Don't Just Do Trade Shows. Do Trade Shows Right.

Today's post was contributed by Margit Weisgal, author of Show and Sell: 133 Business-Building Ways to Promote Your Trade Show Exhibit. Margit writes for The Baltimore Sun on Baby Boomers' issues and interests.

When it comes to finding and interacting with a qualified audience, trade shows continue to be at the top of the list. 

Trade shows are the only place where you can customize your marketing message to fit the person in front of you (all the technologies out there still put prospects in groups); and the only place where you can create impressions that last longer than a few seconds.

But (and there’s always a "but"), trade shows have to be done right. 

Doing it "right" means training your staff to ask questions. Why? Because how they interact with visitors is very different from any other conversation they have.

Booth staff should always ask visitors questions before pitching them. Who are you? What do you do for your company? What brought you to the show? To our booth? What’s your agenda for the show?

Only when you understand what’s in it for them, can you be memorable, by positioning your response in terms of visitors' needs.

We do business with people we like, trust, and respect. That only happens when you listen first and talk later. And that’s doing it right.

It's 2016. How Do You Make Customers Click?

Powerful headlines grab customers' attention, as David Ogilvy insisted.

But that was in 1963. Only basements, barns and cartoons had mice.

What makes customers click in 2016?

Subheads.

Eye-tracking studies show customers dwell longer on headlines than any other part of a web page. (Ogilvy nailed it.)

But, even when you care to say the very best, headlines can't say it all.

Their smaller, wordier siblings, subheads can. 

Subheads expand and inspire. They let you telegraph additional benefits and urge customers to act.

Headlines hook customers. 

Subheads reel them in.

Want examples of effective subheads?

Here's a baker's dozen, courtesy of Hubspot.

3 Phrases You Must Not Use in 2016

The year's about to end.

It's list time.

Mine consists of three pretentious phrases everyone in business should retire.

Across the enterprise. Romulans fired torpedoes across the Enterprise. Throughout the company is clear enough.

Take offline. Employed by teleconference leaders to quash unwelcome discussions. If drop it is too brusque, hold that thought would work.

Go viral. Shared content shouldn't be likened to SARS and Ebola. Become popular sounds just fine.

Which phrases would you ban?

What Do Women Want?

What do female executives—or male ones, for that matter—want from B2B salespeople?

Personalized content.

Channeling Freud, Harris recently asked, When it comes to sales pitches, what do you want?

Harris learned executives want pitches that are personalized:

• 89% want pitches personalized to their company’s industry

• 83% want pitches personalized to their specific problem

• 70% want pitches personalized to their role in the company

Harris also asked, When it comes to sales emails, what do you want?

The pollsters learned executives want sales emails with content:

• 84% want case studies

• 81% want articles

• 78% want white papers

• 72% want brochures

• 72% want videos

We live in an on-demand world; we want what we want, when we want it. Do your salespeople provide it?

NOTE: Today's post is yet another milestone for Copy Points: No. 500. Coming soon: Post No. 501.

Expectations

Washington, DC-based freelance writer Dan Bailes contributed today's post. His clients include the MacArthur Foundation, National Geographic, the Smithsonian and the State Department. Between assignments, Dan explores storytelling through his blog, The Vision Thing.

We make assumptions all the time.

At a meeting we might say "yes" to an idea, a project or a goal, but what do we expect with that "yes?" We might assume we're all on the same page—but is that really true?

On the road to success, the easiest way to stumble is to ignore expectations.

We often run into unspoken expectations when we're asked to create something specific, like a report, a video or an event. Since expectations are rarely expressed, they don't come to the fore until you present your work. Then you might hear: "Oh, that's not what I had in mind at all."

We can have a conversation, agree on goals, move a project forward, and still hit a brick wall because we haven't asked key questions.

How do you tease out what your boss, client or colleague expects before you start on a project? You ask questions:

• What do you want to accomplish?
• Why are you launching this project in the first place?
• Who is the project for?
• How will the project meet unmet needs or solve a problem?
• Once this project is out there, what do you envision happening—how will people respond?

Asking the right questions up front will help you make better decisions down the road.

What's the takeaway? Don't assume—ask!

Wheel of Fortune

My maternal grandfather, a watchmaker, survived the Great Depression by operating a carnival wheel in an amusement park in Newark, New Jersey.

Today, the wheel hangs on a wall in my home, a gaudy artifact symbolizing weird work and small wagers, and the legacy of a man whose real trade was time.

