Live Communication 2.0

Live Communication 2.0In cooperation with the HHL-Leipzig Graduate School of Management

Uniplan LiveTrends® 2007

Uniplan LiveTrends 2007

Live Communication 2.0

Germany’s marketing managers on the trends and developments of pro-fessional and international orientation of Live Communication - results of a survey of 422 companies conducted by Uniplan and the Marketing Management faculty of the HHL-Leipzig Graduate School of Management.

Contents

Preamble. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5

Factsandfiguresofthestudy. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

1.Strategicorientationofinternational brandcommunication. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .7 Act globally - win locally

2.Planninginternationallivecommunication. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .8 Live communication requires clear agreements

3.Strategicmanagementoflivecommunication. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .9 Live communication portfolios must be better managed

4.Measurestoincreaseefficiencyof livecommunication. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .10 Impact of brand and strategic planning increases

5.Agencymodelofthefuture. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .11 Multitude of agency models shapes the market

6.Requirementsoflivecommunicationinthefuture. . . . . . . . . . . . . . . . . . . . . . . . . .12 Integration becomes obligatory

7.Attractivenessofcountriesfor internationaltradefairparticipations. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .13 China and Eastern Europe offer the largest growth potentials

8.StatementbyProf.Kirchgeorg: competitivenessofGermanyasatradefairlocation. . . . . . . . . . . . . . . . . . . . . . . . .14 German trade fair companies need to catch up in terms of customer orientation and service quality

9.SummaryofLiveTrends. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .15 Live Communication 2.0

10.Contactandeditorialdetails . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .17

The authors

Prof. Manfred Kirchgeorg (48) studied business and management economics at the Westfälische Wilhelms-Universität Münster and had an academic position at the Institute for Marketing in Münster from 1985 to 1989. After he was conferred a doctorate he became a senior lecturer and a habilitation candidate in Münster. He took up numerous teaching posts and research assignments at different universities in Germany and abroad, before he joined the HHL-Leipzig Graduate School of Management in 1998. As holder of the mar-keting management chair, the focus of his research is on integrated brand development, market research and media and trade fair management. Professor Kirchgeorg is a member of several managerial associations and federations.

Evelyn Kästner (25) studied communication studies, psychology and cultural history at the Friedrich-Schiller-Universität Jena. During her studies she gathered diverse practical experience in the areas of PR and marketing communications. Since May 2006 she has worked with Prof. Manfred Kirchgeorg as a scientific assistant on research in live communication.

Christian Brühe (45) studied business and management economics at the University of Cologne. After graduation, he began his career as a consultant at Roland Berger Strategy Consultants in Düsseldorf. In August 1990, Christian Brühe joined the Uniplan executive board. Together with Prof. Manfred Kirchgeorg, he founded the first research centre for live communication in Germany in 2004. Today, Uniplan has 500 employees and locations in Europe and Asia and is one of the leading agencies for live communication.

Dagobert Hartmann (42) studied business and management economics at the University of Cologne. After completing his degree he worked for seven years as the Strategic Planning Director at Grey Worldwide. He is now the Director of Consulting and Research at Uniplan. The strategy consultant and brand expert advises customers of Uniplan on all matters concerning strategic brand management, integrated communi-cation and live communication management. He has so far supported more than 70 brands from different industries in consulting projects. Hartmann is a member of numerous professional associations.

Preamble

Dear readers,

The German economy is showing growth once more. The Germans’ desire to consume has been awakened and Germany is proud to be a world leader in exports. The Football World Cup has created a new image for the country and brought the live communication sector a special boom after a period of consolidation. It is reason enough to ask how live communication will develop in the future.

Traditionally the live communication sector follows a very strong “orientation towards implementation”. However, within just a few years it has developed into a serious marketing tool. For this reason, the requirements of marketing practitioners in this discipline are continually increasing. According to the core statement of this year‘s study, this still relatively new sector will make a huge step forward in terms of professionalisation. Live communication will in future be more strategic, more networked and above all more international. A new era is ahead of us: Live Communication 2.0.

The most important driver of this development is globalisation. For most German companies, the home markets are saturated and growth is only possible on international markets. If trade fairs and events have mainly been planned in isolation up until now, according to the main outcome of the study, the future will depend on increasing the international orientation of live communication and strategically managing it as a portfolio. This means finding the right balance: as much standardisation as possible, as much differen-tiation as necessary. This is because country-specific requirements particularly need to be given special consideration in direct customer communication.

