@ISOCertified140019001tel. +44 (0)1527 510154web. www.clementsandstreet-db.co.ukemail. info@clementsandstreet-db.co.ukTo take advantage of this offerplease visit our website Free design consultation meetingFree design presentation packDetailed breakdown quotationReduce your exhibitionstand design & build costsEXHIBITION STAND DESIGN . EVENTS INTERIORS . PRODUCTION . MANAGEMENTNorfolk's Premier Events VenueFor Business Meetings, Conferences and ExhibitionsMeetings and ConferencesFrom 6 - 3,000 we can cater for all your corporate needs in our suite of modern meeting rooms and larger halls.ExhibitionsWe are investing £1.4million in Norfolk's largest indoor Exhibition Hall (completion May 2012). The modern new facility will include an imposing reception, internal cladding, option to partition and sound proofing. Our Exhibition Hall is the ideal venue for B2B and B2C exhibitions and events.Set in 150 acres of delightful parkland, Norfolk Showground is the ideal venue for all your business needs. We offer easy access from A47 and A11, ample free parking and fine catering for all your event needs.For more information contact: Louise Wilkinsontel: 01603 731 969 | e: louise@norfolkshowground.co.ukwww.norfolkshowground.co.uk

BUSINESS CLINICwww.exhibitionnews.co.uk 43Information services group Experian found insolvency rates across UK organisations with 51­100 employees fell from 0.2 per cent to 0.12 per cent in the year to February 2012. Their fi nancial strength score also leapt from 81.68 to 85.41 over the same period.Golf Live has signed an exclusive deal with Virgin Atlantic to become a partner for this year's show. The event will be held at London Golf Club in May. Virgin Atlantic will provide golfers with interactive experiences during the show including prizes for visitors.Alexandra Palace has selected architect and urban designer Terry Farrell and Partners to develop a masterplan for the regeneration of the North London venue. Following a competitive tender process, Terry Farrell and Partners, working with WSP, has been brought on to design options for the venue's future use. The Royal Highland Centre in Edinburgh has signed a three-year deal to host the Gardening Scotland show. The event previously had a rolling annual contract with organiser Rural Projects, and has been at the venue since its opening in 2000.Temporary structures provider Neptunus has signed two three-year contracts to supply the annual Frieze Art Fair and Frieze Masters exhibition. The fi rm will provide 30,000sqm of temporary exhibition space to both annually. Melville GES claims it will be one of the fi rst companies in the exhibition industry to offer cloud-based services to clients after securing an agreement with UK cloud computing specialist Star. Melville will offer real-time registration and ticketing and provide greater data feedback to its clients using the cloud from mid-2012. Earls Court and Olympia Venues has teamed up with transport company Carbon Voyage to address the environmental impact of journeys to and from its venues. The online platform offers a journey-matching service to address the impact of transporting exhibitors, visitors and freight, and save money for users. Event crewing fi rm Showforce has chosen Hewden as its accredited training partner. De Boer has been recruited to supply the Great Pavilion at the RHS Chelsea Flower Show in May as well as temporary accommodation for this month's Floriade 2012 World Horticultural Expo, which is staged just once a decade.Jupiter Logistics Europe has been announced as the offi cial logistics partner for the second edition of the London Garments Expo in August. SO Group has been appointed by Media 10 as the show organiser's sole contractor for the next four years. The contractor will be responsible for all services across its portfolio of exhibitions and work on Media 10's new purchases EcoVelocity and 100% Design.Furniture supplier Thorns Group provided equipment for a tea party for 1,400 people during her Majesty the Queen's visit to Manchester Central last month. WINNING BUSINESSIAN PEGLERWas joining Marks & Spencer in 1970. I was there for 12 years. I started with a nylon coat and a broom on a management training course and I ended up being a store manager and a buyer for one of the largest ladies' fashion groups in head offi ce. I learned a lot from M&S; it gave me a grounding in holistic management. The company looked after its people, which was really important, because if you MY BEST DECISIONMY WORST DECISION51-100I don't have many worst decisions, because I don't regret the past, but there is one experience I learned from. I resigned from M&S and bought a thatched pub with seven letting bedrooms in Devon with my wife. It was in 1979 and the start of a recession. Visitor numbers to Devon dwindled drastically because of this coupled with a petrol crisis. However, we got into the Good Food Guide and business picked up. In the meantime the cottage and hairdressing salon next door came up for sale and I bought it. We thought we could let out the cottage attached to it and capture the local and surrounding hairdressing market, but really the loan on the pub and the cottage/hairdressing business just killed the venture. It was a bad decision for my business and my family too. I hadn't done my research properly. I went into it using my heart and my ego, not my head: The business I'd bought was at its maximum at that time and there was little I could do to improve it. So research, ego and head­over­heart were the lessons I took from that experience.CHIEF EXECUTIVE,STONELEIGH PARKvalue people then they value you and give loyalty and better output for the customer. M&S also taught me about quality in everything and that the standard you set is the standard you get; there is no compromise.With in­store operations, everything had to be just so. When you left the store at night, it had to be ready for the next day. The buying experience I had at head offi ce was amazing. I remember the chairman, Teddy Sieff, coming in and handling a garment and asking: 'Why did you buy this fabric? There's not enough cotton in there'. He knew what quality felt like. That was a huge infl uence on me in not accepting second­best.1) Know your competitorsProduct knowledge is all well and good but to really succeed you need to keep updated with your competitors' offers and stay one step ahead. What are they doing well? Who is buying from them? Why? How much? 2) Keep close to your customersGet so close to customers that when they are ready to buy, you will not only be aware but will have anticipated their requirements. How can you add something unexpected that will debit them and want more? Call, meet and use social networking to maintain the dialogue. 3) Reward early commitment Names on a fl oor plan have a galvanising effect upon others. Classify your clients into Korma, Madras and Vindaloo. Get the Vindaloos signed up and watch the others follow suit. Think incentives, extra marketing and publicity and exclusive offers to tempt them in early. 4) Focus on them, not on you Ask more questions. Dig around. Find their true needs before launching into your generic sale pitch. If you truly understand your markets and your customers' needs, you can deliver compelling solutions not just square metres. Added­value services often cost little but are worth huge amounts to the recipients. Make good deals better and great ones irresistible!5) Keep it upSelling is tough at the moment but can only get better. The next call might just be the one. Activity is king.- Simon Naudi is MD of Answers Group.SALES TIPS HOW TO MAKE A DIFFERENCE RIGHT NOW