Managing Trade Show Campaigns: Why Managerial Responsibilities Matter?

Tafesse, Wondwesen; Korneliussen, Tor

doi:10.1080/10496491.2012.668434

Cited by 8 publications

(5 citation statements)

References 41 publications

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“…The interviewed managers hold such positions as Marketing Manager, Communications Manager, Marketing & PR Manager and PR Assistant. The choice of informants was in line with the latest research showing that functional managers are fully informed about their companies' trade show campaigns (Tafesse & Korneliussen, 2012a). The interviews took place inside the companies' stands during the press days of the GMS, and were in-depth, each lasting about an hour, and all were audio taped.…”

Section: Methodsmentioning

confidence: 99%

Branding Goals and Strategies at International Auto Shows

Tafesse¹,

Narui²,

Korneliussen³

2014

IJMS

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This study investigates the branding goals and strategies of four globally renowned car companies at the 2013 edition of the Geneva Motor Show. The study collected and analyzed data on the branding activities of the four companies from a variety of sources. The findings indicate that the four car companies utilized the Geneva Motor Show to pursue two types of strategic branding goals: brand image reinforcement and brand image renewal. The findings further reveal that the car companies applied a three stage brand building strategy based on a temporal division of the Geneva Motor Show into pre-, at-and post-show stages, pursuing distinct brand building strategies during each stage such as publicity, experiential branding, brand advertising and sales promotion. The findings contribute to the literature by shedding light on an important yet little researched brand building platform in the automotive industry.

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Section: Methodsmentioning

confidence: 99%

Branding Goals and Strategies at International Auto Shows

Tafesse¹,

Narui²,

Korneliussen³

2014

IJMS

Self Cite

View full text Add to dashboard Cite

show abstract

“…Additionally, complementing Tafesse and Korneliussen (2012), firm managers managers assigned to the event objective setting, selection decision, and implementation should acknowledge the crucialness of foreing events for both marketing and the acquisition of knowledge to innovate. On the other hand, trade shows amplify the positive effect of permanent proximity because attending firms may observe latest trends and novel technologies or engage in collective promotion of their activities (Ramirez-Pasillas, 2010).…”

Section: Discussionmentioning

confidence: 99%

Knowledge, Promotional Events, and the Contribution of Clustering to Innovation

Belso‐Martínez

Más‐Verdú

Roig‐Tierno

2015

Journal of Promotion Management

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This research provides insight on the mechanisms through which knowledge acquired through promotial events and through spatial co-location simultaneously sustains firm's innovation. Applying the concept of temporary clusters to promotional events, we simultaneously test how internal resources' mediating effect and promotional events' moderating role affect innovation in clusters. Regression analyses with non-parametric bootstrapping and a large sample of Spanish clusters confirm the synergies derived from the combination of internal resources, local relationships, and complementary foreign events. Although extra-cluster linkages increase this effect , synergies creation requires attendance to international exhibitions or conventions. Valuable implications for practioners and policy makers are dicussed.

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“…Research in the South Korean market showed that obtaining information for innovation and benchmarking competitors were the most important goals at trade shows (Kalafsky and Gress, 2014). Tafesse and Korneliussen (2012) found a structure model that categorized the items into competitive intelligence, information gathering and image building. Chiou et al (2007) found that relationship management activities are more important for innovative companies.…”

Section: Literature Reviewmentioning

confidence: 99%

Macroeconomic impact on trade show goals

Adams

Coyle

Downey

et al. 2017

JBIM

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Purpose This paper aims to determine what impact an economic recession and recovery had on the selling and non-selling activities of trade show attendees and the subsequent marketing tactic changes. Design/methodology/approach Samples were collected from an international trade show during the recession (2009) and during the recovery (2013). The responses were analyzed using ANOVA and structural equation modeling to establish significant changes in activities between the periods and to provide a factor model. Findings Direct selling goals do not change during economic conditions. Intangible priorities increase during recessions. Research limitations/implications The trade show is limited to one location; therefore, is not a representative sample. Questionnaire design issues did not allow the linking of survey respondents to specific companies; therefore, is not a true longitudinal study. Practical implications Companies should focus on prospecting, enhancing corporate image and morale, testing and introducing new products and gathering intelligence during economic downturns. Conversely, companies should focus on sales and servicing clients during economic recovery. Originality/value This is the first research to study the macroeconomic impact on marketing tactics over multiple periods in an international setting. Several accepted selling and non-selling instrument goals are measured in an international context. A new model for structuring trade show goals is developed.

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Managing Trade Show Campaigns: Why Managerial Responsibilities Matter?

Cited by 8 publications

References 41 publications

Branding Goals and Strategies at International Auto Shows

Branding Goals and Strategies at International Auto Shows

Knowledge, Promotional Events, and the Contribution of Clustering to Innovation

Macroeconomic impact on trade show goals

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