CTSM Portfolio / Michael Mecham Page 1

CTSM Portfolio / Michael Mecham 

Page 1

I. OVERVIEW Page 3 

II. VITAL STATISTICS 

a. Candidate Profile Page 4 

b. Company Background Page 6 

III. SHOW OBJECTIVES / SHOW SCHEDULE Page 8 

IV. MANAGEMENT OF EXHIBIT DESIGN/PRODUCTION Page 10 

V. MANAGEMENT OF INTEGRATED MARKETING COMMUNICATIONS Page 15 

VI. MANAGEMENT OF RESULTS REPORTING Page 17 

VII. CONCLUSION Page 19 

VIII. APPENDIX A – SAMPLE EXHIBIT MANAGEMENT REQUEST FOR PROPOSAL Page 20 

IX. APPENDIX B – SAMPLE REQUEST FOR PROPOSAL ANALYSIS Page 30 

X. APPENDIX C – SAMPLE TRADE SHOW BUDGET Page 31 

XI. APPENDIX D – SAMPLE POST SHOW REPORT Page 32 

XII. CTSM REFERENCES Page 36 



After nearly disappearing from the apparel industry’s most important trade show in 2002 due to change in executive 

leadership, brand direction, post 9/11 economy shifts, and financial investment decreases, the Levi’s® Brand is now 

on the rise and quickly becoming one of the top exhibitors. It has been exciting to apply my learnings from the 

Certified Trade Show Marketer (CTSM) curriculum to facilitate this reemergence. This portfolio will overview the 

background, history, strategies, and tactics used to get the Levi’s® Brand to demonstrate its rightful prominence in 

the industry via the trade show floor. 

It will begin in Section II with an overview of my professional experience and special achievements as an event and 

trade show manager for Levi Strauss & Co., (LS&Co.). As the largest apparel company in the world, LS&Co. is 

faced with great challenges to protect and grow its market share. The second part of Section II will outline the 

company’s history, brand portfolio, strategic growth initiatives, distribution channels, and the competition. All of 

which will also provide a solid backdrop for which the important application of my learnings from the CTSM 

curriculum will be demonstrated. 

While LS&Co. has been exhibiting at various trade shows around the world for decades, the remainder of this 

portfolio will focus on the world’s most important men’s apparel event: called M.A.G.I.C. (Men’s Apparel Guild in 

California). Section III will begin with a review of show objectives for the Levi’s® Brand at MAGIC and will include 

qualitative and quantitative targets followed by an overview of all US trade events that the brand has participated in 

regularly. 

Section IV will provide a brief history of exhibit management, a demonstration of the Request for Proposal 

processes, and finally a review of the award winning approach taken to establish and implement growth objectives 

for the Levi’s® Brand at MAGIC geared to streamline, economize, and most importantly upgrade participation. This 

section will also illustrate how an exhibit can be brought to life from concept to creation in a relatively short 

timeframe while beating industry cost per square foot averages. All accomplished through collaborative and 

organizational leadership. 

Because trade show exhibits are essentially 3-dimensional marketing tools, Section V will review the strategic 

approach to integrate marketing across all platforms to deliver a consistent and deliberate brand message. This 

includes pre, at, and post show activities such as direct mail, customer events, exhibit graphics, celebrity 

appearances, and post show consumer marketing – all demonstrating the importance of focus in this area. 

Section VI will highlight post show reporting used to justify, grow, and improve decision making participation at 

MAGIC along with an in depth look at the approach used to gather and report qualitative and quantitative 

information as it relates to the show objectives. 

Finally, Section VII will summarize key learnings from the CTSM certification process and provide an overview on 

how they have positively affected Levi Strauss & Co. 



CANDIDATE PROFILE 

I am a Certified Meeting Professional (CMP) and a 2006 Exhibitor Show All Star Award winner. I have nearly 10 

years of demonstrated success in event and exhibit management. I am consistently recognized by top 

management for leading the growth and evolution of events and tradeshows through effective project management, 

precise financial planning, and resource procurement. My key strengths are stakeholder relationships, event and 

exhibit objective development, budget administration, resource procurement and management, policy compliance, 

integrated event communication and marketing, logistics planning, and measurement reporting. 

Professional Experience 

Levi Strauss & Co. 

Event Manager, Levi’s® Brand (2003 to Present) 

Currently lead event team and resources to develop efficient solutions for 25+ key annual events including 

customer events, sales meetings, and trade shows. Build and manage stakeholder relationships at all levels 

through partnership with cross-functional groups and external resources and present new ideas to top 

management. Manage finance planning, budgeting, and reporting of multi-million dollar budgets and resource 

allocation. Develop and implement event procurement policies including writing Request for Proposals (RFPs) and 

standardized contracts. Ensure service and quality standards for event suppliers including meeting/exhibit space, 

lodging, catering, audiovisual production, and exhibit management. Mentor and develop talent to execute efficient 

event logistics, manage customer challenges or issues, and leverage success across divisions. 

Notable Achievements: 

• Instrumental in complying with Sarbanes Oxley and transition organization to accrual accounting for events. 

• Led efforts to reduce event spend from $6.7 million to $2.6 million in annual spend with increased focus on event 

objectives and return on investment. 

• Grew trade show presence from 3500 sq. ft. to 7000 sq. ft. with no increased spend through innovation and 

partnership allowing sales team to successfully achieve nearly $9.0 million in sales revenue at key trade event. 

• Negotiated hotel contracts at top tier hotels and secured partnership to pilot a first-ever international sales meeting 

in Vancouver, B.C. and successfully expedited 1100 unique products through customs. 


Event Planning Assistant Manager, Levi’s® and Dockers® Brands (1999 – 2003) 

Provided leadership and management for event team and co-led the coordination of over 15 key events for the 

Levi’s® and Dockers® Brands ranging up to 500 attendees with an event spend of up to $1.5 million per. Managed 

team roles, responsibilities and performance. Grew event scope and facilitated integration of new work flow into 

high-performing team. 


• Developed talent strength for event support functions such as housing, catering, exhibit management, and logistics 

by modeling excellence, continuing education, and team building activities. 

• Managed challenging transition to new exhibit management firm saving over $140K annually in labor and storage. 

• Grew team scope to support critical customer events in New York and manage U.S. trade show activities including 

the management of a 600,000 lb glass/steel exhibit with 5 decks and 11,000 sq. ft. of branded real estate. 



• Managed procurement and service standards for site selection, housing, event marketing, audiovisual production, 

catering, shipping, and transportation. Avoided over $200K in cancellation penalties post 9/11 by partnering with 

hotels to convert group block contracts to individual corporate travel credits. 

• Designed, resourced and led training for custom built website to automate event registration and communication. 

Managed real time appointment bookings for up to 20 showrooms for the Levi’s® and Dockers® Brands. Enabled 

transition away from two event contractors saving the organization over $100K annually. 


Event Planning Contractor, Levi’s® and Dockers® Brands (1998 – 1999) 

Collaborated with Operations Team to plan and execute event logistics for Dockers® key sales events of up to 300 

attendees that met or exceeded financial targets. 


• Executed all event logistics including travel, event registration, rooming lists, and food and beverage coordination 

for up to 300 attendees. Managed audiovisual sets, promotional materials, and the transportation of over 2000 

products to/from the event. 

• Navigated the department reorg through partnership and begin event support for Dockers® and Levi’s® Brand 

events. Managed sales organization database and sales tool and sample line distribution and finance. Helped 

transition from imputed income processes to sample return re-sell strategies. 

Education and Credentials 

Bachelor of Science, Communication (1998) • University of Utah, Salt Lake City, Utah 

Phi Kappa Phi Honor Society, Golden Key Honor Society, Dean’s List 

Certified Meeting Professional (2004) • Convention Industry Council 

Professional Development and Awards: 

Exhibitor Show All Star Award Winner (2006) 

Retail Planning and Finance (2006) 

Non-Discrimination and Sexual Harassment Training (2006) 

Professional Associations: 

Certified Trade Show Marketer Candidate Mentor (2007) 

Meeting Professionals International (MPI) (since 1999) 

Trade Show Exhibitor Association (since 2003) 

Exhibitor Show Advisory Committee (2006) 

Northern California Chapter MPI Annual Fundraising Gala Committee (2004) 

Convention Industry Council APEX Discussion Group (2003) 



COMPANY BACKGROUND 

After 150+ years in the industry, Levi Strauss & Co. (LS&Co.) has rightfully earned a place in history as the inventor 

of original and authentic blue jeans. Today, LS&Co. owns the Levi’s®, Dockers®, and Levi Strauss Signature® 

Brands, and their sub brand properties, and operates in 110 countries all over the world making it the largest global 

apparel market share holder. The company is privately held and managed with nearly $4.2 Billion in annual net 

sales for the total company. 

