Trade show guidelines for smaller firms

Williams, Jerome D.; Gopalakrishna, Srinath; Cox, Jonathan M.

doi:10.1016/0019-8501(93)90023-z

Cited by 40 publications

(32 citation statements)

References 11 publications

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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%

“…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.…”

Section: Conceptual Frameworkmentioning

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%

“…In a more recent study, Gopalakrishna and Williams (1992) employed lead generation efficiency to reach a measure of trade show performance. Williams et al (1993) also used booth attraction and booth contact as performance measures. Booth attraction refers to the number of interested visitors who visited the firm's booth and booth contact refers to the number of interested visitors to the booth who were then contacted.…”

Section: Outcome-based Control Systemmentioning

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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Section: Existing Knowledge About Trade Show Performancementioning

confidence: 99%

Section: Conceptual Frameworkmentioning

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%

Section: Lead Effectivenessmentioning

confidence: 99%

Section: Outcome-based Control Systemmentioning

confidence: 99%

See 3 more Smart Citations

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

Сысоева¹,

Тимохина²,

Khudyakova³

2017

RETP

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Using the Dirichlet model to predict how fashion brands compete and grow on eBay

Chowdhury

Barker

Trinh

et al. 2021

J of Consumer Behaviour

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E-fashion brand competition has historically been studied from an attitudinal lens, through surveys and theory-based approaches. These studies generally examine consumer attitudes, satisfaction and loyalty; highlighting that trust, satisfaction and reputation are key e-commerce success elements. However, the empirical consumer behaviour literature rebuts the use of attitudes to explain brand performance, criticising their subjectivity and the overall ineffectiveness of loyalty as a brand growth tool. The article presents Gerald Goodhardt and colleagues' Dirichlet model as an alternative approach to understanding e-fashion buyer behaviour. The Dirichlet model is a robust, stochastic model that has reliably predicted well-established lawlike patterns of buyer behaviour and brand competition. We apply Dirichlet modelling to a new, non-fast moving consumer goods category to extend consumer behaviour research in the online environment. The study uses consumer panel data from the United Kingdom, across two consecutive years. We conclude that the Dirichlet model has an excellent fit within the eBay fashion brand market. The study also identifies that the well-known double jeopardy pattern exists within this market, demonstrating that e-fashion brands grow through acquisition rather than retention of customers. This provides a different viewpoint than most e-fashion brand growth literature. In addition to this, we examine the predictive capability of the Dirichlet model. We use a holdout sample to show that the model can predict future brand performance metrics, which is an exciting new development in consumer behaviour research.

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Visitors Experiences, Expectations and Satisfaction in Trade Shows and Exhibitions

Alias

Othman

2018

Tourist Behavior

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Trade show guidelines for smaller firms

Cited by 40 publications

References 11 publications

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

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

Using the Dirichlet model to predict how fashion brands compete and grow on eBay

Visitors Experiences, Expectations and Satisfaction in Trade Shows and Exhibitions

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