CTSM - Portfolio Example (pdf)

CTSM Candidate Portfolio 

Melanie Swanson 

Marketing Events Manager 

Wacom Technology 

17300 NE 29 th St. 

Vancouver, WA 98682 

360-254-9992 

www.wacom.com 

swansonmj@aol.com 




1

Table of Contents 

Vital Statistics 

1 Cover page—Candidate Name, Title, Company, and Contact Information 

2 Table of Contents 

3 Foreword 

Candidate Profile 

4 Company Background 

5 Wacom at a Glance 

Show Participation Information 

6 Wacom Year 2000 Trade Show Schedule 

7 Products Marketed at Trade Shows and their Target Markets 

8 Corporate Objectives for Trade Show Participation 

Management of Exhibit Design/Production 

9 Background 

Picture of Old Booth 

Process 

10 Comparison of Existing Booth versus Proposed New Booth 

Results 

Modifications 

11 Modifications, continued 

Picture of Proposed Booth 

Picture of Suggested Modifications 

12 Pictures of New Booth and Suggested Lighting Modifications 

Management of Integrated Marketing Communications to Support Trade Show 

Participation 

13 Example of Third-Party Sponsorship at a Trade Show 

Picture of Third-Party Participation at a Trade Show 

Example of a Pre-Show Marketing Direct Mail Campaign 

14 Example of the Use of a Promotional Giveaway Item 

Picture of a Promotional Giveaway Item 

Example of Use of the Internet to Promote Presence at Trade Shows 

Management of Results Reporting 

15 Chart of Year 2001 Trade Show Results and Explanation 

Miscellaneous 

16 Seybold San Francisco Pre-Show Meeting Presentation 

Picture of Hands-On Lab at Photoshop World Tampa 

Picture of Morale-Boosting T-shirt Given to Booth Staff 

Bibliography 

17 List of Exhibitor Show Seminars Referenced 




2

Foreword 

Wacom Technology is a privately held corporation therefore complete financial data is not 

available. 

This portfolio encompasses samples of various aspects of exhibit management for Wacom 

Technology. Because the program has evolved so much within the last two years, there is not one 

single example given but rather a broad range of events are showcased to best highlight the 

development of the program. The CTSM courses completed over the last two years were 

instrumental in many of the improvements and new ideas used in Wacom’s trade show program. 

Samples of work included in this portfolio are show results, exhibit design modifications and 

additions, and promotions. 

Shortly after the completion of this portfolio, CTSM candidate Melanie Swanson resigned her 

position as Marketing Events Manager for Wacom Technology to relocate to Appleton, Wisconsin 

when her husband was transferred. 

Candidate Profile 

I joined Wacom in September of 1993 as a Marketing Assistant, where I was responsible for the 

company’s product evaluation program (sending graphics tablets to industry press contacts for 

editorial evaluation). I was also responsible for coordinating company events such as the annual 

summer picnic; annual family holiday party; participation in charity events such as the local 

March of Dimes Walk America; and semi-annual corporate meetings. 

In 1994 I began assisting Wacom’s Marketing Events Manager with trade show logistics. I was 

given the responsibility of interviewing and hiring artists and presenters who demonstrated 

Wacom’s graphics tablets at trade shows. Additional duties included managing booth staff 

schedules, working at the reception counter during trade shows, and coordinating travel 

arrangements for the show staff. 

I left Wacom in 1997 to join the launch and communications team at Hewlett Packard’s Printer 

and Scanner Marketing Center as a contract employee. The logistical, events and meeting 

planning skills I had learned at Wacom transferred well into the fast-paced DeskJet printer 

marketing environment. While I enjoyed my experience at HP, as a contract employee my tenure 

was limited to a 24-month term. 

Fortunately, near the end of my contract term at HP, there was an opening at Wacom, and I was 

welcomed back as the Marketing Events Manager in September of 1999. My duties include 

planning, selection, scheduling and execution of trade shows, seminars, distributor training 

events, and corporate events. 

I am pursuing a Bachelor of Arts degree in Personnel Psychology and Human Resource 

Management from Washington State University in Vancouver with an estimated completion date 

of May 2002. Prior to joining Wacom, I spent three years as a retail music store manager and five 

years as a fast-food restaurant manager. 