Levis® Jeans are the most successful, widely recognized and most often imitated clothing product in the history of 

apparel. The Levi's® brand continues to define Jeanswear with widest range of products available from 

quintessential classics, such as the famous Levi's® 501® Original jean, to favorite fits and styles in their Red Tab 

and premium brand collections. Levis® has truly captured the attention, imagination and loyalty of generations of 

diverse individuals. 

The Levi’s® Brand participates in multiple 3-dimensional marketing apparel events and tradeshows all over the 

world, the largest of which will be the focus of this portfolio: MAGIC (Men’s Apparel Guild in California - now held in 

Las Vegas semi-annually, NV due to size). In the business of fashion, MAGIC is one of the most important 

tradeshows in the world, with 100,000 plus attendees and over 20,000 products lines from 3,200 companies. 

U.S. Levi’s® Brand Portfolio 

LS&Co. owns and manages a broad brand and sub-brand portfolio. For the purposes of this portfolio, the US 

Brands and Sub-brands are of concern as follows: 

Brand / Sub-Brand 

Commercial Brands 

Brand / Characteristics / MSRP 

Levi’s® Red Tab 

- category defining and original, $40-$54 

Levi’s® SILVERTAB® 

- contemporary/fashionable, $48-$54 

Levi’s® Tab Twills 

- commercial non-denim, $44 

Premium Brands 

Levi’s® Red 

- stylish and innovative, $68 - $78 

Levi’s® Capital E 

- luxurious, handcrafted jeans, made in the US, $110 - $375 

Levi’s® Vintage Clothing 

- celebration of heritage, $154 - $501 



These brands and sub-brands comprise the entire portfolio for the Levi’s® Brand Business U.S. Unit. LS&Co. 

offers additional brands in the US (Dockers®, Dockers® Golf & Resort, and Levi Strauss Signature - which is sold 

in MASS Channel retailers such as Target and Wal-Mart) but they will not be a focus of this portfolio. Likewise, 

similar brands are managed in the LS&Co. Europe and Asian Business Units – which creates the corporate triad of 

business units. 

U.S. Levi’s® Brand Growth Initiatives 

The US Levi’s® Brand is all inclusive for consumers from stylish urban trend setters looking for premium fits and 

finishes to rural farm and ranch consumers looking for quality and durability. The company is inherently masculine 

with a strong tie to Western Heritage culture. However, the current growth initiative is in the more premium market 

segments ($60-$78/pair) with a strong focus on becoming the choice for Women as well as Men age 15-25. 

Additionally, the company is focusing on growing beyond jeans by increasing market share in tops for Men and 

Women as well as fashion for Kids, shoes, accessories, and home goods. 

U.S. Levi’s® Brand Competition 

Competition in the apparel market has recently intensified, particularly in the denim market segment as jeans are 

becoming fashionable for diverse wearing occasions. In the US, the Brand competes both as a Wholesaler (selling 

goods through retailers such as Macy’s, JCPenney, and Kohl’s) and as a Retailer (selling goods through owned and 

operated Levi’s® Stores) in the vertical channel. 

Refer to the chart below for an overview of sample competitors by channel and distribution: 

Channel Sample Distribution Sample Competitors 

Wholesale: 

Department Stores 

Chains 

Multi-Brand Specialty Stores 

Macy’s, Dillard’s 

JCPenney, Kohl’s, Sears, Mervyn’s 

Pac Sun, Urban Outfitters 

Private Label, Lucky, Guess, DKNY, CK 

Private Label, Vanity Fair 

Lucky, AG, Union Bay, Diesel 

Retail: 

Levi’s® Owned and Operated Stores selling 

premium, classic, and iconic goods 

Gap, Lucky, Guess, Abercrombie & 

Fitch, Diesel 

It is fair to say that Vanity Fair - who owns Lee, Wrangler, Earl Jeans, and now 7 For All Mankind - is the second 

largest share holder and our strongest competitor in wholesale. Additionally, “private label” jeans, or jeans brands 

developed and marketed by our customers (i.e., Macy’s, JCPenney’s), are quickly becoming large market share 

holders in the denim segment. While the brand works to protect its market share in wholesale, the retail business 

continues to grow rapidly and the organization intends to get from 40 stores to at least 250 in the next 20 years. 



As I learned from Seminar 10806 – How to Measure the Value of Trade Shows, the starting point for any trade 

show activity is the development of clear, measurable objectives as they drive the entire decision making and can 

help justify or grow investment. Likewise, in the business of fashion there is an emphasis on “what’s in style” so 

brand perception is as important to a show’s success as retrieving leads and revenue. I applied skills learned from 

Seminar 31106 - How to Grow Your Brand: Incorporating Brand Marketing in your Exhibit Programs to develop both 

qualitative and quantitative objectives as listed below - each of which are tied to a Levi’s® Brand “profitable growth 

strategy”: 

QUANTITATIVE 

“Grow Beyond Jeans” 

- Create an efficient buying opportunity for existing customers to order licensed products. 

- Meet with 6 top / key customers to present the seasonal offering and secure orders for licensed products. 

- Retrieve at least 50 viable new leads for new customers interested in tops and accessories. 

“Maximize current Levi’s® Franchise” 

- Meet with top 6 top commercial customers to align and discuss new opportunities from orders placed as January 

NY Market Week Meetings. 

- Meet with 200 Sales Center customers to sell in the seasonal offering efficiently capturing at least $6 million in 

total revenue. 

“Grow Premium Franchise” 

- Meet with 25 existing retailers to sell in the seasonal offering effectively capturing orders for at least 25,000 units. 

- Retrieve at least 25 new leads for premium and super premium retailers 

“Be Famous for Fit and be the Jeanswear lifestyle for Women and 15-25 year old Men” 

- Retrieve 10,000 ++ impressions that articulate Fit Range for Women’ and Men age 15-25 

- Retrieve at least 50 new leads for leading / hip hop retailers 

- Increase women’s small customer appointment list by 10% per show 

- Option meetings with top 6 top commercial customers to discuss new opportunities 

QUALITATIVE 


- Demonstrate that we are a “lifestyle” brand by full integration of licensed products (tops, shoes, accessories) in 

all displays, graphics, presentations and special events (lobby fashion show). 


- Build brand equity and perception for current customers by creating a meaningful brand experience inside and 

outside the booth. 

- Economize the appointment process to make it easy for customers to shop. 


- Build brand equity and interest by locating the premium brands in a super premium environment. 

- Create a premium environment that enhances the buyer experience for current customers. 

“Be Famous for Fit and be the Jeanswear lifestyle for Women and 15-25 yr old Men” 

- Fully integrated fit range presentation in displays, fashion show, grand lobby, and special events. Focus on 

positioning the brand to reach more women’s and younger guy’s customers/retailers. 

The employment of these specific goals and objectives has not only justified but also grown the Levi’s® Brand 

presence at MAGIC. An overview of this growth process will be covered in Section IV. 



