trade show strategy plan

Exhibitor Tips, Participant Tips

Creating Your 2025 Target-Centered Trade Show Participation Plan

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As 2025 approaches, it’s the perfect time to solidify your company’s trade show strategy for the year. Trade shows offer a unique opportunity to network, showcase your products, generate leads, and gather market insights. However, without a strategic plan tailored to your business goals and target audience, it’s easy to waste time and resources. Here’s how to develop a target-centered trade show participation plan that delivers measurable results in 2025. 1. Define Clear Objectives The first step in crafting a trade show strategy is determining what you want to achieve. Your goals should go beyond simply “attending” or “getting visibility.” Consider what outcomes will provide the most value for your business. Here are a few examples: Once you establish your objectives, you can tailor your trade show efforts toward achieving those specific results, making every decision about participation more focused. 2. Research and Select the Right Trade Shows Not all trade shows are created equal. Some cater to a broad audience, while others are highly specialized. Start by researching events that align with your industry, target audience, and business goals. When considering potential trade shows, evaluate: A mix of large industry events and smaller, niche-focused shows often provides the best coverage, allowing you to engage with both broad and specialized audiences. 3. Create a Budget and Resource Plan Trade show participation can be costly, so careful budgeting is critical. Factors to consider include: You also need to plan for resources. How many staff members are required to manage the booth, conduct follow-ups, and engage with prospects? Ensure your team is well-trained to maximize every interaction. 4. Develop a Pre-Show Marketing Strategy Don’t wait for the trade show to start making an impact—begin marketing your participation early. A comprehensive pre-show marketing strategy will help drive traffic to your booth and build anticipation. Here’s how you can get started: 5. Maximize Your Onsite Engagement Once the event begins, your team’s execution on the ground is vital to success. Focus on driving engagement at the booth with strategies such as: 6. Post-Show Follow-Up and Analysis The work doesn’t stop when the show ends. Follow-up is where trade show efforts pay off, converting leads into business. Within 48 hours of the event: Summary Crafting a successful 2025 trade show plan requires a focused approach. By setting clear objectives, selecting the right events, budgeting effectively, and creating a strong pre-show and follow-up strategy, you can maximize the impact of your trade show participation. The key is to remain targeted in your efforts—every decision should align with your overall business goals. Additional Planning Resources For more on this topic, we suggest reading Key Success Drivers for U.S. Sales Traction. About MEET helps international B2B & B2G companies gain traction and scale in the U.S. through trade shows, events, and strategic connections. Contact Bill Kenney for a no-obligation conversation:  bill@meetroi.com or +1 (860) 573-4821.

Exhibitor Tips, Market-Entry

If No One Is Doing It, How Can It Be Good?

