National Days



Marked merely to drive product sales—in this case, sales of chicken parts by fast-food restaurants—the hennish little holiday typifies most so-called "National Days."

National Days are PR stunts—or the vehicles thereof—that date back to the Roman Empire, when emperors declared micro holidays constantly, in order to keep the bread-and-circus-loving citizens of Rome satisfied.

Lupercalia, for example, was a micro holiday marked every February 15th. The Romans would celebrate the day by sacrificing goats, drinking lots of wine, and parading around in the nude, in hopes of banishing evil spirits.

We moderns prefer National Days that honor stuff we can buy: consumer goods like almonds, bourbon, cupcakes, eggs, hot dogs, pancakes, spreadsheets, towels, tubas, and underpants.
As of 2017, association marketers have spawned over 1,200 of this sell-ebrations, according to the National Days Calendar.

To apply for your own National Day, all you need do is submit it to the keepers of the Calendar.

"The buildup annually to a National Day is great," the application states. "News stories, increase in product sales, top of mind awareness and much more can be generated annually."

Great, that is, provided you're not a chicken.


Wednesday, July 5, 2017

The Marketing Seven


Ten years ago, you wouldn't find a CMO in most companies.


As "the new kid on the block," the CMO often finds it hard to fit in and measure up to the C-suite's old-timers.

According to venture capitalist Tim Kopp, while CMOs are true mavericks, they all boil down to seven types—and no one type has all the skills needed to lead most brands today.

The seven types are:

The Thought Leader. This CMO can create a product category and evangelize for it. They're storytellers, speakers, and visionaries.

The Growth Hacker.
This CMO "goes deep into Excel spreadsheets to drive bottom-up demand-gen programs," Kopp says. They often come from marketing ops or finance.

The Product Marketer.
This CMO is fluent in tech-speak and adroit in pricing, packaging, messaging, and analyst relations.

The Brand Marketer. This CMO understands how to develop a brand's look and feel. They often come from B2C companies.

The Strategist. This CMO is "great at understanding where the company’s solution fits in the market, what key strategic moves to make, and how to approach important decisions." They're especially good at driving strategic partnerships.

The Culture Builder. This CMO knows how to engage employees in the mission of the business and rally teams to achieve departmental goals.

The All-Around Athlete. This CMO is the ideal type, "but good luck finding one," Kopp warns. They know enough to be dangerous in every area of marketing, but can only make things happen when they hire people who compensate for their weaknesses.

CEOs who want results from their CMOs must be careful to match company needs to the candidates' skills, and be willing to sacrifice some imperatives, Kopp says.

Tuesday, July 4, 2017

Getting Inside Attendees' Heads


B2B CMOs have struggled to measure events with the same precision they measure digital.

Mobile apps could change that.

Not only do they let exhibit marketers engage attendees and personalize events for them, many mobile apps can be used to track face-to-face engagement, and further nurture customers and prospects.

One example: Showcase XD.

This simple iPad app lets tradeshow attendees explore an exhibiting company's products—through videos, demos, photos, drawings, and other content—while visiting the company's booth.

Meantime, the app is gathering and sending the company "digital brain scans" of the attendee that reveal his or her actual interest in the products.


The company can use the analytics after the show to decide, among other things, what marketing automation score to assign the attendee.

One company isn't waiting for the show to end.

IBM uses mobile apps to track attendees' interests and harnesses Watson to make product and activity recommendations—such as downloading a trial code—on the spot, by comparing attendees' pre-show interests with the products they engage with at the exhibit.

While no one can guarantee a CMO ROI before an event, keeping tabs on attendees' interactions though a mobile app—and using the analytics to feed the company's marketing automation or CRM system—can produce real results.

Monday, July 3, 2017

Patriotism is the Refuge of Stooges





One of the saddest lessons of history is this: if we’ve been bamboozled long enough, we tend to reject any evidence of the bamboozle.

― Carl Sagan

Hundreds of gun-toting "patriots" arrived this weekend at Gettysburg, to protect the national military park's Confederate monuments from desecration by leftists.

Although the leftists never materialized, blood was shed. One patriot accidentally
shot himself in the foot.