Show Schedule 

The US Levi’s® Brand Wholesale division participates, or has participated in, the following industry shows: 

Seasons Shows by Channel Location My Involvement 

Fall 

Jan – Mar 

Holiday* 

March 

Spring 

June – Sept 

Summer* 

November 

*related shows 

Commercial 

*NY Market Week 

ASR 

WESA 

Mid-States 

Wheat Belt 

World Shoe Show 

MAGIC 

Tractor Supply 

AAFES (Military) 

Veterans 

Premium 

*LA Market Week 

Project Show NY 

Project Show LV 

Coterie 

*Children’s Club 

New York City 

San Diego 

Denver 

Minneapolis 

St. Louis 

Las Vegas 

Las Vegas 

Kansas City 

Dallas 

Varied 

Los Angeles 

New York City 

Las Vegas 

New York City 

New York City 

Coordinate set up of 6 Custom Branded Showrooms 

Coordinate a 20X20 custom exhibit and sponsorship event 

Oversee 10X10 in-line display 

Manage 20X20 custom exhibit and sponsorship event 


Leverage exhibit/display work to Licensee partner 

Manage 30X100 custom/double-deck exhibit, 14 showrooms 



Coordinate incremental needs, oversee spend 

Coordinate incremental needs for existing showroom 

Manage 10X30 in-line exhibit 

Manage 20X20 in-line exhibit 

Managed 10X20 in-line exhibit 

Managed 10X20 in-line exhibit 

Note that there are two key selling apparel selling seasons: Spring and Fall. As such, all trade shows listed above 

are semi-annual and some occur four (4) times per year (for Holiday and Summer seasons). MAGIC, which is 

twice a year for Spring and Fall, has included the following key deliverables: 

Commercial 

- 30 X 100 custom exhibit with 12 showrooms, 2 lounges, 3 staff areas, 4 upper decks totaling as much as 4210 square 

feet 

- 30 X 100 custom branded sponsorship lounge 

- Customer Appreciation Events for up to 250 guests 

- Manage event sponsorships including marketing and special events 

Premium 

- 30 X 50 custom exhibit with 5 showrooms, 1 lounge, and 1 staff area 

- Sponsorship in Evening Event for product launch for nearly 200 guests 

The trade show schedule for the Levi’s® Brand is a challenging one. Seminar 20206 – Basic Project Management 

and Reporting Skills helped me create a better process to initiate, plan, execute, control, and close each trade show 

through organization leadership. Likewise, the application of the 9 knowledge areas for Project Management has 

helped me economize work processes while protecting the business (i.e., risk aversion, cost avoidance, resource 

management). The next section will demonstrate these skills as applied to exhibit production, management, and 

design. 



When I became responsible for the company’s trade show activities in 2000, I inherited a newly built custom exhibit 

and vendor relationship. As such, this section will address my experience in exhibit management followed by 

exhibit design and production for newer exhibit solutions. 

Exhibit Management 

In the beginning, my first objective was 

to familiarize myself with an existing 

exhibit enough to get through the first 

few shows. The exhibit (shown right) 

was a 600,000 lb glass & solid steel 

frame exhibit with 6 decks, 4 

staircases, 18 showrooms for all 

LS&Co. Brands including Dockers, 

and required nearly 3700 labor hours 

to install and dismantle. The exhibit - 

which became known as the “mother 

ship”- effectively represented Lev 

Strauss & Co.’s place in the apparel 

industry as the #1 market share 

holder. I developed a line item budget 

and project plan for pre/at/post show 

activities that an event team of six (6) 

utilized to execute this magnificent 

exhibit twice in 2001 and twice 2002. 

Request for Proposal (RFP) and Selection Process 

Once I made it successfully through 2 shows with this complex custom exhibit, it became apparent that our vendor 

relationship of 25 years had grown complacent and lacked competitive advantage. I was charged with putting 

exhibit management out to bid. I partnered with the procurement department to develop and extensive RFP, which 

can be found in Appendix A (pages 20-29) and four (4) companies were invited to submit proposals. Our first focus 

was to evaluate vendors quantitatively to ensure cost competitiveness. The cost analysis can be found in Appendix 

B (page 30). Our second aim was to evaluate customer service and quality standards. Toward this end, all 

companies were invited for in person capabilities presentation and interview. 

In the end, we were happy to select a new and competitive vendor (Derse, Las Vegas) with values not unlike our 

own including an open book policy, 100+ years of experience, sustainable growth initiatives, and personnel who 

demonstrated integrity while being passionate about their work. We have now been partnering with Derse for 

nearly 6 years and are quite pleased with their partnership in terms of cost, customer service, creativity, and overall 

capabilities. 



Shortly after this vendor transition, 

the Levi’s® Brand Retail 

Development team sourced a new 

and innovative custom exhibit for 

the premium brands to utilize on the 

show floor in a separate 30 X 50 

footprint. The idea was to get away 

from the commercial “mother ship” 

to effectively represent the 

exclusivity and sexiness of the 

premium brands. The exhibit (left), 

which was made of stackable sea / 

cargo “containers”, was value 

engineered and fabricated by Derse 

in 2001. 

Exhibit Design and Production 

The company’s emphasis on flexing 

its muscle on the trade show floor 

dwindled after 9/11 and a new focus on cost containment and economical exhibiting took priority. By mid-2003, the 

show budget went from $1.3 million per show for a 9000 sq ft custom exhibit at to a mere $380,000 per show for a 

2000 square foot meeting room (commercial) and 1500 square foot exhibit (premium). Moreover, the company’s 

event planning team was downsized to myself only and I was given charge as the Levi’s® Brand US Event 

Manager. It was then that I challenged myself to re-build the brand’s presence at one of the world’s most important 

trade show events! 

Toward this end, I wanted to get the 

commercial brand out of the meeting rooms 

and back onto the show floor. I also wanted to 

better position the premium brands. Because 

the premium sales team was reduced from six 

to two, I recommended revamping the 

“container” exhibit to be used for the 

commercial brands while sourcing a new, more 

premium and economical exhibit, for the 

premium team. Top management agreed, and 

I promptly began sourcing the solution. 

By transitioning the “container” exhibit for the 

commercial brands, it meant we needed to 

solicit new designs and a more cost effective 

custom solution for the premium brands. Because money was tight, and time was of the essence, I submitted a 

recommendation to revive and retrofit an older premium property that we already owned. Why buy new when 

making old fresh is half the price 



I funded the new premium exhibit by finding a vendor to remove the “mother ship” exhibit from our inventory thus 

avoiding the cost to dispose of it – quarter inch glass and solid steel is not easy to store and is certainly not easy to 

off load. It was reclaimed for a more appropriate (permanent) installation in Las Vegas. Part of it now stands as a 

Motley Crew recording studio and part of it can be found as a permanent installation for the Las Vegas Choppers. I 

then used money saved to fund the new solution for the premium brands. 

By applying my learnings from Seminar 61904 - Exhibit Design From Concept to Creation, Derse and I partnered 

with Levi’s® Merchandising, Operations, and Creative Services teams to design a new custom exhibit made of 

owned and unused materials. This approach minimized capital expenditures as well as show-to-show costs. The 

final design (below) was premium, substantive, and modular. The budget came in around $100/square foot, which I 

learned from Seminar 20304 – The Nuts and Bolts of Budget was about 45% less than the industry average for 

custom island exhibits. 

Original Exhibit, 40X30 peninsula 

Old Property 

Original Exhibit, 40X30 peninsula 

New Exhibit, 30X30 peninsula 

Old Property 

New Exhibit, 30X50 peninsula 

Old Property 



Now that the premium brands had a new exhibit and the commercial brand was back on the show floor, the next 

aim was to grow the commercial brand to appropriately represent itself as the largest market share holder once 

again. 

First, as the company licensed Levi’s® 

branded products for women’s tops, 

men’s tops, kids 0-7, socks, shoes, 

and finally loungewear/underwear, I 

partnered with licensees to manage an 

exhibit at MAGIC on their behalf. 

Using additional learnings from 

Seminar 20304 – The Nuts and Bolts 

of Budget about show averages, I subleased 

showrooms within our exhibit at 

2.5 times the actual cost of the real 

estate. This rate included all show 

services, transportation, etc. and 

enabled licensees to pay a flat fee and 

then simply show up with their product 

and sell in a Levi’s® Branded exhibit. 

At its peak, I increased the collective 

spend to $550,000 and booth size to 

3000 sq ft. Alas - the Levi’s® Brand 

was again one of the top exhibitors at the show! 

To continue the momentum, I used skills learned in Seminar 521 – Negotiating Skills to Win to negotiate with show 

management securing 3000 square feet of complimentary Booth Expansion real estate to create a “show enhancing” Levi’s® 

Branded Lounge adjacent to our booth. I worked Old Property with our creative services team to invent and produce a brand 

immersion experience and the concept was repeated twice creating three unique brand experiences as follows: 

• “Big Sur” Hospitality Lounge – comfortable and invigorating furniture, music, and images 

• “Silver Mine” Time Capsule Lounge – applying my learning from Seminar 312 - Realizing Your Public 

Relations Potential this lounge included presentations by LS&Co.’s own Historian showcasing some of the 

world’s oldest jeans, many of which were found in Nevada mines. 