This study, “Uniplan LiveTrends 2007”, shows the huge move towards professionalism that the sector will experience in future through globalisation. The study has been conducted for the fourth time in succession by Uniplan in conjunction with the Marketing Management faculty of the HHL-Leipzig Graduate School of Management. 422 decision-makers from nine sectors were asked about national and international use of live communication for this representative study.

The study shows how German companies can adapt to the coming changes. It also reveals that in future the marketing managers who will be successful will mainly be those who use the opportunities of globa-lisation and recognise live communication as a strategic instrument with a sustainable impact. This once again highlights the huge significance of international communication and the associated and necessary professionalisation of the sector: Live Communication 2.0.

We hope you enjoy it.

The authors

Survey design

Facts and figures of the study

This is the fourth time that Uniplan has carried out the “Uniplan LiveTrends” study in conjunction with the Marketing Management faculty of the HHL-Leipzig Graduate School of Management.

The marketing and communication managers at 422 leading companies from nine key sectors provided information. This includes:

•Automotive •High-tech/Telecommunications •Fashion/Lifestyle •Industry

•Finance •Suppliers

•Food •Tourism

•Health In the summer of 2006, “explorare - Institute for Market Research” carried out 30-minute phone interviews for the study. Overall, marketing decision-makers from the 1,000 best performing large and medium-sized companies in Germany were asked in writing to take part. At 40 % an exceptionally high participation rate was achieved.

Groups and large businesses with a turnover of over 1 billion euros account for 39.1% in the study. Medium-sized businesses with a turnover of up to 250 million euros account for 39.4 % of the companies surveyed. With regard to the line of business, at 47.8 % almost half of the companies surveyed are in the B2B area. While 17.6% only move within B2C markets, 34.6% are active in both the B2B and B2C area. 83.8 % of the companies surveyed are based in Germany.

The surprise was that 84.1% of companies said they had international operations. This is a much higher figure than originally thought and proves that even medium-sized businesses are increasingly going inter-national. In view of the comprehensive survey sample, the study provides interesting benchmark informa-tion for various sectors as well as for large and medium-sized businesses.

Standardised worldwide communication concept

International framework concepts with country-specific differentiation

Global brand campaigns are the exception

»What is the general orientation of international communication activities in your company or business area? «

25,7323,31

35,69 15,27

Differentiated country-specific communication concepts

Communication concepts for country clusters with high similarities

MixStandardised globally Customised locally

Source: UNIPLAN, 2006Figures in per cent, nmax = 400 Basis: preferred communication concept

1. Strategic orientation of international brand communication

Act globally - win locally

Global campaigns for global customers are the exception. In reality, markets with various customer require-ments dominate. The right balance between worldwide standardisation and local adaptation is being the principle of success for global brand communication.

In a TV commercial a man on his knees begs for a price reduction, which he then gets. The campaign works all over the world, with the exception of China. This is because this type of humble gesture is not at all appropriate in the “land of smiles”. This is one example of many, but it clarifies the dilemma about inter-national communication. The persistent desire for a globally standardized presence opposes the compul-sory requirement for local and cultural adaptations.

Uniplan LiveTrends 2007 shows how differently managers solve this conflict of objectives. A third of those questioned insist on country-specific formats. Standardised global campaigns are actually the exception. The majority of companies, however, follow a mixed strategy. The motto is, as much standar-disation as possible, as much local adaptation as necessary. Through binding outline concepts or the formation of homogeneous country clusters they secure cost benefits and at the same time establish an international brand identity. “Glocalisation” is thus the principle of success in brand communication.

But can this principle be transferred to live communication? Trade fairs and events rely a lot more on the direct and emotional interaction between man and the brand than in classical communication. As is known, the requirements of personal communication differ dramatically depending on the cultural group. Live Communication 2.0 must therefore deal with cultural characteristics and country-specific requirements when planning its activities.

7

2. Planning international live communication

Live communication requires clear agreements

International live communication requires adjusting the requirements of the headquarters to those of the country markets. The headquarters will thus have less and less control in future. Rather it will develop into a service centre for country markets and support these with intelligent tool kits and services.