The perfect metaphor, if there ever were one.

Patriotism is the refuge of stooges.

My plea to patriots this July 4th: read a freakin' history book (preferably not one published in Texas).

You might try Apostles of Disunion.

Illustrating the "real history" of the Civil War, the book recounts how a group of state-appointed commissioners from the Deep South traveled the upper Confederacy in 1860 spreading the secessionists' message: Lincoln, they said, would emancipate the slaves, and plunge the South into a racial nightmare.

During the next five years, 620,000 Americans would die, to settle the emancipation question.
The "fake history" took root after Appomattox, when disgruntled Confederate veterans began retailing the myth of the "Lost Cause" at their yearly reunions.

The war, they said, was never about slavery: it was waged only to defend the antebellum South, a moonlit magnolia paradise peopled by happy hoedowning slaves and their affectionate white masters.

These same propagandists made sure to regulate the history textbooks used in every school, while their dutiful daughters would later make sure to hype movies like D.W. Griffith’s “Birth of a Nation,” David O. Selznick's “Gone with the Wind'” and Walt Disney’s “Song of the South.”

Sunday, July 2, 2017

Either It Looks Like a Miracle or It's Stupid


My ad agency years taught me never to show clients work that, for all purposes, couldn't be released as is.

Showing anything less than finished work gives clients little to evaluate. And showing anything less destroys the magic.

So I was gratified to hear an actual magician, Teller, express this principle to the host of NPR's This American Life.

Teller describes how he labored for months to incorporate the legendary "floating ball routine" into Penn & Teller's show.

Teller worked alone at night on an empty stage in a darkened theater, week after week, testing move after move after move, to make the trick fresh. He tested different props; built a stage set; abandoned it, and built another.

Only when he'd perfected the routine did Teller show it to his partner.

"Why didn't you just show Penn something rough?" the host asks Teller. "Just something with the moves you'd been inventing?"

"No, no, no!" Teller insists. "That's the thing about magic. You can't look at a half-finished piece of magic and know whether it's good or not. It has to be perfect before you can evaluate whether it's good.

"Magic is a fantastically meticulous form. Magic is an on/off switch. Either it looks like a miracle or it's stupid."

Saturday, July 1, 2017

Blaming the Weather


You can fool some of the people all the time, and all the people some of the time, but you can’t fool all of the people all of the time.

— Abraham Lincoln

Fyre Festival fooled a lot of people.

So do a lot of events.


But you can't fool all of the people all of the time.

Serial scammer Billy McFarland, who The New York Times called, "Gatsby run through an Instagram filter," when confronted with accusations of fraud, blamed Fyre Festival's epic failure on the weather.

“I cannot emphasize enough how sorry I am that we fell short of our goal," he said in a statement in May.

How hauntingly similar that sounds to the statements made by many association-show producers after their events fail to attract buyers.

"We're disappointed by the attendance, but the industry's facing a cyclical downturn."

"Yes, we're disappointed by the attendance, but terrorism has deterred many travelers."

"Sure, we're disappointed by the attendance, but everyone knows the US economy's soft."

"We're deeply disappointed by the attendance. The weather is to blame."

Truth be told, you may never be able to draw enough buyers to satisfy exhibitors.

But are you even trying?
  • Do you assume (pray) attendees will just come?
  • Do you depend on email to promote your event?
  • Do you neglect to issue newsworthy product announcements before your event?
  • Do you believe your primary job is to sell booths?
  • Do you think of exhibitors as the "wallets" who underwrite your conference?
Too many association-show producers "working hard" with "producing results."

Producing results today means innovatingDo you:
  • Add novelty and value to every aspect of your show, year after year?
  • Respect the fact exhibitors need results—and help them?
  • Organize your event to maximize exhibitors' face-time with prospects?
  • Lead your industry by applying new marketing tactics and technologies?
  • Copy concepts from industry-leading shows like CES and NAB Show?
  • Know more than your attendees and exhibitors about your industry's path forward
Or, when attendance flags, do you—like the organizer of Fyre Festival—keep calm and blame the weather?

NOTE: Billy McFarland was arrested yesterday and charged with wire fraud.

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