3

Company Background: 

Wacom Technology Corporation, a wholly owned subsidiary of Wacom Company Limited in 

Japan, is headquartered in Vancouver, Washington. Wacom manufactures graphics tablets, a 

computer input device. Graphics tablets are sometimes called “digitizers.” 

Wacom Japan revolutionized the nature of computer art in 1989 when it introduced to America 

the world’s first cordless, batteryless, and pressure-sensitive pen—allowing electronic artists to 

paint and draw with freedom and creativity just as with traditional paintbrushes, pens, and 

pencils. 

Wacom employs approximately 60 people in the areas of research and development; sales and 

marketing; customer service; and technical support in Vancouver. All manufacturing is done in 

Japan. Wacom is a privately held corporation, and therefore revenue information is unavailable. 

The Wacom story began almost twenty years ago in Japan. An editor at a Japanese daily 

newspaper started a computer graphics revolution when he developed a new type of pointing 

device to draw and trace images directly into the computer without using a mouse. In 1983 

Wacom Company Limited released its first graphics tablet, complete with a lens cursor and pen. 

This patented batteryless and cordless technology quickly took over the digitizer market, followed 

by Wacom’s development of the first pressure-sensitive graphics tablet in 1987. 

Wacom has received over 52 editorial awards for such innovations as the sideswitch, 

DuoSwitch, eraser, and PenTools. Now, with the new Intuos2® line of graphics tablets, 

state of the art ergonomic design is matched with such technological innovations as the 4D 

Mouse, the first true computer airbrush, QuickPoint active areas and ToolID. This new 

system offers a host of important new enhancements including more pressure levels, improved 

pressure response, flexible two-handed input, device rotation, on-screen pop-up menus, 

navigational zip areas, and device memory. In addition, the entire line of Intuos tablets, pens, and 

pucks have been completely redesigned for enhanced comfort and increased productivity. Wacom 

introduced the Graphire graphics tablet system in October of 1999—the first batteryless, 

cordless mouse, pen and tablet set for only $99. The next generation of Graphire, Graphire2, was 

launched in August of 2001. While the Intuos line is positioned for the serious graphic artist, 

designer, and illustrator, the Graphire graphics tablet system is targeted for any consumer who 

would like more input freedom. 

Wacom currently faces no competition in the graphics tablet market. There are other graphics 

tablet manufacturers, but they do not produce the unit volume or capture the market percentage 

that Wacom has. Wacom also enjoys a very solid partnership with software manufacturers like 

Adobe (makers of Photoshop and Illustrator); Corel (makers of Painter and Painter Classic); and 

Macromedia (whose software programs include Flash and Fireworks). There are approximately 

100 different software programs that support the pressure sensitivity feature of Wacom graphics 

tablets. 

Wacom participates in approximately eight national trade shows, including Macworld (New York 

and San Francisco); Seybold (San Francisco and Boston); Siggraph; Photoshop World East and 

West; and PhotoMarketing Association (PMA). Wacom’s participation in approximately 50 

smaller, “tabletop” shows is coordinated between the marketing events manager and the four 

regional sales managers. Wacom also coordinates “digital art labs” in conjunction with trade 

shows or at the annual conventions of various state chapters of the Art Educators Association and 

the National Art Education Association Conference. Digital Art Labs are free hands-on classrooms 

where attendees are taught to use a Wacom graphics tablet with popular graphics software. 

For additional company information, please visit http://www.wacom.com/companyinfo/index.cfm 




4

Wacom at a Glance 

President and CEO 

Joseph W. Deal 

Director of Marketing 

Scott Rawlings 

Wacom Mission Statement 

Wacom believes that the value of an individual and an organization rise from the ability, heart 

and spirit to serve beyond themselves. Wacom believes that our service to society and ethical 

sound business practices in accordance with our core values will lead to prosperity for the 

company and its employees. 

In this spirit, we are committed to serving each other and our customers to the best of our ability 

by providing industry leading technology, high quality products and services for enhancing 

human creativity. Customer satisfaction is our highest priority in providing all products and 

services. Teamwork and individual betterment are integral parts of our effort in accomplishing 

this mission. Wacom encourages employees to challenge themselves to reach excellence in their 

job performance and to grow in their responsibilities. 