Successful live communication fulfils two tasks: it is both the communication and the sales platform. What appears to the company to be an advantage at first glance turns out to be a tangible conflict of objectives between marketing and sales. If central marketing follows branding aspects, sales and contacts generated are of primary importance to sales organisations on-site. It is essential for successful live communication to perfectly master control of these various interests.

LiveTrends therefore asked how companies plan their international live communication. The result: the planning of strategically important leading fairs and corporate events is generally reserved for the head-quarters. Regional trade fairs focusing on sales typically support country branches. As in brand commu-nication, the overwhelming majority of companies has a mixture of central and local responsibility.

How can collaboration between the headquarters and a branch function satisfactorily for both sides? With Live Communication 2.0 the marketing headquarters are the service centres. They offer their “customers” a variety of services as a basis for their country-specific live presence. Alongside live communication manuals and best practice cases, this also includes tool kits for trade fairs and events. Transparency of the entire international portfolio is a mandatory requirement for the implementation thereof.

Source: UNIPLAN, 2006

MixGlobal through headquarters Local through branches

Figures in per cent, nmax = 422 Basis: scale of 10, global = Box 1–2, mix = Box 3–8, local = Box 9–10

19,129,351,6

25,048,326,7

44,133,822,1

36,4 21,542,1

27,245,627,2

39,834,525,7

Headquarters has planning authority for leading fairs and corporate events

Trad

e fa

ir

pa

rtic

ipat

ions

Even

ts

International leading fairs

National or international fairs

Regional fairs

Corporate events (for multiplicators)

Public events (for end consumers)

Internal events (for employees)

»Are your international trade fairs and events planned centrally by the headquarters or locally at country level?«

3. Strategic management of live communication

Live communication portfolios must be better managed

Trade fairs pave the way towards globalisation and thus an established platform for international market tapping. Events have established themselves in Germany as a frequently used live communication tool, although their potential as an international communications tool is far from exhausted.

Whether leading fairs, trader events or executive conferences, the range of live communication is huge. In many companies the worldwide portfolio covers an average of over 100 trade fairs and events per year, and in large companies this figure may even be over 150. Events take place almost every other day. How-ever, most companies do not know the exact number of trade fairs and events.

Recording all worldwide activities sounds easier than it is. This is because live communication has “many fathers”. Nearly all corporate areas and sales regions orientate their trade fairs and events nationally and internationally. Isolated planning of this kind is, however, less efficient. Those wishing to use efficiency potentials must start with the planning stage. In the trade fair sector, many companies already have a great deal of experience and have started to plan their worldwide trade fairs systematically according to categories A, B and C in good time. The events which are often locally orientated have the greatest need to catch up. The tobacco and spirits sector demonstrates how these can be internationalised. Here events are consolidated under one joint idea and then marketed as a global roadshow.

Conclusion: In Live Communication 2.0, the call for an ideal live communication portfolio is getting louder. Companies are faced with the challenge of giving events which have up until now been planned separate-ly an international orientation and managing them in an integrated manner. Only then can measures be implemented to increase efficiency.

Portfolio hides enormous efficiency potential

»Please estimate in how many events/trade fairs you have participated in Germany and abroad in your company or business area.«

Average number of events in Germany abroad

International leading fairs

National or international fairs

Regional fairs

Corporate events(for multiplicators)

Public events (for end consumers)

Internal events (for employees)

Source: UNIPLAN, 2006Figures in per cent, nmax = 328

3,0

5,7

11,6

25,6

14,6

4,9

3,8

7,1

5,5

9,4

8,9

5,0

Trad

e fa

ir

pa

rtic

ipat

ions

Even

ts

9

4. Measures to increase efficiency of live communication

Impact of brand and strategic planning increases

Live communication is still under pressure to be efficient. The main need for action is in the introduction of corporate identity guidelines for trade fairs and events, the strategic management of the live communication portfolio and the qualification of employees.

On average companies spend 25-35 % of their marketing budgets on trade fairs and events. Live commu-nication decisions have often been based on updating values of the past or a well-founded gut feeling and were thus still a long way from a professional, effective management.

Against this background, LiveTrends discussed specific ways in which the efficiency of live communica-tion can be increased worldwide with the marketing decision-makers. The introduction of corporate iden-tity guidelines was mentioned first. In connection with this, the managers spoke of increased harmoniza-tion of trade fairs and events. And furthermore? Alongside brands, the impact of strategy was of primary importance. The companies surveyed wanted more strategic control of worldwide events. With increasing globalisation, another point has become virulent: that of people. The marketing managers recognised this and are demanding further qualification.

