WHITE PAPERwww.exhibition-world.net Issue 2 | 201237o 2015 and beyond exhibition organisers will increasingly need a dual strategy. While emerging markets will continue to offer strong growth opportunities, in mature markets organisers will need to compete more vigorously to maximise their share of visitors' time and, by extension, exhibitor marketing budgets. Three factors combine to mount a structural challenge to exhibitor value: the decline of visitor time at events; eroding visitor numbers; and the steady march of prices per square metre.With visitor time-at-show in structural decline, shows need to compete more effectively for their share. As well as a segmented marketing approach that reaches and delivers high quality visitors, organisers need to provide these visitors with a more targeted, streamlined and value-added experience at the show. Additionally, winning organisers will increasingly be those who extend their contact with visitors outside the show. CREATING VALUE IN AN EXTENDED EXCERPT FROM AMR INTERNATIONAL'S WHITE PAPER WINNING EXHIBITIONS STRATEGIES IN 2015 AND BEYOND, JONNY BAYNES ADVISES US TO LEARN OUR EXHIBITORS' GOALSFigure 1Exhibitor value and total exhibitor spend (US market), 2000-2010 (Source: AMR)18.104.22.168.78.99.710.311.011.19.79.1121001086$bnIndex 2000 = 10042806040200020002001200220032004200520062007200820092010Exhibitor value* (RHS)Total exhibitor spend (LHS)**Chief marketing offi cers' (CMO) focus on measurability of returns will continue to sharpen, and with an expanding menu of digital tools competing for their attention, and claiming transparent ROI, trade shows are under increasing pressure to both deliver and demonstrate their value to exhibitors. This will require smarter use of digital tools, to understand and track exhibitor value, and support exhibitors with their broader marketing needs.
WHITE PAPER38Issue 2 | 2012 www.exhibition-world.netDigital is not a direct substitute for face-to-face. However it does enable the data and tools for organisers to engage audiences beyond the constraints of the show venue and dates.Because of their solid base of community engagement, organisers are well positioned to address their audiences beyond the traditional show format. While selling square metres continues to offer growth opportunities to organisers who can establish a presence in emerging trade show markets, it is apparent that in mature markets organisers will need a broader skill set to drive long-term growth. With an increasing number of resources and tools competing for share of both visitor time and exhibitor marketing budgets, organisers are increasingly challenged to demonstrate clear value to both groups. Launching and acquiring in dynamic, high-growth sectors will remain at the core of winning exhibition strategies. In addition to this core competency, AMR believes that organisers may need to compete more aggressively for share of visitor time and, by extension, exhibitor marketing budget.Declining valueCMOs are focused more than ever on returns. While the need to make every marketing dollar count has undoubtedly been sharper during the recession, there is little question that the arrival of digital tools offering transparent measurement have transformed the landscape permanently and increased pressure on competing marketing channels to prove their value. At the same time, the exhibition industry appears - by one measure at least - to have been delivering declining value to its customers. The defi nition of value to exhibitors as defi ned by AMR is best expressed in the following equation.Visitor numbers x Average time in hall x QualityExhibitor dollars spentWe defi ne the combination of visitor numbers and average time in halls as Total Visitor Time (TVT). According to our analysis of the German and US markets between 2000 and 2010, TVT is in long-term decline. Notwithstanding cyclical effects, the hours spent in exhibitions halls are diminishing as pressure on visitors' time increases and the number of resources available to them - particularly online - multiplies. This creates a predicament for organisers, as raising or even maintaining price levels against this backdrop risks impacting exhibitor value, and ultimately square metre sales. Organisers face a dual challenge: Both to deliver and demonstrate value to exhibitors.TVT has been in long-term structural decline since as far back as 2000 (see Figure 2), while the marketing dollars spent on exhibiting has been increasing. Between 2000 and 2008 TVT per exhibitor dollar dropped by 28 per cent (see Figure 1). The 2008-10 period saw a recession-driven correction, however this was driven by a dramatic decline in exhibitor spend, rather than an increase in TVT. In 2010 this measure of exhibitor value remained 16 per cent below 2000 levels. There is some good news for exhibitors: TVT per dollar is not the only measure of value; visitor quality is a fundamental value driver, and there are others. Occasionally declining TVT can even benefi t a show by removing lower quality visitors from the halls. For example, the number of visitor companies may remain constant while the number of junior, non-decision making visitors is reduced. However, on a fundamental level declining TVT presents a challenge to the exhibition industry, which cannot be met solely through measures focused on visitor quality, -1.3%-2.8%-0.7%-1.3%-3.6%-1.2%2000-082000-082008-102008-102010-15F2010-15FUSGermanyFigure 2Total Visitor Time (TVT) at trade shows, US and Germany 2000-2015 including forecast (Source: AMR)