Most of my grandfather's biographical details are lost, but at least one is clear: despite the Depression, he stayed in the game.

Fortunate are the people who—as he did—show up, learn new skills, take risks, think weird.

They don't surrender to the feeling they're hostages or has-beens. They choose instead to be bootstrappers.

Right now, two generations, Millennials and Boomers, are joined at the hip by the prospect of near-poverty.

They're placing bets on the next spin of the wheel.

The bootstrappers are mastering new, adaptive skills. 

The rest are at home, consuming games and gameshows.

Which are you doing?

Tomorrow's B2B Sales Professional Needs a Blue Ocean

One million B2B salespeople will lose their jobs by 2020, replaced by e-commerce systems, according to a study by Forrester.

The job-loss can be blamed on Millennials, who prefer what I call M2M (Millennial to Machine) over F2F (Face-to-Face).

First on the chopping block are entry-level "order taker" jobs.

For over a century, order-taker jobs have allowed high-school and college grads to readily enter the workforce as salespeople.

But the tightening market means tomorrow's wannabe sales pro must find a fresh opening gambit.

Inventiveness will be key.

You might have to think like comedian W.C. Fields.

To drum up business for Atlantic City hot-dog vendors, Fields worked one summer in his youth as a professional drowner. 

Twelve times a day, he would wade into the surf and begin to scream and flounder.

Mammoth crowds would rush to the scene to witness Field's "rescue"—and buy lots of hot dogs from the nearby vendors' carts.

Here's a great source for more innovations: The Sales Blog.

Meet the New Marketer

Most content marketers "live in a delusional bubble of branding hype," claims web designer Gerry McGovern.

He's proven his point with his delete key, boosting clients' sales by expunging 90% of the content on their websites.

"Organizations in general publish far too much of ego, vanity content that’s high on hyperbole and low on information," McGovern writes in his blog New Thinking.

Today's marketer crows about his inestimable edge over old-schoolers like Don Draper.

Today's marketer brings a data-driven, likable, personalized, "un-marketing" approach to the craft.

Yet fewer than 10% of B2B executives say they trust web content, according to a study by the CMO Council.

The revolution brought about by todays 's new marketer, so far, reminds me of lyrics by The Who: "Meet the new boss. Same as the old boss."

Emotion Trumps Promotion

Think B2B branding's about promoting product features? 

Think again.

Research firm CEB recently asked 3,000 B2B buyers whether they can tell one company's brands from another's, based on product features.

86% cannot.

More importantly, CEB's study revealed B2B buyers have stronger emotional ties to business brands than their B2C cousins have to consumer brands.

Why? 

Because buying the right brand can make them heroes; and buying the wrong one can make them unemployed.

In fact, for B2B buyers, "business value" has only half the importance "personal value" does, the study shows.

B2B buyers, in addition, are eight times more likely to pay a premium price for brands that offer "personal value."

How to Present Perfectly

Great speakers love triads.

Gaelic bards loved them—because they can be readily memorized.

Roman orators loved them—because they structure ideas.

Modern leaders love them—because they inspire.

In their new book, Communicate to Influence, speech coaches Ben and Kelly Decker urge execs to use triads whenever they prepare a presentation, calling triads the "perfect framework" for sales pitches, product launches, motivational talks and business briefings.

In three short strokes, triads create patterns and rhythms, which makes them inherently more intelligible than longer lists of things.

Triads are also more persuasive and memorable than long data dumps. Just think of the many you remember:

• Veni, vidi, vici
• Friends, Romans, countrymen, lend me your ears!
• Life, liberty and the pursuit of happiness
• Liberté, égalité, fraternité
• Government of the people, by the people, for the people
• The truth, the whole truth, and nothing but the truth
• Truth, justice and the American way
• Stop, drop and roll
• Wine, women and song
• Location, location, location

As writing instructor Roy Peter Clark says, "In the anti-math of writing, the number three is greater than four. The mojo of three offers a greater sense of completeness than four or more."

Robert Downey Words

After Robert Downey, Jr., walked out of a TV interview during which the reporter brought up the actor's former drug abuse, Downey's defenders agreed: he had reformed, and there is no call to bring up his dissolute past.

Words, too, can reform themselves, giving us no call to dredge up their once-dark lives.

Linguists call the mysterious process whereby a pejorative sheds its negative connotation over time amelioration.