If you look at the challenges coming up, the issue of agency models for Live Communication 2.0 must also be raised. Over a third of those asked believed it was necessary to collaborate with international agencies for trade fairs and events. As leading agencies, they manage the worldwide orientation and implementation of all live communication activities. However, as shown in the following chapter, the market for trade fair and event agencies generally remains diverse.

35,5

Introduction of internationally binding corporate identity guidelines for trade fairs and events

Internationally orientated planning and selection of live communication activities

Increased transparency of the international event portfolio

Qualification of employees e.g. through globally orientated training programmes

Collaboration with an international leading agency for the trade fairs and events area

Corporate guidelines simplify collaboration

»Which measures are necessary to increase the efficiency of your international live communication activities for your company or your business area?«


43,9

60,9

62,7

81,5

Specialised implementation agencies for trade fair or event services

Full service agencies with a lead function for live communication

Creative agencies

Project agencies to coordinate trade fair and event service providers

Consulting agencies for strategic consulting for live communication

Special and full service agencies characterise the agency landscape

»What will be the agency models of the future in the area of live communication?«

Source: UNIPLAN, 2006Figures in per cent, nmax = 404 Basis: top two box on scale of 5

14,1

30,8

49,0

46,5

64,1

35,5

Introduction of internationally binding corporate identity guidelines for trade fairs and events

Internationally orientated planning and selection of live communication activities

Increased transparency of the international event portfolio

Qualification of employees e.g. through globally orientated training programmes

Collaboration with an international leading agency for the trade fairs and events area

Corporate guidelines simplify collaboration

»Which measures are necessary to increase the efficiency of your international live communication activities for your company or your business area?«


43,9

60,9

62,7

81,5

5. Agency model of the future

Multitude of agency models shapes the market

The agency landscape of the future remains diverse. On the one hand, customers are searching for pure implementation agencies. On the other hand, the desire for professional live communication consultation and long-term agency partnerships is growing.

Integrated support for the customer – and not only for a project but as a fixed partnership over several years – this is what every live communication agency views as a perfect customer. The reality is somewhat different, however. The agency landscape of today as well as tomorrow is as heterogeneous as the working methods of its customers. In principle two polar agency models emerge: special agencies for trade fair and event services and full service agencies with a lead function.

What differentiates the two? The special agencies essentially provide technical trade fair and event services. They are thus the ideal partners for customers who are looking for an individual project-related implemen-tation service. The full service agencies, on the other hand, design the entire value-added chain: from con-sultation to design and implementation to monitoring success. In a similar way to classical advertising, they take over the lead function in live communication. They are particularly interesting for customers who want to combine brand and strategy consultation with high quality implementation. There is also a need for new agency formats which focus on the central core competences such as project management, strategic con-sulting or creative design.

The in-house communications strategy continues to make the decision on the choice of the suitable agency partner, even in Live Communication 2.0. If you want to use live communication as a strategic tool for sustainable communication then you should consider a long-term partnership. For agencies this means paying more attention to your own service portfolio and branding than before.

6. Requirements of live communication in future

Integration becomes obligatory

Companies have recognised the potential of live communication. Through tactical combination with other tools a new, more effective live communication mix will form. Trade fairs and events will thus become the nucleus of below-the-line communication.

A generational change is imminent in live communication. Whereas “old school” was primarily charac-terised by a high implementation skill, a new type of manager will develop in Live Communication 2.0. He will combine implementation skills with know-how in brand management and communication strate-gy. This new generation of marketing managers is very aware of the effectiveness and importance of live communication in the marketing mix.

In an intermedia comparison, live communication scores highly in the soft factors such as contact quality and sustainable impact like no other tool. But its true power is only revealed in combination with other tools. Thus customer contacts for a trade fair event can be further exploited through collaboration with cooperation partners or targeted CRM measures. Professional public relations or Internet communication increase the range of events. Live communication will thus become the central catalyser for sales and media activities.

If Live Communication 2.0 never supersedes classical communication, the trend will be towards “live campaigning”. This moves away from a purely selective use of trade fairs and events to campaign plan-ning which is integrated in terms of scheduling and content, as has been the norm for years in the area of classical communication.