Philosophy 

Toward the harmonious development between humans and computers 

Headquarters 

1311 SE Cardinal Court 

Vancouver, WA 98683 

(800) 922-6613 

Wacom U.S. Operations Established 1991 

Vancouver, Washington 

Business 

Manufacturer of graphics tablets, a computer input device 

Revenue, Fiscal Year 2001 

Company Confidential 




5

Wacom Technology 2000 Trade Show Schedule 

SHOW DATE LOCATION 

Macworld Jan. 5-8 San Francisco 

PMA Feb 3-6 Las Vegas 

Seybold Feb 9-11 Boston 

FETC Feb 29-March 2 Orlando 

TechEd 2000 March 6-9 Palm Springs 

NAEA March 31-April 4 Los Angeles 

PhotoshopWorld March 31-April 1 Orlando 

3D Design May 9-10 Santa Clara 

GTC West May 17-19 Sacramento 

newMedia May 16-18 Toronto 

C2ES June 10-13 Madison 

InfoComm June 15-17 Los Angeles 

D&H June 23-24 Harrisburg 

NECC June 25-27 Atlanta 

Macworld July 19-21 New York 

Siggraph July 25-27 New Orleans 

CA Computer Expo July 27-29 San Diego 

Seybold Aug 29-31 San Francisco 

COMDEX Fall Nov 13-17 Las Vegas 

Items in boldface are national shows and the marketing department 

bears all costs. Not all regional shows are listed. 




6

Products Marketed at Trade Shows and their Target Markets 

One of Wacom’s primary marketing vehicles is trade shows. Other marketing is done via 

advertising in national industry publications, web-based promotions, and some direct mail 

campaigns. There are no radio, newspaper, or TV advertisements. 

Product Description/MSRP Target Market(s) 

Graphire2 Cordless Pen and Mouse Set/$99 Computer graphics enthusiast 

Intuos2 4x5 

Intuos2 6x8 

Professional Graphics Tablet/$199 

Professional Graphics Tablet/$349 

Graphic designers, students, 

photographers and other graphic 

professionals 

Art directors, photographers, 

animators, illustrators 

Intuos2 9x12 Professional Graphics Tablet/$469 Same as 6x8 plus pre-press artists 

Intuos2 12x12 Professional Graphics Tablet/$519 

Intuos2 12x18 Professional Graphics Tablet/$749 

Cintiq LCD Interactive Pen Display/$1899 

Pre-press engineers, industrial 

designers, film post-production, 

textile designers 

3D modelers, industrial designers 

and other graphics professionals 

Architects, 3D animators, film postproduction 

technicians 




7

Corporate Objectives for Trade Show Participation 

1. To sell graphics tablets. 

While Wacom sells the majority of its graphics tablets via the usual distribution channels 

through resellers, dealers, and its website, trade shows represent a unique opportunity for 

Wacom to interface directly with current tablet users and potential customers. Attendees are 

afforded a chance to try a graphics tablet before purchasing, and to talk with actual 

professional demo artists who are working for Wacom in the booth. The six demo stations are 

staffed not by Wacom employees, but by professional artists from the local community. This 

means that the attendee can get a credible perspective on how the tablet is being used, instead 

of a “sales pitch” from an employee. 

2. To collect leads for future sales. 

Leads are collected at the show for post-show follow-up. Attendees who elect not to purchase 

at the show are sent post-show emails inviting them to purchase. The show special pricing is 

extended for those people. 

3. To partner with other hardware and software vendors for future activities/promotions. 

Wacom’s Programs Manager and Director of Marketing use trade shows as a tool to meet with 

software and hardware vendors to discuss potential partnership activities. Potential partners 

can visit the Wacom booth to get a firsthand look at how a joint effort can be beneficial to 

both companies. An example of this kind of partnership is that at the Macworld New York 

show in 2000, Corel leased one of the Wacom demo stations and focused its presentations 

solely on Corel software used with a Wacom graphics tablet. This was called the Wacom 

“Spotlight” station. All leads captured were shared, and this trial partnership was so 

successful that it has been repeated several times. 

Above: The Wacom “Spotlight” station featuring Corel at the Siggraph 

New Orleans show, July 25-27, 2000. 