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In today’s crowded marketplace, standing out is crucial for success. With countless businesses vying for attention, differentiation becomes the key. Yet, many companies play it safe, sticking to conventional methods because they believe that if no one else is doing something, it must not be a good idea. This fear of stepping out of the norm can hinder creativity and limit the effectiveness of marketing strategies. But as Seth Godin famously outlines in his book The Purple Cow, “In a crowded marketplace, fitting in is failing.” The Fear of Being Different There is a sense of security in mimicking what others are doing. If competitors are running specific types of ads, it feels safer to follow suit. The thinking is: “If it’s working for them, it will work for us.” But this herd mentality can be dangerous because fitting in only ensures that you’ll be lost in the crowd. Seth Godin emphasizes this in The Purple Cow, saying, “Safe is risky.” When everyone is using the same marketing strategies, blending in means your brand becomes just another voice in the noise. Instead of standing out, you’re ignored. Godin argues that the only way to succeed in a saturated market is by being remarkable—like a purple cow in a field of ordinary cows. Why Being the First Mover Matters Throughout history, we see companies that broke free from the traditional approaches and reaped the rewards of being different. Apple didn’t simply make personal computers—it created a lifestyle brand around creativity and innovation. Tesla disrupted the auto industry by championing electric vehicles at a time when others weren’t. These brands thrived by doing what no one else was willing to do. Seth Godin argues that being remarkable is the only path to success: “The reason it’s so hard to be remarkable is that there’s no map. No one else has done it, so there’s nothing to copy.” The key is to understand that while being a pioneer comes with risks, it also comes with enormous rewards. First movers set trends, shape industries, and often become synonymous with innovation. How Do You Know It Will Work? A common hesitation among marketers is, “If no one else is doing it, how can we be sure it will succeed?” According to Godin, it’s precisely this fear of uncertainty that keeps companies stuck in mediocrity. Remarkable marketing doesn’t come with guarantees, but it offers an opportunity to break through the noise. Here are a few ways to determine if your standout marketing idea is worth pursuing: Authenticity Drives Remarkability Godin also stresses the importance of authenticity in creating a remarkable brand. Too often, businesses try to manufacture uniqueness, but customers can see through this. Authenticity allows a brand to genuinely connect with its audience, and this connection drives loyalty. As Godin writes, “Authenticity, for a brand, is more than just ‘keeping it real.’ It’s also about making a meaningful promise and keeping it.” When your marketing reflects your brand’s true identity, it doesn’t just stand out—it resonates. This authenticity, combined with a remarkable message, is what grabs attention and keeps customers coming back. The Risk of Playing It Safe Many companies believe that avoiding risks by following the same well-trodden path is the best way to ensure stability. However, in The Purple Cow, Godin warns that playing it safe can actually be the most dangerous move. “Playing it safe is the riskiest choice,” he writes because in a world that rewards innovation, sticking to the status quo leads to stagnation. By relying on conventional strategies, businesses limit their ability to grow and innovate. Safe marketing simply maintains the status quo, while bold marketing disrupts the market and propels your brand forward. Embrace the Power of Difference The message of The Purple Cow is clear: if no one else is doing it, that’s exactly why you should consider it. Standout marketing isn’t about being different for the sake of it—it’s about creating something remarkable that captures attention and makes your brand unforgettable. As Seth Godin wisely notes, “Remarkable marketing is the art of building things worth noticing right into your product or service.” In today’s crowded marketplace, you need to be bold, authentic, and unafraid to lead rather than follow. If no one else is doing it, that might just be the best reason to try. Additional “Standing Out” Resources For more on this topic, we suggest reading Key Success Drivers for U.S. Sales Traction. About MEET helps international B2B & B2G companies gain traction and scale in the U.S. through trade shows, events, and strategic connections. Contact Bill Kenney for a no-obligation conversation:  bill@meetroi.com or +1 (860) 573-4821.