• “Dry Goods” Educational Lounge – which educated guests on the history and current uses of the core 

ingredients that make our jeans (i.e., origins of indigo dye, cotton, metals) and also included education on 

our terms of engagement with factories around the world. 

Big Sur 

Silver Mine 

Dry Goods 



With the booth expansion and sponsored lounge, the Levi’s brand reemerged as one of the top 10 exhibitors at 

MAGIC, as reported by the apparel industry periodical DNR. All was accomplished by creatively and strategically 

leveraging licensing and show management partnerships. The total spend remained unchanged but the brands’ 

total foot square footage grew from 1500 sq ft on the show floor to over 7000 sq ft. A sample budget management 

template can be found in Appendix C (page 32). 

The exhibit has evolved and we have added more containers and stair cases to create a consistent look. We have 

reorganized the set up several times and now leverage work done by our creative services teams for owned and 

operated Levi’s® Stores for the aesthetics thus creating rich, premium atmospheres for the commercial brand 

properties as show below. 

Front Left – “Fit Range” Men’s and Misses Story 

Front Right – current print campaign 

Front Desk – “legends wall” graphics 

Back Right – “Men’s 501® Finish Range” mannequins 



Admittedly, total marketing integration has not been a core competency brand wide until more recently. With a 

brand as old and big as the Levi’s® brand, there is a long history of imagery and brand positioning to draw from. 

Also, with Consumer, Customer, Mass, Internet, and Retail Marketing Teams working autonomously - a lack of 

complete integration has been evident. Thankfully, all forms of marketing have more recently become integrated 

and consistent. 

Marketing Strategies 

After attending Seminar 31504 – Integrated Promotional Programs, I took the challenge to fully integrate pre/at/post 

show marketing activities and the overall brand experience at key shows to drive the right traffic thus increasing 

viable new leads, and elevate buyer and competitor perceptions of the brand. Below is a comprehensive summary 

of strategies and their respective benefits and results that either are or have been used at key shows like MAGIC. 

MEDIA SELECTION 

Pre-Show Direct Mailer 

Show Program / Newsletter 

Large Exterior Graphics 

Video Messaging 

Event Sponsorship 

STRATEGY & VALUE 

Impressions: first impression /teaser, single impressions to 400 ct. 

Net Target: strategic customers, potential customers 

Format: large, color, double sided postcard 

Content: brand lifestyle image on the front, invite info on back 

Desired Action: excite buyers to visit our exhibit and attend exclusive event 

Impressions: up to 96,000 ct. 

Gross Target: all show attendees 

Net Target: existing and potential buyers 

Format: single page, color ad 

Content: brand lifestyle image, key product message, booth location 

Desired Action: create product awareness to generate exhibit traffic 

Impressions: up to 22,230 ct. based on traffic density estimation 

Gross Target: all show attendees who pass the exhibit 


Format: currently [4 ct. 10’X3’] but have been [10 ct . 6’X6’] and [4 ct. 20’X20’] 

Content: brand lifestyle image, product image 

Desired Action: create engaging brand recognition 

Impressions: up to 11,115 ct. based on traffic density estimation 

Gross Target: all show attendees who pass the exhibit 


Format: DVD loop on booth interior or exterior flat screen TV monitors 

Content: either current commercials or brand heritage messaging 

Desired Action: create product appeal with conversions to show 

Impressions: up to 4,000 ct. based on level of sponsorship and location 

Gross Target: all event attendees and venue traffic 


Format: large format event signage up to 6’ X 10’ 

Content: brand lifestyle imaging 

Desired Action: create brand recognition and loyalty 



Showroom Graphics 

Collateral 

Impressions: up to 1,000 ct. based on actual appointments 

Net Target: buyers 

Format: signage up to 20” X 28” 

Content: brand lifestyle imaging, product message call outs, heritage art 

Desired Action: brand and product education and awareness 

Impressions: up to 1,000 ct. based on actual appointments 

Net Target: buyers 

Format: website, sales kit handouts, line lists, pricelists 

Content: detailed product information incl. sku, size range, pricing, ship dates 

Desired Action: product order placement 

Creative content is leveraged from Levi’s® Marketing and Creative Services teams. I partnered with these teams 

and applied my learnings from Seminars 31404 - Creating Winning Direct Mail Promotions for Improved Results 

and 61705 - Essential Graphic Basics to Wow! to develop each strategy and source each marketing solution. 

Visual Examples and Results 

The format and content changes for each show based on seasonal materials, marketing opportunities, and overall 

budget but message integration remains constant. Below is one of many successful examples and related result for 

each. 

Postcard Invite: Buyer appointments up 10%, 

entertained up to 200 guests at customer event. 

Program Guide: Exhibit traffic 

increased, new account 

inquires up 67%. 

Exhibit Graphics: Consistent brand 

recognition with product message 

delivered elevated perception and 

education for key customers, 

potential buyers, and competitors. 



LS&Co. brands have been exhibiting at MAGIC since the mid 1900s and partnership with this key show has 

become important to our success operationally. It provides a great opportunity to demonstrate brand prominence in 

the marketplace while efficiently meeting with a multitude of buyers. 

However, due in part to a post 9/11 economy shift, and an emphasis on cost containment, this partnership now 

requires a documented return on investment analysis in order to justify an annual spend of $760,000. Toward this 

end, I developed and implemented an annual Return on Investment (ROI) and Return on Objectives (ROO) process 

in early 2006 to measure and report the qualitative and quantitative benefits of exhibiting at MAGIC. 

Methodology 

I learned from Seminar 212V – Justify Your Program With Post Show Reporting - that all results are measured 

against clearly defined goals and objectives. This required a comprehensive understanding of the US Levi’s® 

Brand objectives. The chart below lists shows objectives at MAGIC, each of which are tied to a larger brand growth 

strategy and include alignment from top-management. 

Brand 

Goal / Objective 

Red Tab 

1. Upgrade the Red Tab exhibit and overall brand experience 

2. Create conducive and inspiring meeting environments for management meetings with Top Levi’s® Wholesale Customers 

Red Tab / Sales Center 

3. Continue to make it easy for Sales Center Customers to buy Levi’s® Jeans 

4. Grow new account inquiries 

Red Tab / Licensing 

5. Continue to make it easy for Wholesale Customers to buy Levi’s® licensed products at MAGIC 

6. Continue to integrate licensed product offering into customer experience 

Levi’s Capital E® 

7. Make it easy for premium/specialty customers to buy Levi’s® Cap E, Levi’s® Vintage Clothing, & Little Levi’s® Vintage. 

Sponsorships 

8. Drive brand equity and consumption by optimizing brand exposure at the show 

9. Build relationships with Sales Center Customers via exclusive reception 

I also learned from Seminar 10806 – How To Measure The Value of Trade Shows that I needed to identify and 

quantify the main sources of value. including: 1. Revenue by division, 2. Cost avoidance - or expenses displaced 

should we not exhibit, and 3. Promotional value. Each of these sources comprehensively represent the total value 

for presenting at a key show like MAGIC. 

After rolling up the total show costs, including other team and licensee affiliate travel expenses, post show statistical 

information was gathered and input into the report. 

Results 

The good news is that we net a return of $13 to $19 for every $1 spent on participating in MAGIC. With the 

strategic goals and objectives in place, the Levi’s® Brand was rebuilt to a larger literal and perceptual size at 



MAGIC than when exhibiting in the “mother ship.” Moreover, the brand demonstrates show over show increases in 

new account inquiries and customer meetings. Also, the exhibit now drives traffic that delivers against the brand’s 

target consumer base (leading retailers in the more premium, hip hop, and urban segments). Also, customer 

meetings continues to grow for small/independent segment as well as the top 6 commercial retailers (i.e., Macy’s, 

JCP, Kohl’s, Mervyn’s, Sears, and Goody’s). 

It is evident that, through the application of learnings from Seminar 31106 - How to Grow Your Brand: Incorporating 

Brand Marketing in your Exhibit Programs, and through the partnership with licensees and Creative Services teams, 

I have strengthened the overall perception of the Levi’s® Brand at MAGIC. 