Live communication activities with cooperation partners

Interaction between live communication activities and CRM measures

Extension of the range of live communication activities through PR measures

Event series planned around each other instead of individual activities

Reorientation of the trade fair and event programme

Leading trade fairs and brand events as a starting point for marketing communication

Source: UNIPLAN, 2006Figures in per cent, nmax = 391 Basis: top two box on a scale of 4

60,1

59,3

56,4

35,8

26,2

24,4

Integration increases the impact of trade fairs and events

»Which trends in the area of live communication affect your company or business areas?«

7. Attractiveness of countries for international trade fair participations

China and Eastern Europe offer the largest growth potentials

In the saturated local markets, customer loyalty and securing the market position are the key. On the inter-national markets the focus is on initiating and maintaining customer contacts. Trade fairs in particular are the ideal tool for tapping into difficult foreign markets.

“Going east” is the best way to describe the results of LiveTrends 2007 regarding trade fair activities. Over half the managers surveyed thought that China and Eastern Europe have the greatest growth opportuni-ties before 2010, followed by the Russian Federation states, South-East Asia and India. The attractiveness of North and South America and of the Arabic countries was rated lower.

Germany is still the number one trade fair country. The results also show that trade fairs mirror the econo-mic situation. Around two-thirds of international leading fairs are held in Germany. However, with the economic and political developments of the last few decades, the trade fair map has also changed. The transition from a planned to a market economy in Central and Eastern Europe has brought about growth in the trade fair sector, the economic boom in Asia has accordingly resulted in a trade fair boom.

The German trade fair companies have developed their own scenario for Live Communication 2.0. They have recognised the signs of globalisation in good time and currently play a leading role in the interna-tional trade fair landscape. Their challenges are to secure home markets and tap into new foreign markets at the same time. To achieve this objective they are developing a global presence concept for their leading trade fairs. Not only the trade fair organisers, but also the exhibitors and visitors will benefit from this.


German exhibitors see most potential in the East

»What growth rates do you expect in the next five years for the following countries as regards your trade fair activities?«60

50

40

30

20

10

0

55,6

32,3

14,5

54,3

37,6

21,124,6

40,3

South Arabic North India South-East Russian Eastern European China America countries America Asia Federation countries

3

8. Statement by Prof. Kirchgeorg: competitive position of Germany as a trade fair location

German trade fair companies need to catch up in terms of customer orientation and service quality

According to the people surveyed, the deficits of German trade fairs lie in the high trade fair costs, a lack of proximity to the customer and a lack of trade fair organisation. As a trade fair location, Germany must improve its service quality and customer proximity so that German trade fairs continue to play a leading role in international competition.

Trade fairs continue to grow. Those with an international character in particular are registering increasing numbers of both exhibitors and visitors. This is reason enough to ask about the future of the competitive position of Germany as a trade fair location. A quarter of all companies still declared they were entirely satisfied with German trade fairs.

However, three-quarters of those questioned consider there to be major deficits. Marketing decision-makers complained mainly about increasing costs for renting space, additional services and hotel bookings. Thus the price/performance ratio of the trade fair and Germany as a trade fair location is being tested. In addition, complaints were made about the service and organisation skills of trade fair companies and the increasing fragmentation of the trade fair landscape in Germany. From the exhibitor’s point of view, signifi-cant problems were found in the customer and service orientation of technical staff in the larger trade fair companies. Lack of flexibility when booking trade fairs and fixed regulations were also criticised.

Service quality and customer proximity are becoming important success factors for trade fair companies in an international comparison. In association with exhibitors and visitors, a dramatic need to catch up was obvious with respect to customer loyalty management. Only by mastering all these challenges will German trade fairs continue positive growth in future.

Source: UNIPLAN, 2006Figures in per cent, nmax = 308 (open entry)

33,6

26,0

12,5

12,0

11,8

7,1

Price, service and customer proximity promoted to success factors

»What most disturbs exhibitors at trade fairs in Germany?«Costs Costs too high (rental of space, additional costs, etc.)

Organisation Little service-orientation, lack of flexibility, fixed regulations

Target group Wrong exhibitors and visitors, dropping visitor numbers

Infrastructure Unsatisfactory hall situation (location, height, size, etc.)