Market-Entry, Return on Investment

Key Success Drivers for U.S. Sales Traction

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Expanding into the U.S. market is a significant undertaking that demands careful planning, strategic focus, and a willingness to learn and adapt. This process is far from simple, but with the right approach, it can be extremely rewarding for a business. For companies looking to tap into one of the largest and most competitive markets in the world, it’s important to not only understand the key drivers of success but also to develop strategies that are tailored to the unique dynamics of the U.S. landscape. A successful market entry requires embracing a few core principles: understanding customer density, leveraging founder-driven sales, and adopting agile marketing communications. These concepts, though straightforward, provide essential guidance for any business aiming to establish itself in the U.S. Customer Density and Its Importance Customer density is crucial to building momentum in a new market. In the U.S., regions vary greatly in terms of population concentration, purchasing power, and consumer behavior. Focusing on areas with high customer density allows businesses to establish a stronger foothold quickly and to optimize their resources. For example, instead of spreading thinly across the entire country, companies can concentrate efforts on key metropolitan areas where their target audience is highly concentrated. New York, Los Angeles, Chicago, and other major cities present opportunities to capture substantial market share in a relatively small geographic area. By understanding customer density and focusing on specific regions, businesses can benefit from a more efficient use of resources. They can refine their operations, sales strategies, and customer support in areas that will provide the greatest return on investment. Additionally, establishing a strong presence in a concentrated market makes it easier to build brand awareness and customer loyalty, two essential elements for long-term success. The Power of Founder-Driven Sales In the early stages of market entry, founder-driven sales play an instrumental role. This approach involves the company’s founders or top executives actively engaging in the sales process. Why? Because no one understands the company’s vision, value proposition, and potential better than the founders themselves. This hands-on approach also fosters trust and credibility with new customers and partners, which can be particularly important in a new market where brand recognition may be limited. Founder-driven sales also allow the leadership team to gather firsthand insights into customer preferences, feedback, and the competitive landscape. This direct connection with the market enables the company to make informed decisions about product adaptations, pricing strategies, and customer needs. Furthermore, this involvement allows the leadership team to build relationships with key stakeholders, which can create opportunities for strategic partnerships and long-term growth. Agile Marketing Communications Marketing communications need to be agile and responsive to the dynamics of the U.S. market. Consumer preferences and media landscapes can shift rapidly, and businesses need to be prepared to adapt their messaging and campaigns accordingly. By adopting an agile approach to marketing, companies can test different strategies, measure their effectiveness, and quickly pivot when necessary. Agile marketing communications also foster experimentation, which is vital in a competitive market like the U.S. By testing various channels, formats, and messages, businesses can discover what resonates most with their target audience. For instance, social media platforms, digital advertising, and content marketing may provide cost-effective ways to reach a broad audience, while traditional methods like print advertising and events might offer value in certain industries. The ability to adjust and refine marketing efforts in real-time is essential for sustained success. Building a Strong Foundation for Success The principles of customer density, founder-driven sales, and agile marketing communications provide a roadmap for navigating the complexities of market entry and scaling your business. By embracing these lessons, your company can create a strong foundation for success in the U.S. market. These principles offer a framework for building a sustainable presence, ensuring that your company can adapt, grow, and thrive in the face of challenges and opportunities. Entering the U.S. market is not just about launching products and services. It is a journey that demands dedication, resilience, and strategic insight. The competition is fierce, and consumer expectations are high, but with the right approach, your company can achieve lasting success and establish a meaningful presence in the marketplace. The lessons learned from past experiences serve as a guide for future endeavors. By carefully analyzing customer behavior, focusing on the strengths of the leadership team, and maintaining flexibility in marketing communications, your business can navigate the complexities of market entry with confidence. The U.S. market offers tremendous opportunities for growth, but success requires a comprehensive, well-executed plan. When done right, expanding into the U.S. can be a transformative step that propels your business to new heights. How to Get US Sales Traction Resources For more on this topic, we suggest reading The 3 Truths of Gaining U.S. Sales Traction About MEET helps international B2B & B2G companies gain traction and scale in the U.S. through trade shows, events, and strategic connections. Contact Bill Kenney for a no-obligation conversation:  bill@meetroi.com or +1 (860) 573-4821.

Market-Entry, Return on Investment

Building a Sustainable Growth Strategy

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Beyond the initial stages of market entry, “The 3 Truths of Gaining U.S. Sales Traction” continues to play a vital role in sustaining and scaling your business. As your company grows, maintaining a focus on customer density can help in expanding your market share and deepening your relationships within your target industries. It also streamlines and simplifies all aspects of training, operations, and sales. This ongoing commitment to building a strong customer base ensures that your company remains competitive and relevant. Similarly, the principles of founder-driven sales can evolve into a leadership-driven sales culture. As the company scales, the values and practices established by the founders can be instilled in the sales team, creating a cohesive and motivated workforce. This culture of leadership and ownership drives performance and fosters a sense of accountability and dedication. Agile marketing communications also continue to be essential as the company grows. As market conditions change and new opportunities arise, maintaining an agile approach allows your company to stay ahead of the curve. This continuous innovation in marketing strategies ensures that your company can effectively reach new audiences and retain existing customers. Navigating Challenges and Opportunities The journey of market entry and expansion is fraught with challenges and opportunities. By adhering to the principles of customer density, founder-driven sales, and agile marketing communications, your company can navigate these complexities with greater ease and success. Customer density helps mitigate the risk of spreading resources too thin and ensures that your sales efforts are concentrated and effective. This strategic focus allows your company to build a strong reputation and leverage existing successes to attract new customers. Founder-driven sales address the challenges of establishing credibility and trust in a new market. By leading the sales effort, founders can directly engage with customers, understand their needs, and tailor solutions to meet those needs. This hands-on approach not only drives initial sales but also creates a strong foundation for long-term relationships. Agile marketing communications enable your company to respond quickly to market changes and customer feedback. This flexibility allows for continuous improvement in marketing strategies. This ensures that your company can effectively engage with its target audience and stay ahead of competitors. How to Get US Sales Traction Resources For more on this topic, we suggest reading The 3 Truths of Gaining U.S. Sales Traction About MEET helps international B2B & B2G companies gain traction and scale in the U.S. through trade shows, events, and strategic connections. Contact Bill Kenney for a no-obligation conversation:  bill@meetroi.com or +1 (860) 573-4821.