By defining measurable goals and objectives, our strategies and tactics are easily employed and executed to 

deliver desired results with impact! See Appendix D (page 33-36) for the Sample Post Show Report Analysis 

comprehensively illustrating the results for each objective. Post Show Reporting is now done after each February 

MAGIC followed by a publication to key stakeholders (i.e., Brand President, VPs, and Sales Directors) within 45 

days of the show. This is a critical step I learned from Seminar 10806 – How to Measure the Value of Trade 

Shows. 

Summary 

Due to the nature of the show and overall return on investment, surveys, whether they be pre/at/post show, have 

not been imperative in the decision making process to justify or grow participation, a key message from Seminar 

20505 - Using Surveys in the Trade Show and Event Decisions Making Process. However, they have been 

considered for the future in terms of ensuring overall exhibit efficiency for the commercial brands at MAGIC. 

However, the premium brands’ participation in various trade shows has varied over the last 4 years and continues 

to evolve as the shows and buying activities evolve. After a survey of information from current buyers and statistics 

from show management, a trick I learned from Seminar 20105 - Selecting the Right Shows: The Critical Decision, a 

recent decision caused us to move from Premium Category at MAGIC to a new show called Project Global 

Tradeshow, which competes with MAGIC and has driven encouraging increases in new account inquires and 

current meetings. 



Next steps for the commercial brands at MAGIC is to continue to build upon current successes but continually 

improve overall functionality and aesthetics. In an ongoing effort to remain an important player at MAGIC, I am 

sponsoring the recommendation to move from the more moderate Casual Category to a more leading Category. 

My hypothesis is that such a location would generate more “leading” (i.e., premium, urban, hip-hop retailer) traffic to 

our exhibit as well as enhance the overall perception of the brands position in the industry. This effort also delivers 

on a core brand strategy to be youthful, sexy, and innovative. I am however tempering my recommendation with 

new initiatives and merchandising shifts currently happening within each category. After three years of relentlessly 

position our brand on the show floor with our top tier competitors, I have finally succeeded and the February 2008 

show will have us in the Designer/Contemporary category, next to Lucky, Calvin Kelin, etc. 

Licensees partnerships at MAGIC have evolved significantly over the last few years. While the brand develops 

itself as a lifestyle brand with new licensed branded products ranging from home décor to luggage or iHome 

electronics, the exhibit needs to drive the right traffic accordingly. As such, I am evolving from dedicated licensing 

showrooms to a more integrated approach, where affiliates pay the same amount but rather get air time in the key 

men’s, women’s, and kids rooms. This streamlines the buying process for customers. 

The brands are now aligned at the right shows and in the right categories. Next, the company has authorized a 

capital expenditure for a new premium brand exhibit. Provided all stakeholders and resources align, we will launch 

a new exhibit at the February 2008 Project Show. Toward this end, I expect to partner with our Creative Services 

teams to create and then source a simple, organic, and elegant concept that will economically upgrade the premium 

brand exhibit displays and enhance overall functionality. 

EXHIBITOR Learnings 

As mentioned throughout this portfolio, I have applied learnings from the CTSM curriculum at every level in my dayto-day 

management of events and tradeshows for the Levi’s® Brand. In turn, the organization has benefited in 

many ways, including: 

 

 

 

 

 

 

Budgeting – strategic financial planning competitive with industry averages by line item 

Space Planning – efficient use of costly trade show real estate 

Risk Management and Legal Protection – contract management and insurance 

Event Planning – customer event management integrated with trade show marketing activities 

Brand Management – integrated marketing to reposition the brand as the apparel market share leader 

Return on Investment Analysis – rigorous analysis to justify and grow investment 

I appreciate the industry education, experience, and networking that pursuing my CTSM brings. I have benefited 

from the elective learnings and believe they have made me a better communicator, leader, and trade show 

marketer. I have used learnings from Seminar 82304 – Communicating with Others: Essential for Success to 

facility the right dialogue with internal stakeholders and vendors alike. Finally, my learnings from Seminar 82405 - 

Preparing, Developing and Submitting a Quality CTSM Portfolio have indeed been useful in preparing this portfolio. 

The Levi’s® Brand has benefited qualitatively and quantitatively from my education and I would recommend that all 

trade show managers engage in and apply the curriculum to its fullest extent in an effort to justify and grow trade 

show participation with improved decision making. 



NOTICE: 

CONFIDENTIAL UNPUBLISHED PROPERTY OF LEVI STRAUSS & Co. 

USE AND DISTRIBUTION LIMITED SOLELY TO AUTHORIZED PERSONNEL 

****************************************************************************************************************** 

The use, disclosure, reproduction, modification, transfer, or transmittal of this work for any purpose in any 

form or by any means without the written permission of Buyer is strictly prohibited. 

TABLE OF CONTENTS 

SECTION DESCRIPTION 

0.0 Introduction 

1.0 Background Objective 

2.0 Purpose 

3.0 Definitions 

4.0 References 

5.0 Product/Service Overview 

6.0 General Selection Criteria 

7.0 Summary 

8.0 Terms And Conditions 



0.0 INTRODUCTION 

This Request for Proposal (RFP) provides an explanation of the project, as well as defining the specific 

requirements and obligations of the successful bidder chosen to perform the 

manufacturing/distribution/service activities described herein. This document also includes a standard 

response format and an explanation of how each bidder and their respective proposal will be evaluated. 

Levi Strauss & Co. (hereinafter referred to as “Buyer”) hereby requests that all vendors acknowledge the 

receipt of this RFP package and advise Buyer of their intention to bid, or not to bid. Vendors choosing not to 

bid in response to this RFP, are required to communicate their decision by returning the RFP package, with a 

letter of explanation, to Buyer within five (5) working days of the receipt of this package. 

This RFP and all Confidential Information related thereto is considered proprietary to Buyer, is submitted only 

for the purpose of soliciting a response from potential vendors, and is subject to the Confidential Information 

Non-Disclosure Agreement previously executed by the parties. 

Buyer assumes no contractual obligation, nor is any intended, by issuing of this RFP. 

This RFP does not commit Buyer to reimburse respondent or any of its subsidiaries or agents for any costs 

incurred in the submission of a proposal or in making necessary studies or designs for the preparations 

thereof, nor does it commit Buyer to procure or contract for the services or material provided therein. 

Prospective vendor response to this RFP should be prepared simply and economically, providing a straightforward, 

concise description of vendor's capabilities to satisfy the requirements of this request. Emphasis 

should be placed on completeness and clarity of content. 

Buyer reserves the right to reject any and all proposal responses, or to make multiple or partial awards 

pursuant to this request. Award of a contract, if any, will be in accordance with the Terms and Conditions of a 

contract executed between the parties. This RFP, and response to this RFP, may, at Buyer's option, become 

part of the executed contract. 

News releases or announcements regarding this RFP, or possible resulting contract, are not permitted and 

may not be announced by a vendor without the express written consent of Buyer. 

Vendors may not use the Buyer name, or any of its trademarks in any advertisement or press release without 

the prior written consent of Buyer. 

1.0 BACKGROUND/OBJECTIVE 

Levi Strauss & Co. (LS&CO.) manufactures and markets branded jeans and casual sportswear under the 

Levi's ® , Dockers ® and Slates ® brands. The company employs a staff of approximately 1,300 people at its San 

Francisco headquarters, and approximately 17,000 people worldwide. It currently has 21 production facilities 

and 25 customer service centers throughout the world. The company generally manufactures goods in the 

regions in which they are sold. 



LS&Co.'s objective is to utilize trade shows to communicate the strength and leadership of LS&Co. within the 

apparel industry and demonstrate our commitment and investment to our customers. 

2.0 PURPOSE 

Levi Strauss & Co. is accepting proposals from custom exhibit houses to manage all retail and commercial 

exhibit properties and associated services including, but not limited to: storage, exhibit design and fabrication, 

graphics design and fabrication, refurbishment, installation and dismantle, traffic management, show services 

coordination and additional marketing services such as theme development, video production, live marketing 

etc. Qualified applicants must respond in writing by 5:00 p.m. May 1, 2001 for consideration. 

Proposals will be considered based on capabilities, costs and a thorough description of services offered 

which satisfy the requirements of the RFP. A minimum of 2 companies will be selected for final oral 

presentation to an LS & Co. selection committee. You will be notified by Debra Henriquez, Event Planning 

Manager, or Mike Mecham, Event Planning Assistant Manager, if your company is chosen for a presentation. 