8

Management of Exhibit Design/Production 

This section will focus primarily on Wacom’s design, production, and modification of a new 

exhibit property. 

Background: 

Wacom’s existing trade show booth was over 4 years old and no longer met the corporate image 

requirements. In addition, it was not cost effective given the high-tech downturn and the 

corresponding reduction of Wacom’s available trade show marketing dollars. 

This picture of the old Wacom booth at the Windows 

World Chicago show in June of 1996 shows the previous 

focus on traditional artists—see the giant artists’ palette 

suspended above the booth Also, check out how long 

the reception counter is—taking up valuable floor 

space. (I’m pictured in the upper left in the back row 

next to the blonde woman). 

Process: 

Communicate to management that Wacom will ultimately save money by investing in a more 

cost-effective modular exhibit; Secure management approval. Select appropriate vendors, get 

design proposals, communicate design proposals internally. Finalize exhibit design. Supervise 

booth build. Make modifications as necessary after conferring with outside service providers, such 

as the current Installation and Dismantle group and the current A/V provider. [Exhibit Design: 

From Concept to Creation] 

Several RFPs were circulated in the Portland and Seattle areas, and three exhibit design firms met 

the specifications. Of the three, Exhibit Design Consultants’ proposal best met our needs for a 

lightweight, modular system that could be configured in a 20x20 or a 20x30 space. 

[Understanding Installation and Dismantle] They recommended using Exponents components, 

which are sturdy but lightweight. One aspect of the design that was important was that the focus 

was on flexibility while maintaining strong brand identity. [Identity Marketing: The Power of 

Branding Messages] The total cost of the booth was approximately $50,000. 

The first task was to compile a complete total of what the previous booth was costing us—from 

booth storage, transportation, and drayage; to floor space needed, labor to build, and number of 




9

Management of Exhibit Design/Production, continued 

personnel needed to staff the booth. I collected information for all of the shows in calendar year 

1999 and recorded what the actual costs were for each category. I then averaged these costs and 

applied that average to what the new booth specifications would be. [True Cost of Exhibit 

Ownership; The Basics of Exhibit Budgeting] There were other costs savings as well that were 

documented in the official memo to management (unfortunately, that memo is not available) 

which encompassed personnel-related savings such as the reduction of hotel and per diem costs. 

Since the new booth would require fewer personnel to staff, there would be fewer personnel 

staying in hotels and less employee travel expenses like per diem. (An intangible benefit was the 

perception that the less time personnel were out of the office, the more work would be done). The 

company that provided Audio/Visual services was consulted and the result was that a plasma 

screen projection system could be implemented with the new booth at a savings of $500 per 

show. 

Following is the cost comparison between the old booth and the new (proposed) booth. 

ITEM OLD (PROPOSED) SAVINGS AVG Per Show 

number of crates booth 

stored in 

18 6 N/A 

storage cost, per month $468.00 $75.00 

transportation cost (avg. 

to/from) 

drayage (avg. $65 cwt.) 

$4716.00 per year; Divided 

among 8 shows = $589.50 per 

show 

$6,105.00 $3,600.00 $2505.00 per show 

12000 lbs. (120 cwt.) 

x $65 =$7800.00 

4500 lbs. (45 cwt.) x $65 

=$2925.00 

$4875.00 per show 

floor space needed 30x30 (900 sq. ft) 

20x20 or 20x30 

(400 to 600 sq. ft) 

N/A 

avg. $45 per sq. foot cost $40,500.00 

$18,000.00 to 

$27,000.00 

$13,500.00-$22,500.00 

labor hours installation 39 24 N/A 

labor hours dismantle 25 14 N/A 

avg. $70 per hr labor cost 64 x $70=$4480.00 38 x $70=$2660 $1820.00 per show 

personnel needed to staff 18 10 varies 

TOTALS $23,289.50-$33,289.50 

Results: 

When faced with the actual numbers, management conceded to the new booth build immediately. 