Market-Entry, Return on Investment

Establishing a Strong Foothold

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If your aim is to expand in the U.S., hopefully, you will not need to relearn the significance of customer density, founder-driven sales, and agile marketing communications. By strategically approaching the challenges of market entry, your company can enhance its chance of success by streamlining processes and ultimately establishing a strong foothold in the competitive U.S. business landscape. Customer density, founder-driven sales, and agile marketing communications form the core pillars of a successful market entry strategy. Each of these elements addresses specific challenges and opportunities inherent in expanding into a new market. By focusing on these areas, your company can create a robust foundation for growth and sustainability. Customer density ensures that your sales efforts are efficient. Each new customer builds on the success of the previous ones. Founder-driven sales leverage the unique strengths and authority of the company’s leadership to establish a strong initial presence. Agile marketing communications allow for the flexibility and responsiveness needed to adapt to the dynamic U.S. market. By integrating these lessons into your market entry strategy, you can navigate the complexities of the U.S. market with greater confidence and competence. These insights serve as a guide for adapting, growing, and thriving as you pursue establishing a meaningful presence in the United States. How to Get US Sales Traction Resources For more on this topic, we suggest reading The 3 Truths of Gaining U.S. Sales Traction About MEET helps international B2B & B2G companies gain traction and scale in the U.S. through trade shows, events, and strategic connections. Contact Bill Kenney for a no-obligation conversation:  bill@meetroi.com or +1 (860) 573-4821.

Market-Entry

Where Does Sales Fit in a B2B US Market Expansion Strategy?

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Bill Kenney: Hi, and welcome to the next episode of Belly2Belly. Today, we’re diving into where sales fits into a US market entry expansion. I’m thrilled to be joined by Lars Asbjornsen and Thomas Riebs from Traksjon. Welcome to both of you. Lars Asbjornsen: Thanks. Great to be here. Thomas Riebs: Thank you. About Traksjon Bill Kenney: Before we get into today’s topic, could one of you briefly explain what Traksjon does for our audience? Bill Kenney: Fantastic! With your company’s name being Traksjon, today’s discussion seems particularly relevant. Our audience consists primarily of B2B and B2G companies expanding into the US. From what I’ve seen, many guides for entering the US market, whether from agencies or service providers, often overlook the importance of sales or treat it as secondary. What are your thoughts on that? Lars Asbjornsen: I think there are a couple of reasons for that. One is that people offering advice assume companies already have a go-to-market strategy and know how to enter the market. These guides are tools to help with scaling, legal matters, and so on. But, many companies get caught up in setting up accounting services, incorporation, and everything else, while forgetting the most critical element—sales. Without sales, none of the rest matters. You need a clear strategy for generating revenue because, as the saying goes, “Revenue cures all else.” Thomas Riebs: Exactly. And to build on what Lars said, companies often forget that you don’t have to capture the entire US market right away. Start with one customer. Focus on converting that first lead rather than getting overwhelmed by big numbers. Be Careful Not to Get Distracted Bill Kenney: You mentioned during prep that the items on checklists—like legal formation and regulatory compliance—are easier to check off than the actual process of making sales. Could you elaborate? Thomas Riebs: Absolutely. Tasks like setting up your company in Delaware are straightforward. No one’s rejecting you when you file paperwork. But going out to a trade show, meeting prospects, and trying to make a sale—that’s tough. Rejection is part of sales, and it’s much harder than administrative tasks. The hard part is turning all the framework you’ve built into actual revenue. Lars Asbjornsen: Exactly. It’s easy to buy services like accounting or office space. But sales aren’t something you can purchase; you have to go out, meet customers, and build relationships. You need to have a sales strategy in place alongside everything else. Do the Priorities Change Based on Industry? Bill Kenney: I agree, sales have to be earned. But, I’d imagine that the priority might change depending on the industry, right? For example, in sectors like life sciences or energy, where product development takes years, wouldn’t the strategy differ? Lars Asbjornsen: Yes, in those industries, it’s a different game. Larger companies with substantial resources can afford long-term strategies. But for small to medium-sized companies with limited budgets, they need to focus on driving cash flow and generating revenue sooner. Thomas Riebs: Even in life sciences, companies still engage with customers during product development through trials and feedback. So, sales and customer engagement remain important, even if the timeline is different. So, Where Should Sales Fit? Bill Kenney: So, where should sales fit in the priority list for an early-stage market entry company? Lars Asbjornsen: Sales should be front and center. One approach we use is working backwards—writing a press release 18 months into the future to outline the company’s goals. Then, we work backward to figure out the steps needed to achieve those goals, prioritizing tasks based on impact and cost. Thomas Riebs: This process forces companies to focus on the practical steps they need to take to generate revenue, rather than getting distracted by less critical tasks. Lars Asbjornsen: Exactly. It also helps companies articulate how they’re different from competitors in a way that resonates with customers. If you can’t do that, you might need to rethink your market entry strategy. Bill Kenney: That makes a lot of sense. Stephen Covey’s Seven Habits of Highly Effective People has a similar approach—begin with the end in mind. Well, thank you both for the fantastic conversation. We’ll include your contact info in the description, and I encourage anyone with questions to reach out. Thanks again for joining us. Lars Asbjornsen: Thank you for having us. Thomas Riebs: Thanks, Bill. Summary: How to Get US Sales Traction Resources For more on this topic, we suggest reading The 3 Truths of Gaining U.S. Sales Traction About MEET helps international B2B & B2G companies gain traction and scale in the U.S. through trade shows, events, and strategic connections. Contact Bill Kenney for a no-obligation conversation:  bill@meetroi.com or +1 (860) 573-4821.

