- Service:Business model re-engineering
- Sector:Events and exhibitions
Issue
Our client’s top-rated show was a victim of its own success. Management knew the importance of continued development of the event but was reluctant to alter a winning formula. A clear vision for the future was needed.
Approach
Before embarking on an in-depth interview programme of visitors and exhibitors, it was critical to understand the strategic context of the event. AMR used in-house knowledge and historical archives to map the development of procurement within the aerospace and defence industry. This allowed us to identify trends and track the changing role of our client’s cornerstone event within the industry calendar. We then generated a clear set of hypotheses and tested a series of development initiatives through interviews with key exhibitor and visitor groups.
Recommendations
The core recommendation was simple, yet critical. Management had to resist the temptation to broaden the event from its core focus and instead had to foster an environment that encouraged more focused, technical discussions in a collaborative atmosphere. Defence procurement was changing and if our client’s event did not adapt to meet the needs of buyers and exhibitors then the second-tier competitor events soon would.
Result
AMR’s recommendations were fully accepted and management is in the process of implementing them as part of a long-term strategy. The client’s event remains the pre-eminent event on the calendar.
Insight from AMR’s research
Management will always be cautious when contemplating changing a successful show to ensure its long term success. With a large, complex event it is vital to understand what elements of the show need to be protected and which ones need to change. Short-term sales performance does not guarantee long-term success; continuing to meet the needs of the key decision makers in the industry does.