3.0 DEFINITIONS 

"Buyer", a term used to identify Levi Strauss & Co. (LS&CO.) 

"Confidential Information" means any and all unpublished information owned or controlled by Buyer that 

relates to the technical, manufacturing, marketing, sales or financial operations of Buyer and that is not 

generally disclosed by Buyer to the public, including, without limitation, proprietary processes and designs, 

trade secrets, know-how, inventions (whether or not patentable), formulas, technical drawings and data, 

research subjects, methods and results, proprietary computer software, unpublished product specifications 

and characteristics, manufacturing processes, production techniques, plans for future products, business and 

marketing plans and strategy, product development plans, pricing policies, cost and profit information, 

customer lists, vendor identities and the like, whether disclosed orally, in writing, or by inspection. 

"Documentation" means manuals, plans, drawings, specifications, parts lists, and other material related to 

the Product or Service, in hard copy, magnetic media or other form. 

"Product", as used herein, shall mean all goods and services provided by EAC as defined by the 

specifications/statement of work contained herein. 

"Seller" is a term hereinafter used to identify the vendor awarded an order as a result of their response to 

this RFP and subsequent purchase agreement negotiations with Buyer. 

4.0 REFERENCES 

Provide a comprehensive and current client list, including but not limited to, the following information for each: 

1. Contact names and phone numbers of at least 3 major clients as references. 

2. Size of clients' exhibit. 

3. Number of clients' exhibits housed with your company. 

4. Length of relationship. 

5. Experience with MAGIC or similar Trade Shows. 



6. Sample Timelines / Production schedules. 

7. Project Management contact names and titles. 

8. Planning process and execution (if possible, provide work order examples) 

9. Photographs of the final result (product, goods and services) 

10. How would your customers describe your company and performance 

5.0 PRODUCT/SERVICE OVERVIEW - STATEMENT OF WORK 

This section addresses the specific tasks, controls, and management procedures required to provide the 

Product/Service to Buyer's standards. 

5.1 Design 

Provide a description of your creative services department's structure and staffing, and the design 

process for creating a new exhibit or exhibit components, graphic elements, etc. List production 

facilities and locations as well as staffing at each location. Indicate where refurbishment and new 

booth graphic production will occur and who will oversee the projects. If work will be conducted by 

subcontractors, list those companies, capabilities and explain how work will be coordinated. 

A. Booth Design 

Include examples of exhibits comparable in size to LS&CO. exhibits designed by your company, 

and if possible, indicate the team members that would service the LS&CO. account. Include 

specific objectives that were achieved by using these designs. Provide a description that 

addresses the following relating to booth design: 

1. The technology and type of equipment currently used. 

2. Computer programs used. 

3. Methods of production. 

4. Type of work done in-house vs. through outside vendors. 

B. Graphics Design/Production Capabilities 

In an overview of your company's graphics department, provide a description that addresses the 

following: 

1. 1. The technology and type of equipment currently used. 

2. Computer programs used. 

3. Describe your email and Internet applications, functions and usage 

4. Methods of production. 

5. Type of work done in-house vs. through outside vendors. 

A. Graphics Costs 

Using the following design specifications, estimate the cost of (1) 8' x 7' inkjet print and (1) 2.56m 

x 1m emax Duratrans, and (1) 10' x 20' billboard graphic, including graphic design time. 



5.2 Storage 

List all storage facilities and locations. Include the following: 

5.3 Installation and Dismantle 

1. 1. Square footage of storage space at each location. 

2. Description of your inventory system and inventory management system. 

3. Whether your company owns the space or contracts with other companies. 

4. If the space is contracted, a list of companies you sub-contract with, locations and length 

of relationship. 

5. Where the LS&Co. exhibits would be housed and the rational for that location. 

6. Whether or not you have access to international storage facilities. 

7. Explain insurance coverage in the event of fire or act of God. 

Provide an overview of your company's installation and dismantling services. Address the following: 

5.4 Traffic Management 

1. Do you have internal I&D staff, including all participants and laborers 

2. If you sub-contract I&D list companies, please list whom you sub-contract, their locations 

and the length of the business relationship. 

3. Do you guarantee a fixed cost for specific I&D projects and if so, what are the terms of 

that commitment 

4. Describe your On-Site Management Structure and labor procedures / protocol. 

Describe your traffic department and staff. Explain how freight carriers are contracted (for example, 

how many bids do you get) and the system for estimating cost. Respond to the following in your 

explanation: 

5.5 Audiovisual 

1. Do you have national freight contracts Who are they with 

2. If so, do you bill customers the published rate or the discount rate 

3. If you have national contracts or in-house services, do you still request bids from other 

carriers for each project 

Provide an overview of your company's audiovisual services. Address the following: 

1. Do you have internal AV staff, including all participants and laborers 

2. If you sub-contract AV list companies, please list whom you sub-contract, their locations 

and the length of the business relationship. 

3. Do you guarantee a fixed cost for specific AV projects and if so, what are the terms of 

that commitment 




5.6 Destination Management 

If you have an internal Destination Management staff, provide an overview of your company's 

Destination Management Services and Staff. Address the following: 

1. What in-house Destination Services can you provide 

2. Do you guarantee a fixed cost for specific Destination Management projects and if so, 

what are the terms of that commitment 


5.7 Rates - Request for Quotations 

Please list your billing rates for the following services: 

6.0 GENERAL SELECTION CRITERIA 

1. Account Service - hourly rates and service charges 

2. Booth Designs - hourly rates and cost of final designs 

3. Graphic Design - include design and fabrication (refer to section 5.1.c.) 

4. Creative Services - hourly rates for engineering, production, etc. 

5. Project Management - hourly rates or per project rates 

6. Labor - hourly rates for supervisors, project leads, laborers, etc. 

7. Traffic Management - including transportation between storage and shows. 

8. Overtime/Penalty - include fees, late changes, finance or service charges, etc. 

9. Storage - include incoming and outgoing drayage rates and price per 100 cwt. 

10. Install & Dismantle - provide an estimate for the installation and dismantle of both 

LS&Co. exhibits for the August 2001 show, including the ordering and management of 

General Contractor Services such as drayage, forklift labor, scissor lift labor and crew, 

and electrical (see Labor Schedule). 

11. Audiovisual - Include Rentals, Services, and Labor Rates. 

12. List any other sub-contractors or business affiliates not already listed in the RFP. 

The following is a summary of the criteria used to evaluate the responses to this RFP, and select a 

vendor: 

1. Seller's background and experience with articles of similar detail and complexity to the 

Product/Service noted in this RFP. 

2. Seller's total quality system, particularly with respect to quality processes. 

3. Seller's financial stability and resource base. 

4. Seller's overall management structure and capabilities, particularly the resources 

necessary to perform and successfully adhere to the terms of the resultant purchase 

agreement. 

5. Seller's cost, and its ability to maintain and/or lower those costs. 

6. Please provide a general summary of your company's history, experience and 

capabilities including the following information: 

7. Company name 

8. Primary and secondary contact person 



9. Address 

10. Years in business 

11. Number of company locations 

12. Number of staff at each location 

13. Indicate subsidiary/private company, parent company 

14. Union status and date contracts expire 

15. Labor management relationship 

16. Trade Show industry associations 

17. Strategic intent of the company 

6.1 CONTRACT MANAGEMENT 

Buyer will manage this project through one Project Administrator: Debra Henriquez, Manager of 

Event Planning. The Project Administrator has sole authority over technical and contractual issues. 

Seller shall designate a specific individual as a Project Manager to this position with appropriate 

authority to legally bind Seller. 

Explain your philosophy of account service and the type of assistance that can be expected from the 

Named Project Manager. Address at least the following in your narrative: 

1. Does the account rep travel to each show 

2. Are travel expenses passed on to the client If so, how 

3. What is the role of the account rep at the show, prior to the show, following the show and 

in non-show periods. 

4. What follow-up is provided to the client subsequent to a show 

5. Will sub-contracted offices be managing refurbishment or new construction 

6. Anticipated method and frequency of compunction with LS&Co. representatives. 

6.2 PRODUCTION/SERVICE PLAN AND STATUS REPORTS 

A. Production Plan 

Seller shall submit a Production/Service Plan with the proposal. 