Market-Entry

Agile Marketing Communications: Adapting to Market Realities

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More often than not, companies entering the U.S. are confident that they know how to attract U.S. customers. This confidence manifests itself when the U.S. website, sell sheets, and other promotional material are created in a fixed format that can only be edited by the home office or by a third party. Using agile marketing communications methodology overcomes this challenge. Imagine your early U.S. market-entry strategy to be similar to going fishing. Anyone who goes fishing makes three basic decisions before they leave their house: Apply these decisions to the first stage of U.S. expansion. The best approach is to brainstorm answers for all three questions, create a hierarchy of responses, and use an iterative process to test these hypotheses. An agile marketing approach allows for quick sales and marketing asset iteration, enabling the local team to make adjustments easily as they learn. This low-friction approach reduces both the time and cost of discovering a repeatable and scalable sales system. Agile marketing communications emphasize the need for flexibility and responsiveness. As the market changes, so should your marketing strategies. This adaptability is crucial for refining your approach based on real-time feedback and market demands. By continuously testing and refining your marketing messages, you can more effectively engage your target audience and convert leads into customers. Moreover, agile marketing involves a close alignment between the sales and marketing teams. This collaboration ensures that marketing efforts are directly supporting sales goals and that any insights gained from customer interactions are quickly integrated into the marketing strategy. This synergy is essential for creating a cohesive and effective market entry strategy. How to Get US Sales Traction Resources For more on this topic, we suggest reading The 3 Truths of Gaining U.S. Sales Traction About MEET helps international B2B & B2G companies gain traction and scale in the U.S. through trade shows, events, and strategic connections. Contact Bill Kenney for a no-obligation conversation:  bill@meetroi.com or +1 (860) 573-4821.

Market-Entry, Participant Tips

Founder-Driven Sales: The Foundation of Market Entry

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One of the biggest mistakes that companies make when entering the U.S. is hiring a local salesperson to initiate the first sales. There are numerous reasons why this approach often fails: A Short Path to Failure Difference Between Selling and Discovering a Repeatable Process: There is a significant difference between making a sale, finding the first customer, and discovering a repeatable sales process. Starting your U.S. sales effort by hiring a local sales rep is akin to hiring someone to drive your car but asking them to build the car and the road first. The Magic of Founder-Driven Sales Founder-driven sales bypasses these challenges and ensures a higher likelihood of success in the initial phase of U.S. expansion. The founder has all the history and can relate the company story in a way that no new hire ever could. Founders also have the necessary gravitas back at the home office to break through the inevitable issues that come with supporting a new U.S. office. The founder’s time in the U.S. might start at two weeks per quarter and incrementally grow as demand and opportunity increase. This phase of founder-driven sales continues until a repeatable sales process is established, tested by hiring one salesperson who can make sales on their own. Typically, this initial phase lasts between 12 and 24 months. US Market-Entry Sales Stages A simple way to look at the best path to scaling sales in the US is that you will go from Founder-driven sales also emphasize the importance of personal relationships and trust-building in the early stages of market entry. The founder, as the face of the company, can directly address customer concerns, negotiate deals, and foster long-term partnerships. This hands-on approach not only helps in making the first few critical sales but also lays a strong foundation for future growth. How to Get US Sales Traction Resources For more on this topic, we suggest reading The 3 Truths of Gaining U.S. Sales Traction About MEET helps international B2B & B2G companies gain traction and scale in the U.S. through trade shows, events, and strategic connections. Contact Bill Kenney for a no-obligation conversation:  bill@meetroi.com or +1 (860) 573-4821.