Whereas before the thinking had been that “there’s nothing wrong with the old booth, so why 

build a new one” the information presented was able to show that in spite of the fact that nothing 

was “wrong” with the old booth, we could have a “fresh” presence at trade shows and save a ton of 

money in the process. [Negotiating Skills to Win; Communicating With Others: Essentials for 

Success] The new cost-effective booth was designed on schedule, management’s expectations 

were exceeded, and average savings of $25,000 per show resulted in the new booth paying for 

itself during the first two shows of 2000. 

Modifications: 

After the first booth build at Macworld San Francisco 2000, it was obvious that the middle 

monitor stands needed additional support. An RFP was submitted to Exhibit Design Consultants 

for a modification of the existing design to better support the weight of the monitors on that 

stand. An ingenious “fix” was created, resulting in a more stable structure. 




10


Modifications, continued 

Additionally, the original “Broadway” style of lighting tended to show the wrinkles in the fabric of 

the banner, and so a request was submitted for an alternate lighting source. [Current Exhibit 

Design Trends; Show-Stopping Graphics and How to Get Them] The alternate showcased the 

graphics on the fabric banner in a much more favorable light—pun intended! 

Following are some examples of the original proposal, some modifications, and some actual booth 

photos. 

Original concept for a 20x20 booth as submitted by Exhibit Design 

Consultants. Notice that there is no monitor stand between the 

demo stations attached to the truss/banner. Also notice the light 

tracks placed on either side of the truss in a “Broadway” style. 

In the drawing on the left, 

the concept has been reconfigured 

with the 

monitor stand between the 

two demo stations. Also, 

there are two individual 

stations that are crated 

separately and can be used 

independently of the booth 

itself. 

I suggested the two 

individual demo stations as 

a way of making the exhibit 

even more modular and 

flexible. Since these two 

demo stations are crated 

individually, they could be 

left behind if not needed, 

thus saving shipping, 

drayage, and labor dollars. 

Additionally, these could be 

used by themselves for a 

smaller, regional show. 




11


In the picture on the right, you 

can see the “Broadway” style 

lighting on the sides of the 

banner. In the far right you can 

see the two individual demo 

stations supporting iMac 

computers. Also, look closely at 

the middle monitor stand in 

between the two front demo 

stations and you will see the 

stabilizing bar supporting the 

middle monitor stand. 

In the picture on the left, 

you can see that the lighting 

has been mounted on the 

top of the truss, showering 

the banner with a much 

more flattering light. 

In the picture on the right, 

you can see the alternate 

lighting suggestion made by 

Exhibit Design Consultants. 




12

Management of Integrated Marketing Communications to Support 

Trade Show Participation 

Below are several examples of integrated marketing communications as applied at Wacom. 

1. Example of third-party sponsorship at a trade show: 

Wacom was the original sponsor of the Digital Art Gallery when the concept was launched 

several years ago. This innovative exhibit and contest has become a staple at the Macworld and 

Seybold trade shows. The Digital Art Gallery, as presented at the Macworld New York show, is the 

culmination of a year-long contest. Contest entrants submit digital artwork, an industry panel of 

judges evaluates the artwork, and winners are chosen in several categories and highlighted at the 

Macworld New York show via the Gallery. The winning submissions and approximately 30 

notable entries are printed in large format and displayed in a gallery for viewing by all show 

attendees. Wacom, in addition to sponsoring the Gallery and having its creative director serve as 

one of the judges, also placed a digital artist (wearing a Wacom booth uniform) at a hands-on 

station in the gallery. This hands-on station featured a Wacom graphics tablet and attendees were 

encouraged to try the tablet and to learn some of the digital art techniques used by contest 

entrants. 

Sponsorship included Wacom’s name on an overhead banner in the exposition hall; prominent 

mention in more than one hundred thousand catalogs mailed in the weeks prior to the show, and 

the 3,000 catalogs distributed on site at the show; a link to Wacom’s website from the respective 

show website (Macworld or Seybold); mention in all press releases related to the gallery at each 

show; and all leads gathered at the gallery during the show. 

The total cost for the sponsorship was only $2500 per show. 

Digital Art Gallery Sponsor Board at the 

Seybold San Francisco 2001 show. 

Attendees view the artwork on display in the 

Digital Art Gallery at the Seybold San 

Francisco 2001 show. 

