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

Abstract

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...