Market-Entry, Return on Investment

Customer Density: The Bedrock of Sales Efficiency

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Making a sale is difficult. The first sale in a new market is always the hardest. It takes a long time. The steps are uncertain, circuitous, and complicated. In the U.S., your lack of brand recognition, customer knowledge, and market-relevant success stories will challenge the trust needed to convert sales. Additionally, customer density plays a crucial role—unless your second sale is in close proximity to the first, both geographically and industry-type, the process won’t get any easier. Prospect Proximity is Paramount Proximity means that the second customer has a strong connection or relationship to the first. Ideally, they are in the same industry and the same geography. This proximity leverages all of the knowledge gained in the first sale—customer pain points, relevant use cases, and implementation challenges—to improve the speed and value of the second sale. Besides improving sales efficiency, having a focus on customer density also streamlines customer onboarding, service, and maintenance. The faster and more likely route to scaling your company is to build a repeatable sales process. The fastest route to discovering your repeatable sales process is to build customer density. Not only should the second sale be easier than the first, but the third sale should be easier than the second, the fourth sale easier than the third, and so on. The Network Effect of Customer Density Customer density isn’t just about geographical proximity; it’s about creating a network of interconnected relationships and shared success stories. This network becomes a powerful tool in building trust and credibility in the market. As these relationships grow, they form a supportive ecosystem where potential customers feel more secure in their purchasing decisions due to the proven success of their peers. Once a dense customer base is established in one region and one industry vertical it is much easier to higher the first sales representative and have them build the same dense customer base in another region or industry. The path to scaling must start with customer density. How to Get US Sales Traction Resources For more on this topic, we suggest reading The 3 Truths of Gaining U.S. Sales Traction About MEET helps international B2B & B2G companies gain traction and scale in the U.S. through trade shows, events, and strategic connections. Contact Bill Kenney for a no-obligation conversation:  bill@meetroi.com or +1 (860) 573-4821.

Exhibitor Tips, Pavilions

Effective Trade Show Follow-Up Strategy

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Effective trade show follow-up after a B2B trade show is essential for converting booth visitors into potential clients and maximizing the return on your trade show investment. An organized and strategic follow-up process helps maintain the momentum generated during the event and fosters meaningful relationships with leads. Here’s a comprehensive guide on how to follow up effectively from a B2B trade show booth: 1. Organize and Prioritize Leads 2. Timely Follow-Up 3. Personalized Communication 4. Use Multiple Channels 5. Provide Value in Follow-Up 6. Nurture Long-Term Leads 7. Track and Measure Follow-Up Activities 8. Continuous Improvement 9. Incorporate Feedback 10. Prepare for the Next Steps Effective follow-up from a B2B trade show booth is crucial for turning leads into customers. By organizing and prioritizing leads, personalizing communication, using multiple follow-up channels, providing valuable content, nurturing long-term leads, and continuously improving your strategies, you can maximize the impact of your trade show efforts. A structured and strategic follow-up process not only enhances your chances of converting leads but also builds lasting relationships that contribute to your business’s long-term success. For an expanded view on a successful trade show booth refer to our article Navigating the Trade Show Terrain: Choosing the Right Trade Show for Your Business. — About MEET MEET helps international B2B & B2G companies scale in the U.S. through trade shows, events, and strategic connections. Contact Bill Kenney to discuss your U.S. expansion goals bill@meetroi.com or +1 (860) 573-4821.

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