Like guests at a Hollywood party, we're surrounded by words (and phrases) that have—over history—ameliorated:

• 30 years ago, bad meant crummy, sick meant unwell, wicked meant vicious, killer meant murderer, and shut up meant be quiet. 

• 70 years ago, collaborating meant aiding the Nazis, and a geek meant a freak in a circus.

• 200 years ago, lumber meant trash.

• 800 years ago, pretty meant cunning, shrewd meant evil, and nice meant stupid.

Publish, Don't Perish

Everyone knows "less is more," says Alexandra Samuel in the Harvard Business Review; but masters of brevity can sound loutish on line.

And one ill-thought-out email can jeopardize a career.

When writing an email or social media post, Samuel suggests you:

• Use a conversational tone
• Start with your key point
• Avoid profanities, acronyms, bragging and kvetching
• Exercise caution with humor
• Be 30% nicer than you are off line
• Adapt your tone to the platform

No matter the topic, "if you write it down, you should be prepared to see it on the front page of a newspaper," Samuel says.

"That doesn’t mean you can’t email your colleagues about confidential business dealings, but be sure that you can live with whatever you’ve written—so don’t write down anything that would sound small-minded or unethical (particularly if taken out of context). And when you’re posting on social networks, which are out in the open, assume that anyone can see anything—including your boss, your mother, your clients, and your kids."

The Top 2 Mistakes Millennial Exhibitors Make

Ask 100 Millennials if they think trade shows are worth their time and money, and 98 will say "Yes," according to the Center for Exhibition Industry Research.

But, like their Boomer forebears, Millennials continue to botch their participation.

Millennial exhibitors' Number 1 mistake?

Presuming the sale.

Like many Boomers, Millennial exhibitors pose questions only as a pretext to presenting.

Rushing to close, they impress attendees as pushy; and attendees flee the booth as quickly as they can.

Young exhibitors who close presumptively leave the show each night complaining about the "terrible traffic."

Millennial exhibitors' Number 2 mistake?

Bantering.

Like many Boomers, Millennial exhibitors idly chat—a lot. But, while banter beats aggression, it doesn't do much for sales. Attendees learn plenty from exhibitors who love banter—but only about football scores, the weather, and the price of food in the convention center.
 
Young exhibitors who act like social butterflies leave the show each night complaining attendees "only came for the tchotchkes."

What's the answer?

Quit presuming the sale, nix the small talk, and ask good questions.

In other words, try a little progressive qualifying.

And be sure to ask attendees questions they might actually answer:

• How did you reach this point in your career?
• Whose idea was it to shop—the boss's or yours?
• What happens if you don’t find a solution?
• Do you have a favorite vendor?

A $49 Cure for Tone Deafness

Tone deaf? 

Well, good news: there's an app for that.

For only $49 a month, Crystal will provide you the empathy you sorely lack.

A Gmail add-on, Crystal scrapes your colleagues' social media posts; analyzes the posts; and attaches to each individual one of 64 different personality types.

Then, whenever you craft an email, the app prompts you to revise your words and ideas, so they sync with the reader's personality type.

Autocorrect, meet Myers-Briggs.

Crystal also suggests when to tighten your message; toss in an emoji; or use a little humor to soften things.

The end result? All your emails turn out more pleasant and pithy.

Crystal's developers claim their algorithm assigns personality types with 80% accuracy.

You can boost that accuracy, too, by answering multiple-choice questions about a colleague (such as, "If there were a conflict at work, how would he or she react?").

Why Success Stories Rule

While you keep dishing out vainglory, only success stories "spark imagination and generate discussion," writes Theo Priestley in Forbes.

"There’s a definite sense of pride behind retelling a company history, or the deep technical passion in the product itself, but the solution only comes alive when there’s a story," Priestley says.

A product-design and marketing consultant, Priestley bristles over the naiveté of most marketers, who honestly believe their bluster is convincing.

Stories trump marketing megalomania, Preistley says, for three reasons:

Stories show how your brand is perceived in the market. Success stories illustrate clearly how your product differs from competitors'. 

Stories allow you to express an opinion. "Opinions matter, even if they’re controversial," Priestley says. They matter, because opinions ask customers to think.

Stories connect marketing and sales. Success stories let marketers and salespeople work as a team to deliver concise, consistent messages.

Both Sides Now

Social science shows that power—even in small doses—triples our likelihood to be self centered, and therefore blind to others' points of view.

Imagine what large doses do.

So if you want to persuade people in power of your opinion, it's essential that you learn how to empathize; or, as Daniel Pink says, improve your "attunement."