B. Quality Control Plan 

Seller shall submit a Quality Control Plan with the Product/Service quote. Seller shall submit a 

written summary description of the system for controlling all significant characteristics and actions 

required to ensure process outputs meet Buyer requirements. All Seller specified processes, within 

the Control Plan, shall be characterized with a Process Flow Chart representing process operations, 

transportation, inspection, product/service process delays and product storage throughout the 

process. 

C. Vendor Management 

Seller shall provide Buyer access to vendor selection criteria, vendor survey results and historical 

performance data upon Buyers request. 



* Buyer retains the right to perform source inspection, at Seller facilities, prior to product shipment or 

performance of service. 

* Seller agrees to grant Buyer access to their facilities at any time, in support of such source 

inspection requirements or audit review of Buyer owned materials. 

D. Workmanship Standards: 

Seller shall have established and verified workmanship standards that match buyer standards, 

accomplished in part through the references section of this RFP. 

E. Corrective Action: 

Seller shall have a documented and verified closed-loop corrective action system. 

F. Certificate of Conformance 

Seller shall provide written certification that the product/service delivered is compliant with Buyer 

specific requirements, drawings and/or specifications. The delivered certificate shall be traceable to 

objective evidence on file and available for audit upon Buyer's request. 

G. Source Inspection 

Seller shall provide the option for Buyer's facility inspection. 

6.3 CONFIGURATION MANAGEMENT REQUIREMENTS 

Please list the contact names and credentials, including experience, for the following individuals 

within your company and relevant sub-contract companies: 

1. Sales Managers 

2. Project Managers 

3. Floor Managers 

4. Design Managers 

5. Engineering/Production Managers 

6. Field Supervisors 

7. Any other service managers 

6.4 BUYER SUPPLIED MATERIAL 

All material supplied by Buyer shall be stored by Seller in a bonded warehouse location 

until required for product manufacture/service. All unused material shall be returned to 

Buyer with the last product/service shipment, and shall be identified as excess material. 

6.5 DELIVERY/QUANTITY REQUIREMENTS 

A. Describe your work order and billing system. 



7.0 SUMMARY 

C. Provide samples of invoices, estimates and work orders. 

D. Describe any extraordinary or particularly effective billing systems used by your company. The 

description should address the following: 

1. Do all estimates indicate time and material costs for client review 

2. Do you prepare estimates for all projects or only at client request 

3. Do you bill by the project, monthly or quarterly 

4. Do all of your statements break out time and materials 

5. When do overtime charges incur 

6. How long after a show do you typically invoice 

7. Can your company provide art analysis of estimate vs. actual costs after the show 

8. What are your terms and conditions 

9. What software do you use for billing 

10. Do you have an open book policy that will show the Buyer the Seller's profit margins 

again actual expenses 

E. Describe additional services your company provides including, but not limited to, the following: 

1. Custom rentals. Indicate the ability to provide custom rentals, rental fees, process for 

constructing, storing, extended use, etc. 

2. International exhibit management. Indicate the ability to provide this service, fees, 

process for coordinating service, sub-contractors and length of relationships. 

3. Show Services. Indicate the ability to provide this coordination and your show services 

charge or mark up. 

A. What skills and capabilities differentiate your company from competitors 

B. What is the basis of your company's competitive advantage 

C. Can you site examples of how your company has invented cost effective solutions to customer 

challenges 

D. Why, briefly, are you qualified to handle the Levi Strauss & Co. account 

8.0 TERMS AND CONDITIONS 

8.1 General 

A) For the convenience of Buyer and Seller, Levi Strauss & Co., hereinafter referred to as Buyer, 

transmits this document, whether as an offer to buy or as a confirmation of an oral contract, under the 

express condition that any resulting contract is subject to the Uniform Commercial Code. The general 

provisions of the code are modified only by any different explicit terms or specifications set forth 

herein. 

B) Acceptance by Seller is expressly limited to the terms of this document. Notice is hereby given of 

Buyer’s objection to and refusal to be bound by any additional or different Terms contained in any 



acceptance or written confirmation or other communication from Seller. This order includes an 

arbitration clause, below. 

8.2 Purchase 

This Purchase Order will be Interpreted and performance determined in accordance with the laws of 

California. 

A) Any controversy or claim arising out of or relating to this contract, or the breach thereof, 

including (but not by way of limitation) the quality or acceptability of goods delivered, 

payments, failure to meet specifications, or the question of whether any such controversy or 

claim is properly arbitratable, shall be settled by arbitration in San Francisco County, 

California, in accordance with the Commercial Arbitration rules of the American Arbitration 

Association, and the judgment upon the award rendered by the arbitrator(s) may be entered 

in any court having competent jurisdiction thereof. 

B) Time Is Of The Essence Of This Order. The Buyer may cancel all or any part of this order if 

the merchandise is not shipped per the date specified or such other date as may be agreed 

to in writing by Buyer and Seller. Shipments arriving at Buyer’s facilities more than ten (10) 

working days prior to the agreed upon delivery date may be returned at Seller’s expense for 

reshipment per the established schedule. 

C) The Buyer reserves the right to cancel all or any part of this order in the event of the 

happening of any of the following, but not limited to: Insolvency of Seller; Filing of a voluntary 

petition in bankruptcy; Filing of an involuntary petition to have the Seller declared bankrupt, 

provided it is not vacated within thirty (30) days from the date of filing; The appointment of a 

receiver or trustee for Seller; The execution by Seller of an assignment for the benefit of it’s 

creditors. 

D) The Seller shall not assign this purchase order or any interest therein or any monies due to 

become payable under this order without the prior written consent of Buyer. 

E) Items shipped in excess of Buyer’s order will be returned at Seller’s expense. not be 

responsible for any items without a written Purchase Order, or written amendment of same, 

approved by the Buyer. 

F) Goods made in accordance with Buyer’s specifications and/or drawings shall not be quoted 

to any other person or concern without expressed written approval from Buyer. 

G) The Seller will show this Purchase Order Number on all shipments and papers pertaining to 

this order. 

H) Costs for tooling, setup charges and/or transportation charges to be borne by Buyer will be 

separately stated on the invoice. 

I) All shipments are to be sent Prepaid. Buyer does not accept C.O.D. shipments. 

J) The Seller hereby warrants the merchandise and workmanship of the materials delivered on 

this order to me in accordance with specifications, drawings, or samples in all respects and 

agrees that this warranty shall survive acceptance by Buyer. All material and workmanship 

entering into the performance of this order shall be subject to Buyer’s inspection and 

approval before acceptance. In case the articles are found to be defective in material or 

workmanship, or otherwise not in conformity with the requirements of this order, Buyer shall 

have the right to reject same and/or require their correction or prompt replacement with 

satisfactory materials or workmanship. 



GES - EGG CZARNOWSKI DERSE MC(2) 

Graphics Total Per Sq. Ft Total Per Sq. Ft Total Per Sq. Ft Total Per Sq. Ft 

8X7 $850 $15 $1,064 $19 $1,669 $30 $1,568 $28 

DuraTrans $1,500 - $441 - $630 - $1,024 - 

10X20 $2,500 $13 $3,800 $19 $3,000 $15 $5,700 $29 

Storage Las Vegas Elsewhere Las Vegas Elsewhere Las Vegas Elsewhere Las Vegas Elsewhere 

Space 150,000 1,621,793 200,000 672,000 45,000 536,000 300,000 725,000 

Rates Overtime Overtime Overtime Overtime 

Account Service $65 Not Charged Not Charged $75 

Booth Designs $115 in SF $95 in LV $100 $90 $110 $125 

Graphic Design $115 in SF $75 in LV $75 $63 $110 $125 

Graphic Production $72 $75 

Creative Services $115 $75 $72 $75 

Project Management $110 in SF $75 in LV $60 $72 $75 

Labor $56 $97 $60 $96 $72 $92 $75 $97 

Storage / cwt. $4 $5 $7 Handling .11 per cubic ft. $4 $5 

Traffic 25% Markup $65.00 / hour $70 $90 

In-booth Equip Overtime Overtime Overtime Overtime 

Forklift w/Operator $80 $125 $94 $148 

Scissor Lift $125 $125 $138 $207 

Scissor Lift Crew $56 $100 $65 $118 

Install & 

Dismantle 

Their Figures $38,195 $38,832 

Their 

Figures A = A Their Figures A = A Their Figures A = A 

Their 

Figures 

Labor Estimate $328,363 $328,363 $407,100 $329,236 $321,600 $331,340 $265,550 $348,409 

