At a time when competition for attractive guest events is constantly growing, a major exhibition center was faced with the challenge of fundamentally rethinking its acquisition strategy. Despite the strategic relevance of this business segment, success had so far fallen short of expectations. This case study shows how a significant increase in efficiency and market positioning was achieved through a targeted realignment of processes, systems and sales approaches. The close integration of strategy, technology and operational implementation played a decisive role in this.
1. Initial situation
The management and supervisory board of a large exhibition center were dissatisfied with the previous situation regarding the acquisition of guest events. The acquisition of national and international guest events was and is a central component of the new corporate strategy, but was falling short of expectations. The management recognized that the existing measures were insufficient to achieve the desired goals. A realignment of the entire acquisition process was necessary in order to strengthen the trade fair company’s competitive position and significantly increase capacity utilization through guest events.
2. Approach
In order to increase the quality and efficiency of acquisition, a comprehensive approach was pursued that included both strategic and operational measures.
Creation and optimization of target lists
The previous target lists for acquisition were completely revised. A central focus was on avoiding competitive situations with existing events and the targeted selection of attractive event formats. The target lists were enriched with detailed attributes through the analysis of external databases and comprehensive primary market research. In addition, the internal and external stakeholders (buying centers) were identified and their influence and role within the decision-making process were mapped in the system.
Modern system support
The existing systems to support the acquisition processes were not sufficiently efficient and were therefore comprehensively revised. In close cooperation with the IT department, additional entities and attributes were added to the CRM and expanded with specialized cloud services. A newly introduced, dynamic scoring system continuously provides the sales department with information on which targets require the most attention. All communication channels – including chat histories, phone calls, website visits and email responses – have been integrated into a 360° view. Every interaction influences the evaluation in the scoring system and enables targeted prioritization.
Optimization of the organization and processes
The existing sales and marketing processes for the acquisition of guest events were systematically analyzed and redesigned. An ideal process was developed in close consultation with the team and management, which was supplemented by system-supported workflows and automated follow-up actions. Employees received comprehensive coaching and training on the new processes. The composition of the team was also optimized, with external service providers being partially replaced or supplemented on the basis of new briefings.
Professionalization of the sales pitch
A convincing sales pitch was developed to convincingly present the advantages of the exhibition location, the grounds and the services available to guest organizers. The information documents were standardized and supplemented with important proof of success to strengthen the position in the market.
New reporting system
The reporting for sales management was completely redesigned. Important KPIs are now reported to the management on a monthly basis. Once a quarter, Sales presents the results achieved and the planned measures for the coming quarter to the Management Board. The reporting has been structured in such a way that the management is able to provide the Supervisory Board with precise information on the development of guest event acquisition at any time.
3. Results of the reorientation
After just a few quarters, the realignment showed clear successes. The improved quality of market cultivation led to the first contracts and letters of intent with new guest event organizers. The new system support and clear processes were perceived by employees as helpful support and led to a significant increase in efficiency. The dynamic scoring system enables targets to be prioritized more precisely, which has improved closing rates. The forecast shows a clear upward trend and the sales team has the issue methodically under control.
4. Importance for the company
The successful realignment of the acquisition of guest events underlines the strategic importance of this business segment for the trade fair company. Guest events not only contribute to the economic stability of the company, but also strengthen its position as a leading event venue in international competition. The new processes and improved system support enable the sustainable scaling of guest event acquisition and create a reliable basis for future growth. The increased transparency in reporting enables the management and the supervisory board to actively manage the development of this important business area.
5. Next step
The successful realignment of this exhibition center shows that a strategically sound and systematically managed acquisition of guest events is a significant success lever for exhibition companies. If your organization would also like to take the acquisition of guest events to the next level, we will be happy to support you with our extensive experience and best practices from numerous successful projects. We offer you an individual benchmarking analysis that shows you where your strengths and weaknesses lie – and how you can optimize them in a targeted manner. Benefit from our experience with leading event organizers and trade fair organizations.
