A Three-Stage Model of Industrial Trade Show Performance

Gopalakrishna, Srinath; Lilien, Gary L.

doi:10.1287/mksc.14.1.22

Cited by 137 publications

(127 citation statements)

References 24 publications

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“…For example, Gopalakrishna and Lilien (1995) propose a 3-stage model of industrial trade show performance with attraction, contact, and conversion efficiency as the performance metrics at each stage. Smith et al (2006) employ a 3-stage model to assess and subsequently optimize integrated communications at the marketing-sales interface for a construction firm.…”

Section: Independent Variablesmentioning

confidence: 99%

The effects of mailing design characteristics on direct mail campaign performance

Feld¹,

Frenzen

Krafft

et al. 2013

International Journal of Research in Marketing

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Section: Independent Variablesmentioning

confidence: 99%

The effects of mailing design characteristics on direct mail campaign performance

Feld¹,

Frenzen

Krafft

et al. 2013

International Journal of Research in Marketing

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“…Five studies that have applied performance measures to test antecedents at the industry, company and the trade show level are identified (Dekimpe et al, 1997;Gopalakrishna and Lilien, 1995;Kerin and Cron, 1987;Seringhaus and Rosson, 1998;Williams et al, 1993). However, these studies claim their measures are indicators of performance, but fail to legitimise those claims with a clear definition of the domain being measured or to provide evidence of validity.…”

Section: Existing Knowledge About Trade Show Performancementioning

confidence: 99%

“…• Proportion of visitor contacted whom became leads Williams, Gopalakrishna and Cox (1993) Gopalakrishna and Lilien (1995) Visitor attraction:…”

Section: Lead Effectivenessmentioning

confidence: 99%

“…Dekimpe et al (1997) Kerin and Cron (1987) used an exploratory factor analytical approach and revealed that the seven trade show functions they identified, represented two underlying dimensions corresponding to selling and non-selling roles of trade shows. Dekimpe et al (1997), Gopalakrishna and Lilien (1995) and Williams et al (1993) included observational indicators in their performance measures. Seringhaus and Rosson (1998) included eleven different performance measures in their study, both composite measures and single observational indicators.…”

Section: Lead Effectivenessmentioning

confidence: 99%

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The impact of exhibition activities on the B2B market in the strategy for promotion

Сысоева¹,

Тимохина²,

Khudyakova³

2017

RETP

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EXECUTIVE SUMMARYThis article discusses the existing knowledge about trade show performance and develops, based on the literature, a conceptual framework for assessing exhibitor's performance. Existing measures of performance at trade shows do not adequately include dimensions important to exhibitors. To better understand the nature and dimensions of trade show performance, the marketing literature's outcome-based and behaviour-based control systems are examined. In light of this literature review, a framework for trade show performance is conceptualised. Existing Knowledge about Trade Show PerformanceEfforts to define trade show performance at the theoretical level have been quite limited or non-existent. Five studies that have applied performance measures to test antecedents at the industry, company and the trade show level are identified (Dekimpe et al., 1997;Gopalakrishna and Lilien, 1995;Kerin and Cron, 1987;Seringhaus and Rosson, 1998;Williams et al., 1993). However, these studies claim their measures are indicators of performance, but fail to legitimise those claims with a clear definition of the domain being measured or to provide evidence of validity. Consequently, models are developed and tested at the observational or measurement level rather than the theoretical level (i.e., frame the hypotheses at the observational level). Correspondence between the theoretical and observational level is not demonstrated. Conceptual FrameworkThe general nature of performance within the specific research context is first described. Our research focused on understanding what activities are performed at trade shows that are representative of the trade show performance domain. The description were based on the marketing control literature's outcome-and behaviour-based control system taxonomy (Anderson and Oliver, 1987;Cravens et al., 1993;Jaworski, 1988). A control system is defined as an organisation's set of procedures for monitoring, directing, evaluating, and compensating its employees. Two major control systems are those monitoring the final outcomes of a process and those monitoring individual stages (e.g., behaviour) in the process.Output measures (i.e., equitable measures of sales volume or value) are used because they are simple. Orders can also usually be limited to the individual salesperson responsible for the actual sale. Trade show performance has traditionally been evaluated using outcome-based measures (Cavanaugh, 1976;Gopalakrishna and Williams;Williams et al.,1993). In behaviour-based control systems, subjective and more complex methods, rather than sales outcomes, are used to evaluate and compensate the sales force. If the exhibitors' most important activities are behaviour-rather than sellingbased, sales related outcome measures are not the most appropriate. Behaviour refers to what people do (i.e., the tasks they expend effort on while working). In a behaviour-based control system, the process, rather than simply the outcome(s), is addressed. In this system, the booth personnel are directed to perfo...

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“…Ettlie (1980) defined this stage as interest, whilst Engel et al (1978), together with Verville and Halingten (2003), referred to it as search and information search, respectively. At this stage, the firm's representative (who in this context is the decision-maker) will start to, specifically; familiarise himself/herself with the technology (De Bruyn and Lilien 2008), pay attention to the advertisements (Butler and Peppard 1998), and eventually find the most appropriate vendor of the technology (Gopalakrishna and Lilien 1995).…”

Section: Interestmentioning

confidence: 99%

Moving from Evaluation to Trial: How do SMEs Start Adopting Cloud ERP?

Salim

Sedera

Sawang

et al. 2015

AJIS

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The advent of cloud technology involving low subscription overheads cost has provided small and medium-sized enterprises (SMEs) with the opportunity to adopt new cloud-based corporate-wide systems (i.e., cloud ERP). This technology, operating through subscriptionbased services, has now provided SMEs with a complete range of IT applications that were once restricted to large organisations. As anecdotal evidences suggest, SMEs are increasingly adopting cloud-based ERP software. The selection of an ERP is a complex process involving multiple stages and stakeholders, suggesting the importance of closer examination of cloud ERP adoption in SMEs. Yet, prior studies have predominantly treated technology adoption as a single activity and largely ignored the issue of ERP adoption in SMEs. Understanding of the process nature of the adoption and the factors that are important in each stage of the adoption potentially may result in guiding SMEs to make well-informed decisions throughout the ERP selection process. Thus, our study proposes that the adoption of cloud ERP should be examined as a multi-stage process. Using the theory of planned behaviour (TPB) and Ettlie's adoption stages, as well as employing data gathered from 162 owners of SMEs, our findings show that the factors that influence the intention to adopt cloud ERP vary significantly across adoptive stages.

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A Three-Stage Model of Industrial Trade Show Performance

Cited by 137 publications

References 24 publications

The effects of mailing design characteristics on direct mail campaign performance

The effects of mailing design characteristics on direct mail campaign performance

The impact of exhibition activities on the B2B market in the strategy for promotion

Moving from Evaluation to Trial: How do SMEs Start Adopting Cloud ERP?

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