2. Example of a pre-show marketing direct mail campaign: 

Approximately five hundred direct mail pieces were sent to the creative directors at high-end 

design agencies in New York City in the weeks preceding Macworld New York 2001. The objective 

was to drive traffic to our booth at the Macworld New York 2001 trade show by offering the 

agency representative a free exhibit hall pass and a video (“How to Use a Wacom Graphics Tablet 

with Photoshop” by Wacom & KW Media; retail value $39.95). The quantifiable response rate was 

unfortunately lower than expected. Expectation was for a 10% response rate; actual response was 

Management of Integrated Marketing Communications to Support 

Trade Show Participation, continued 

3. Example of the use of a promotional giveaway item: 

As an incentive for attendees to purchase a graphics tablet while at our booth during the Seybold 

San Francisco 2001 show, rather than post-show, t-shirts were used a giveaway item with every 

tablet sold. The dilemma we faced was that while we thought we had a very compelling offer—the 

next generation of the Intuos line of graphics tablets, Intuos2, with new features like the advanced 

grip pen—our actual show special pricing wasn’t really that special. Our show special pricing was 

simply our MAP (minimum advertised price) and it wasn’t that much better than the SRP. So, any 

savvy attendee could quickly determine that our pricing really wasn’t different from what they 

would pay through distribution, so why buy at the show The sales department asked the trade 

show team to come up with a perceived high value or limited time only item to give away with 

every tablet purchase, and our idea was to create t-shirts with the new Intuos2 logo. 

In addition to creating a huge 4’ x 5’ graphic depicting someone wearing the t-shirt and hanging it 

on our main tower in the booth, we allowed the trade show team to wear the t-shirt on the last day 

of the show. They were excited to be able to forego wearing the same old traditional booth 

uniform. [Ally or Adversary: Working With the Sales Department] 

Picture of the 4’ x 5’ graphic that was hung on the 

tower wall. The graphic shows two people wearing 

the free t-shirt that was given away with each 

tablet purchase. The man on the left is wearing the 

“Intuos2” shirt and the man on the right is 

wearing the “Cintiq” shirt. While we weren’t 

selling the Cintiq product at this particular show, 

we were taking orders for a local reseller to fulfill. 

4. Example of Internet use to promote Wacom’s presence at trade shows: 

An up-to-date listing of all upcoming trade shows and events can be found at 

http://www.wacom.com/companyinfo/events.cfm 




14

Management of Results Reporting 

There has never been a formal process in place to report trade show results (e.g. monthly 

presentation or detailed post-show analysis, etc.) or a formal measurement tool to quantify ROI at 

Wacom. Below is a table summarizing the year 2001 results from Wacom’s major national shows. 

[The Power of Trade Shows: Research Data That Impacts Your Job and Your Company’s Bottom 

Line; What’s Your Show Worth Proven Tools for Measuring Shows Results] 

Show Booth Size % Budget Variance Leads 

Macworld San Francisco 20x30 under budget by 3.8% 1250 

Photoshop World LA 20x20 over budget by 13.7% 478 

Seybold Boston 20x20 over budget by 4.8% 310 

Macworld NY 20x20 under budget by 15% 854 

Seybold San Francisco* 20x30 over budget by 7.5% 904 

(Photoshop World in Tampa, September 6-9, 2001 was not included in this table because we did not 

have a traditional booth at that show, we simply had a hands-on classroom on the show floor.) 

The first task was to set goals for gathering leads and measuring sales. Those goals had to be 

communicated clearly to the trade show team for each show. Lead retrieval goals were set for the 

demo artist stations, so that a true count of exactly how many attendees were getting a hands-on 

experience could be recorded. Another lead count goal was set for the theater presentations. The 

theater lead collection form was simplified so that attendees could complete the form but also 

focus on the presentation. Additionally, a third lead collection goal was set for the reception 

counter to ensure that all customers were being greeted, engaged, and directed to the appropriate 

demo station or theater. (See the Seybold SF PowerPoint Presentation in the “miscellaneous” 

section at the end of the portfolio). 

At the close of each show, the leads collected were sent via Federal Express back to the sales 

administrator at the corporate office and immediately entered into a database for a post-show 

mailing. Show special pricing (where appropriate) was extended in a post-show offer to those 

people. Since there is no formal sales conversion measurement tool in place at the moment, the 

actual result of post-show sales can not be determined. 

