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occasionally form a joint venture with an organiser for a new show, so we are sharing the risk of setting up an exhibition."During the early stages it's about reducing risk to the organiser, but if the event grows and becomes profi table, we expect to share in that."According to Horsburgh, the venue's philosophy is more about fi nding shows that could launch Aberdeen versions along with their parent events. As Aberdeen has a relatively small catchment area these are generally localised editions, although when it comes to consumer shows they can make a nice bonus round to complement an organiser's already successful, larger version in another city or country.For The NEC, the emphasis is on providing services, analysing data and conducting market research. The venue maintains an organising arm called Managed Events to work alongside organisations that might need help putting together an event. Instead of competing with private organisers, The NEC invests in fi nding new and untapped markets and then pitches events not only to organisers, but also to associations and media companies."With the growth of venue space, the downturn of the economy, the advent of online and the huge surge in content that's now needed for events, venues can no longer just be in the show rental business," NEC venue sales director Richard Pegler said. "If you want to be the number one venue, you can't just be the biggest you also have to be the number one service provider."The NEC's approach is to pitch to the organising company fi rst, Pegler explained. "If the organiser thinks there is an opportunity in this market we could have [our in-house research team] Insight look at it," he said. "Often your knowledge can be blinded by your own desire so it's got to have that cold data."If we got to a situation where someone says they like the idea but wanted to share risk we might do that, but we are not launching any events that compete with any organiser that works with us. Yet we can share the risk in lots of ways - it can be writing cheques or research or facilities." Emap Connect MD Richard Baker, who works with the venue on the company's Glee portfolio, said it was starting to work more with the team at The NEC and its data analytics specialist Adi Clark. "We are increasingly cooperating with them to gain more market understanding and looking at ways they can work with us to help with visitor data for our shows," Baker said. "We used to just rent some space and pay some money but what Adi is doing is very much working with us to grow the show."But they are still the hardware provider and we are the software provider," he added.GO-GETTERSThe third example of a venue aiming to proactively assist in building the show is Excel London using market research. However, its approach is a bit more aggressive. Where the AECC goes to existing shows to pitch Aberdeen versions, Excel looks in some cases to actually convince organisers to move FEATURE26 shows to its venue. In one instance, after identifying a gap in the market, Excel went to VOS Media and convinced the organiser to move its Outdoors Show down to Excel and co-locate with the London International Boat Show, Excel MD David Pegler said. The venue also helped VOS launch the London International Bike Show alongside the other two events."Looking at the demographics of the Boat Show, it became apparent that visitors also had an interest in the outdoors," said Excel's Pegler. "There was a clear crossover between the two so we went to VOS and said if you move your show to London and co-locate with the London Boat Show, you have a common audience. The 100,000 or more people that come to the Boat Show are also interested in outdoors and bicycles, so if you put a show alongside that they will cross over and look at it."Excel's Pegler admitted the historical relationship between venue and organiser had been adversarial, but said the success of a show was critical to the well-being of the facility it runs in."One of the things we measure our success on is the success of events that run at our venue," Pegler continued. "It means you get more satisfi ed exhibitors and organisers can repeat the show and give us an income string."Excel has a marketing team researching industries and consumers, identifying ideas for new events. Specifi cally, the venue looks at where a market is going, where the people that buy products in that sector are based and then tests the concept. If the team fi nds an audience nobody has snapped up yet that would attend an event at Excel, the venue approaches organisers with the ideas."Excel offered us some very good marketing support because we had never run an event at Excel before," VOS Media MD Damian Norman explained. "In the current climate, launching anything is far riskier than it was three or four years age. More than ever, venues need to be creative in their approach for how to support and encourage companies to launch into new markets and give an event an opportunity to cement itself and grow."According to Norman, Excel set-up a meeting between him and then-MD of the London International Boat Show's organiser National Boat Shows, Andrew Williams. It was a relationship that resulted in mutual benefi ts."With Excel, it wasn't just take the tenancy and run," said Norman. "There was a genuine interest in having us succeed."Of course it's not a purely altruistic thing to do. What's good for the goose is good for the gander: If an event is successful, everybody wins. The visitors enjoy the day, exhibitors do good business, organisers profi t from stand sales and the venue benefi ts from having a successful organiser in its facility. Despite their different initiatives, venues agree on one thing: They want to see events succeed. One of the things we measure our success on is the success of events that run at our venueHOW VENUES ARE HELPING TO LAUNCH AND GROW SHOWSUPPING THEIR GAME1Investing in infrastructure or temporary structures for specifi c shows2Conducting market research to identify new or strong market segments within their catchment area3Analysing audience demographics and visitor fl ow4Pitching launch ideas to organisers based on geographic and visitor research5Setting up organising arms of their own to support smaller organisers6Forming joint ventures with organisers, associations and media companies to reduce the risk of launching

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