There are many reasons for measuring trade show ROI. The most obvious: to improve marketing performance. After all, without baseline metrics of your returned value, it’s impossible to know where and how to make improvements to maximize the results of your in-person event strategy. At MEET, we’ve identified a number

It’s hard to imagine driving these days without GPS. The experience of getting lost or struggling with oversized maps has all but disappeared…and no one is mourning the loss. GPS has fundamentally changed the experience of driving by putting valuable real-time data in the hands of the driver—whether to avoid

  If you follow our blog and webinar series, you know that trade show strategy is a big focus of our work. For one, it’s because we truly believe that a well-crafted, well-executed strategy is critical to maximizing trade show ROI. Second, we’ve noticed that many B2B marketing strategies stop

  As 2019 comes to a close, many CEOs of scaling ventures are taking stock of the year’s marketing investments. They’re looking at their budgets and sales pipelines, and asking the ultimate question: what was our ROI? This time of year is not only about reflecting back—it’s about projecting forward.

At MEET, we talk a lot about the critical link between clearly defined buyer personas and marketing ROI. But for international scaling companies, developing the right marketing strategy also requires a careful account of the unique cultural ways of doing business in each foreign market. India’s vast size and gateway

At MEET, we help international companies soft-land and scale in the U.S. through trade shows and in-person events. Many of the companies we work with are not new to international scaling. In fact, it’s their success—both at home and abroad—that has led them to explore U.S. market entry. One thing

  As the world’s sixth-largest manufacturer, powered by a labor force of 520 million, India market-entry is a massive consideration for many globally scaling firms. On November 12th we spoke with Nilesh Gopali, Founder and CEO of the investment and business advisory firm AAVOR in an interview titled: Capitalize on

  Scientists and engineers define a system as any group of interacting, interrelated, or interdependent parts that form a complex and unified whole with a specific purpose. More simply, all systems: Have a purpose Must contain all parts to perform optimally Are impacted by the order in which these parts

The spaghetti technique of “throw it against the wall to see what sticks” is too often adopted into practice by marketing professionals. With so many low-threshold, low-cost marketing tools out there, it’s increasingly easy to simply flood the market and hope for success. We refer to this “spray and pray.”

People don’t pay to hear the New York Philharmonic get on stage and make a lot of noise. They pay to hear music—beautiful music that is performed with precision and expert guidance. And then they pay to hear it again. In our recent webinar on October 17th titled: Taming the

  The business world is full of metaphors and famous quotes invoking the importance of finding the right partners and team members to drive success. Whether it’s “get the right people on the bus” or “it’s better to be alone than in bad company,” the point is clear: surrounding yourself

For most CEOs of scaling firms, U.S. market-entry isn’t their first rodeo. The majority have withstood the bucking bronco at home—maybe even won the blue ribbon. A handful has had the opportunity to test their skills in other venues (foreign markets) for that added layer of certainty. Still, no matter

Sales traction, ideally early sales traction, is requisite for every scaling firm. Therefore, if given the choice, wouldn’t all firms devote the necessary resources to achieving sales traction as quickly as possible? The answer, strangely enough, is no. Each internationally scaling firm takes a slightly different approach to new market

The prospect of drowning in a sea of U.S. regulation is scary, particularly if you’re not an experienced swimmer. Yet scaling firms must come to terms with the fact that part and parcel to reaping the rewards of U.S. market entry is mastering the depth and breadth of its regulatory

Perhaps the hardest waters to navigate in a U.S market entry expedition are developing sales channels. With tight timelines and even tighter budgets at stake, understanding how to leverage U.S. manufacturing, distribution and sales networks in the most efficient way possible is both challenging and necessary for scaling firms. For

  In weighing the risks and rewards of U.S. market-entry, the golden rule of financial investing holds true: “never invest money you can’t afford to lose.” Scaling too early, before you have the proper reserves and stability in your home market, is a serious gamble. The major difference between financial