Philosopher Blaise Pascal explained why succinctly in 1670:

"When we wish to correct with advantage, and to show another that he errs, we must notice from what side he views the matter, for on that side it is usually true, and admit that truth to him, but reveal to him the side on which it is false. He is satisfied with that, for he sees that he was not mistaken, and that he only failed to see all sides."

Want to Boost Sales? Let Others Toot Your Horn.

Want to convince skeptical prospects of the value of your proposal? 

Get an intermediary to present your credentials first.

Persuasion research shows an introduction by a third party improves the odds your audience will buy your message far better than a self-introduction.

The third party need not be a trusted source.

Researcher Steve Martin examined the effect on sales of a third-party introduction. 

He arranged for a receptionist to introduce a real estate agent's credentials to first-time callers before connecting them to the agent, instead of simply putting callers through. 

The agent booked 20 percent more appointments as a result.

"Arranging for others to tout your expertise before you make your case can increase the likelihood of people paying attention and acting on your advice," according to Martin.

Word Limit

I enjoy consultant Alan Weiss' monthly e-newsletter Balancing Act.

Weiss is the Andy Rooney of the corporate boardroom.

In the current edition, he bemoans our poor command of language.

"I’ve always believed that language controls discussion, discussion controls relationships, and relationships control business," Weiss writes.

Ain't it the truth.

"As I listen to interviewees on talk shows, protestors on the streets, politicians on the stump, and athletes on a celebratory high, I’m aghast at how poorly they reflect their conditions and circumstances," Weiss writes. "Many are functionally inarticulate. It seems like those with the least ability to express themselves miraculously and insidiously wind up with the opportunity to face the largest audiences."

It's ironic that business professionals (salespeople, in particular) spend most of their time every day talking.

But how much time do they devote to sprucing up their verbal "tool bags?"

"How many new tools are you acquiring?" Weiss asks.  "Or do you still have the same old, tattered bag you had ten years ago?"

As the philosopher Ludwig Wittgenstein said, "The limits of my language mean the limits of my world."

Selling at Tradeshows—Part 2

Share, Don't Stare

Tradeshows are an ideal opportunity for "storytelling," as my previous post emphasized.

But most exhibitors waste that opportunity.

Rather than engaging attendees in their why, they lurk about their booths, eyeing attendees like predators... waiting for some display of vulnerability. 

The moment they detect a sign of weakness, they pounce, hoping to subdue victims with a deadly shower of product features.

Tradeshow marketing guru Steve Miller likens this behavior to "hunting."

He advises exhibitors to quit hunting and, through friendly words and gestures, create a "safe zone" where attendees won't feel threatened.

Miller also recommends that exhibitors avoid these unfriendly behaviors:

• Sitting
• Reading
• Eating and drinking
• Talking on the phone and texting
• Standing in the aisle like the "border guard"
• Clustering with other booth staffers (like some "street gang")
• Ignoring attendees
• Sizing up attendees instantly
• Handing out stuff freely

Selling at Tradeshows—Part 1

NOTE: This is the first in a series of two posts.  Without shame, I confess to pirating ideas from others. But in the words of poet T.S. Eliot, "Good writers borrow.  Great writers steal."

Tell, Don't Sell

A tradeshow can be an ideal medium for "storytelling" (in Seth Godin's sense).  

Think of the attendees as scouts gathered round your campfire, except their badges aren't for merit.

Unfortunately, most companies don't maximize the medium.  That's because they define selling not as storytelling, but as revenue generation.

Desperate to generate revenue, most companies that exhibit at tradeshows try to engage attendees by "pitching" product features.  

But this definition of selling is passe.  Worse yet, allowing this definition of selling to drive exhibiting produces nothing but the real-world equivalent of spam.  And everyone hates spam.

Tradeshow exhibiting—when handled effectively—generates relationships.

And relationships are built on stories, stories that "start with why" (in Simon Sinek's sense).  Why are you in business?  Why should anyone care?  Why do customers spend money with you?

As an exhibitor, you have two compelling reasons to quit selling and start telling:

• Most attendees have done their homework (product research) before the show.  They know what the players in your field do.  The one thing they may not know is why.

• With all your competition—all the me-too products vying for attendees' attention—you can't afford to waste the chance to engage them with your why by focusing on features.

What's the lesson here? 

Revenue generation is imperative.  But storytelling precedes it.

Scout's honor. 

Next installment: Share, Don't Stare