Positioning Fragmentation of market, lack of internationalisation

Communication Poor communication with exhibitors and visitors

Source: UNIPLAN, 2006Figures in per cent, nmax = 308 (open entry)

33,6

26,0

12,5

12,0

11,8

7,1

Price, service and customer proximity promoted to success factors

»What most disturbs exhibitors at trade fairs in Germany?«Costs Costs too high (rental of space, additional costs, etc.)

Organisation Little service-orientation, lack of flexibility, fixed regulations

Target group Wrong exhibitors and visitors, dropping visitor numbers

Infrastructure Unsatisfactory hall situation (location, height, size, etc.)

Positioning Fragmentation of market, lack of internationalisation

Communication Poor communication with exhibitors and visitors

9. Summary of LiveTrends

Live Communication 2.0

Live communication has established itself as a serious tool in the marketing mix. However, this comparatively new sector has some serious catching up to do as regards professional brand and communications know-how. Live communication is also less internationalised compared with classical advertising. The following seven LiveTrends show how Live Communication 2.0 is making a step forward in terms of professionalisation in brand communication and how companies can make trade fairs and events more global.

LiveTrend 1

Act globally - win locally“Glocalisation” is becoming the principle of success in brand communication. Global brands need a stan-dardised identity and must consider country-specific requirements at the same time. Live communication therefore goes by the motto: as much standardisation as possible, as much differentiation as necessary. Central and country markets must coordinate perfectly for this.

LiveTrend 2

Live communication requires clear agreementsLive communication is both a communication and sales platform at the same time. Successful live com-munication must coordinate brand demands of the headquarters with the sales interests of the country markets. The headquarters becomes a service centre and supports the country markets with intelligent tool kits and services so that this can be as smooth as possible.

LiveTrend 3

Live communication portfolios must be better managedThe companies surveyed organise an average of over 100 trade fairs and events nationally and abroad each year. However, in most cases there is too little transparency of the entire event portfolio. Thus the companies face the challenge of increasing the international orientation of events which have up to now been planned individually and managing them in an integrated manner.

LiveTrend 4

Impact of brand and strategic planning increasesLive communication is still under pressure to be efficient. The main need for action is in the introduction of a brand-relevant presence at trade fairs and events, in the strategic management of the global events portfolio and in the qualification of employees with brand and live communication know-how.

LiveTrend 5

Multitude of agency models shapes the marketThe future agency landscape will polarise further in future. For many customers the desire for long-term agency partnerships and professional live communication consulting is growing. Alongside the traditional implementation agencies, more and more leading agency models will therefore establish themselves in the market, as is customary in classical advertising.

LiveTrend 6

Integration becomes obligatoryCompanies have recognised the potential of live communication. Through tactical combination with other tools, such as public relations or CRM, range of coverage and customer contacts are being increased. This is forming a new, more effective live communication mix. Trade fairs and events are thus increasingly becoming the nucleus of below-the-line communication.

LiveTrend 7

China and Eastern Europe offer the largest growth potentials Companies consider the most important growth potentials in trade fairs to be in China, Eastern Europe and the Russian Federation. For German trade fair companies this means a double challenge: they must secure home markets and tap into new foreign markets at the same time. To achieve this objective they are developing a global presence concept for their leading trade fairs.

Statement

German trade fair companies need to catch up in terms of customer orientation and service qualityA quarter of those surveyed are satisfied with German trade fairs. However, three-quarters consider there to be major deficits. These can be found in the high trade fair costs, lack of customer proximity and lack of organisational skills. For this reason, Germany as a trade fair location must improve its service quality and customer proximity so that German trade fairs can continue to keep customers and maintain their leading role in international competition.

10. Contact and editorial details

UniplanConsulting & ResearchZeiss-Strasse 12–1450171 KerpenGermany

T +49(0)2237.509-163F +49(0)2237.509-5163

[email protected]

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Marketing Management Faculty HHL-Leipzig Graduate Schoolof ManagementJahnallee 5904109 LeipzigGermany

T +49(0)341.9851-680F +49(0)341.9851-684

www.hhl.de

. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

Press enquiries

UniplanCorporate CommunicationsZeiss-Strasse 12–1450171 KerpenGermany

T +49(0)2237.509-268F +49(0)2237.509-192

[email protected]

Copyright:

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Disclaimer:

All information was carefully researched and compiled. No responsibility can be taken for com-pleteness and correctness of the information.

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