Don’t go Show Blind

Written by Gina Sharp on Wednesday, 19 October 2011.

Shows and exhibitions have come and gone over the past 20 years. Some are impossibly popular and extremely expensive while others offer far better value for money. But the fact remains the same: unless you happen to be Apple launching the iPhone 5, do not bother announcing anything at events. It will simply get sucked into the noise and sink to the bottom of the news pool.

Journalists also do not like to be pinned down to attend exhibitions and shows. They like to come and go as they please and unless they have a specific agenda aren't interested in meeting people at a certain time and being talked at about a new product for 30 minutes in an exhibition hall bar with warm beer. By all means discuss what you're exhibiting beforehand. Prepare a decent press kit and send it out way in advance. Add value. Do all those good things. And then wait until the show is over and the lull has set in and then make your move. Talk about the reaction from exhibitors at the show to the new product and the feedback you’ve had. Ask the right questions of the attendees and you can make a very good survey out of it. But openly compete with the big boys at an exhibition and you won't achieve anything.

I have had a few frank and fair discussions with my clients on this subject over the years but I always stick to my guns because there is nothing more expensive and futile than Show PR when it's done wrong. Do it right a week or so afterwards and you will reap the benefits, save yourself a large chunk out of your budget, and avoid a shedload of stress.

About the Author

Gina Sharp

Gina Sharp

Gina Sharp has always been ahead of the public relations curve. Not that she planned it like that. At 20 she talked her way into a job at one of Europe’s first high tech public relations firms, BIPR in London, where she became the agency’s youngest ever account director. She helped to create brands such as Epson, NCR, IBM, Neve Electronics, Bose, Sony UK, Sun Alliance, Shiva, Pace, Fujitsu and Sage. When the agency was acquired by the Shandwick Group two years later, it gave her the opportunity to gain wider experience, devising pan-European campaigns for multinationals. However, because Gina wouldn’t conform, she came up against agency hierarchy that she regularly sidestepped in her clients’ best interests. This approach did exasperate her management team and her in-house nickname of ‘the little revolutionary’ stuck. However, the clients appreciated the difference.

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