The sales team helped determine not only unit goals but also sales goals. Each show has a slightly 

different target audience, and not all tablets were represented at each show, so the sales team 

input was important. 

From the brief information in the table above, it was apparent that Seybold Boston was the 

weakest link in the trade show chain. Actual costs (due to higher drayage and labor rates) were 

more and the lead/unit sales totals were almost the lowest of the year. From this information, the 

decision was made to drop Seybold Boston from the 2002 national show schedule. 

While some of the other shows had higher budget variances, the reasons for those variances were 

attributed in one instance to the extra costs associated with the launch of two new product lines 

(Seybold San Francisco) and the variance was therefore acceptable; in the case of Photoshop 

World Los Angeles, the budget overage was not a cause for concern because the demographic of 

the attendee at Photoshop World is the most focused of all of Wacom’s shows—in fact, the second 

highest sales total for the year resulted at that show. 

*Special Note: Unfortunately, Seybold San Francisco took place just two weeks after the 

terrorist attacks of September 11 th . While many exhibitors pulled out of the show and attendance 

was almost half of what was expected, Wacom still feels that the show was a success. Our sales 

goals were almost on target, in spite of the reduced attendance. We felt that those attendees who 

did make it to the show were the ones who really wanted to be there—the “tire-kickers” had stayed 

home. 




15

Miscellaneous 

1. Link to an example of a pre-show meeting presentation. SeyboldSFPreShow.ppt 

In this PowerPoint presentation, two seminars are referenced: Don’t Skip the Warm-Up! 

Conducting Effective Pre-Show Meetings; and The Basics of Booth Selling. 

2. Picture of the hands-on lab on the show floor at Photoshop World Tampa, September 6-9, 

2001. We taught 50-minute sessions on how to use a Wacom graphics tablet with Photoshop. 

Classes began on the hour, every hour, and all 24 seats were filled. A total of 384 “students” 

cycled through our lab on those two days. 

3. Picture of a t-shirt given to the sales personnel who were asked to work at two back-to-back 

national shows: Macworld New York July 19-21, 2000 followed almost immediately by 

Siggraph New Orleans, July 25-27, 2000. To help foster morale among those booth 

personnel who faced this daunting task, we dubbed our plight the “Big Apple/Big Easy Tour” 

for summer 2000. [Demolishing Stress With Laughter] “From Wall Street to Bourbon Street; 

From Broadway to the Bayou. Join Wacom’s Trade Show Team on the Big Apple/ Big Easy 

Tour.” Parts of this graphic were also featured on the Wacom website home page during the 

month of July 2000. 




16

CTSM Seminars Referenced 

Ally or Adversary: Working With the Sales Department. Mike Cammarata, 407B 

Communicating With Others: Essentials for Success. Dan Lumpkin, 82300B 

Current Exhibit Design Trends. Kent Jones and Jamie Padgett, 608B 

Demolishing Stress With Laughter. Brian Vanden Broucke, 807B 

Don’t Skip the Warm-Up: Conducting Effective Pre-Show Meetings. Marc Goldberg, CME, 

41300B 

Exhibit Design—From Concept to Creation. Jim Andersen, 61900B 

Identity Marketing: The Power of Branding Messages. Tom Bowman, 31100LV 

Negotiating Skills to Win. Dan Lumpkin, 82100B 

Postcards to Premiums: An Overview of Exhibit Promotion Techniques. Pat Friedlander, 

41600LV 

Power of Trade Shows: Research Data That Impacts Your Job and Your Company’s Bottom Line. 

Carol Wilkie, CTSM, 20100LV 

Show Stopping Graphics and How To Get Them. Della Maricich and Richard Dormer, 61700LV 

The Basics of Booth Selling. Mim Goldberg, CME, 41400LV 

The Basics of Exhibit Budgeting. Candy Adams CME, CMP, CTSM 20300LV 

True Cost of Exhibit Ownership. Bruce Dreblow, 20200LV 

Understanding Installation and Dismantle. Candy Adams, CME, CMP, CTSM 61800LV 

What’s Your Show Worth Proven Tools for Measuring Show Results. Jennifer Larkey and Ian 

Sequeira, 20500LV 




17

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