A = A 

OTHER Las Vegas Elsewhere Las Vegas Elsewhere Las Vegas Elsewhere Las Vegas Elsewhere 

Number of Staff 100 1793 60 437 25 344 95 862 

Mark-up on Travel Not 

Exps Charged Not Charged 10% 10% 

Year in Business 70 54 52 22 

Union Contract Exp 3-Jun-03 

Need Exp 

Date 

No LV 

Contracts 30-Jun-01 

Invoicing Period 41 Days 4-6 Weeks 3-4 Weeks 3 Weeks 

Showservcies Markup 30% 25% 20% 



MAGIC Marketplace Sample Budget 

Budget Actual Fav / Unfav 

Travel & Entertainment 

Staff Travel (sales staff = separate budget) $18,700 $18,667 $33 

Show Catering $7,000 $6,327 $673 

Customer Reception $25,000 $23,895 $1,105 

Labor 

Models (rates and expenses w/o lodging) $19,000 $16,654 $2,346 

Henderson Volunteers $4,000 $4,000 $0 

Cor-O-Van Labor $1,500 $1,500 $0 

Freight 

Product Shipping $6,000 $5,414 $586 

FedEx $150 $0 $150 

Drayage $68,500 $68,428 $72 

Permits $500 $134 $366 

Materials / Supplies 

Other Misc (Tips/Supplies) $500 $1,909 ($1,409) 

Party Invites - Layout $600 $553 $47 

Party Invites - Printing $700 $644 $56 

Show Services 

Telecommunications $3,200 $3,189 $11 

LA Showroom High-Speed $400 $375 $25 

Booth Cleaning $2,000 $1,324 $676 

Security $2,000 $1,900 $100 

Photographer $1,000 $780 $220 

All Décor $9,000 $11,500 ($2,500) 

MAGIC Floor Space Fee $115,000 $115,000 $0 

Exhibit Management 

post production $6,900 $6,900 $0 

pull prep load $20,100 $20,100 $0 

transportation $25,200 $25,200 $0 

install $66,600 $66,600 $0 

show maintenance $4,900 $4,900 $0 

dismantle $42,000 $42,000 $0 

logistics $2,200 $2,200 $0 

project mgmt $1,800 $1,800 $0 

receive / check $6,100 $6,100 $0 

audiovisual $1,600 $1,600 $0 

ac rental $3,000 $3,000 $0 

rental walls $25,000 $24,398 $602 

change orders $20,000 $18,500 $1,500 

Storage - 1 Quarter $14,000 $14,834 ($834) 

Storage - 1 Quarter $14,000 $14,834 ($834) 

Funding Aids 

Tools Funding ($15,000) ($15,000) 

Dockers Contribution ($26,000) ($26,000) 

Licensee Funding ($117,000) ($117,000) 

Budget Actual Fav / Unfav 

TOTAL $380,150 $377,160 $2,990 



SHOW HIGHLIGHTS 

 

Sales Center customer presentations increased to 219 retailers, a 5% vs. Fall ’06 MAGIC and 23% vs. Spring 

’07 MAGIC 

Received 125 new customer inquiries for Red Tab, a 67% increase over prior show giving potential to 70-80 

new doors 

 

 

 

 

Received 72 new customer inquiries for Capital E 

Held 10 men’s/boys’ management meetings for Red Tab, 6 of which were with majors 

Efficiently enabled Sales Center to capture roughly $6 million of their Fall ‘07 AFP 

Realized a payback ratio of $13.84/$1 for the February 2007 Show. 



RETURN ON OBJECTIVES SUMMARY 

Objectives 

Red Tab 

10. Premiumize the Red Tab exhibit and overall brand 

experience 

11. Create conducive and inspiring meeting environments 

for management meetings with Top Levi’s® Wholesale 

Customers 

Results 

1. Enhanced exhibit location to contemporary neighborhood 

incorporating elements from our retail environments 

2. Consolidated Red Tab Corp Conference Rm into the enhanced 

Red Tab exhibit, managed via 1 desk 

Red Tab / Sales Center 

12. Continue to make it easy for Sales Center Customers 

to buy Levi’s® Jeans 

13. Grow new account inquiries 

Red Tab / Licensing 

14. Continue to make it easy for Wholesale Customers to 

buy Levi’s® licensed products at MAGIC 

15. Continue to integrate licensed product offering into 

customer experience 

Levi’s Capital E® 

16. Make it easy for premium/specialty customers to buy 

Levi’s® Cap E, LVC, & LLV. 

3. Sales Center presented Men’s/Boys’ 266 times, and Women’s 

103 times to 208 retailers and 58 new customers, a 5% increase 

of prior show. 

4. Received 125 new account inquiries that could result in as many 

as 70-80 new doors, a 67% increase 

5. Managed exhibit for Socks, Shoes, Men’s Tops, Kids, and 

Underclothes/loungewear 

6. Integrated tops and sweaters into men’s and women’s 

showrooms and presented all products in 1 room for Carol Haney 

to present to customers 

7. Relocated exhibit to Project, presented to 45 customers, and 

received 72 new account inquiries 

Sponsorships 

17. Drive brand equity and consumption by optimizing 

brand exposure at the show 

18. Build relationships with Sales Center Customers via 

exclusive reception 

8. The Grand Lobby MAGIC Style Fashion Show featured Men’s & 

Boys’ Red Tab, and Men’s & Women’s Red 

9. Held a private Sales Center Customer Reception at Tao in 

Venetian enhanced with open bar and hosted nearly 216 

attendees 

Budget 

10. Deliver flat or under budget. 11. Flat to plan plus 2.6% increase in overtime labor due to 

weekend set up. 

Summary: Executed a result driven show that met or exceeded objectives. 

RETURN ON INVESTMENT 

VALUE: POTENTIAL POSITIVE IMPACT FOR FALL ’07 (as a result of attend MAGIC only). 

1. Potential / Estimated Sales Revenue 

Customer Type Qty Est. Potential Value 

Total Value 

w/Licensees 

Capital E (Fall ’07 estimate) 25 $250,000 $250,000 

Viable New Cap E Customers 20 $200,000 $200,000 

Sales Ctr (25% of Fall '07) Conf Appts 11 $1,379,000 $1,379,000 

Sales Ctr (25% of Fall '07) All Others 208 $3,542,092 $3,542,092 

New Sales Center Doors (Avg./Season) 80 $600,000 $600,000 

Licensees Meetings 200 $2,000,000 

Sub Total 488 $5,971,092 $7,971,092 



2. Cost Avoidance 

Average Field 

Total Value 

Customer Meetings Qty Visit Cost Total Value 

w/Licensees 

Capital E 45 $500 $22,500 $22,500 

Sales Center 208 $500 $104,000 $104,000 

Red Tab 10 $500 $5,000 $5,000 

Licensing 200 $500 $100,000 

Subtotal 463 $131,500 $231,500 

3. Promotional Value 

Value Per Impression (VPI) averages are conservatively benchmarked from the Center for Exhibit Industry Research. 

Average 

Targeted/Active Impressions Qty VPI Total Value Total Value 

Exhibit (traffic density estimation) 22,230 $10 $222,300 $222,300 

Cap E Customer Meetings 45 $65 $2,925 $2,925 

Top Red Tab Customer Meetings 10 $1,500 $15,000 $15,000 

Sales Center Customer Reception 250 $65 $16,250 $16,250 

Licensing Meetings 200 $65 $13,000 

Subtotal 23,245 $256,475 $256,475 

Gross/Passive Impressions Qty Total Value Total Value 

Exhibit (show attendance estimation) 129200 $1 $129,200 $129,200 

Fashion Show Placement 32000 $1 $32,000 $32,000 

Subtotal 171200 $161,200 $161,200 

TOTAL Revenue & Value in Kind Including Promotion $6,643,017 $8,743,017 

EXPENSES: LEVI’S® CBU INVESTMENT 

Exhibiting Expenses 

Exhibit Services (inclusive of show services and labor) $350,721 $350,721 

Licensee Exhibit Expenses (co-pay) $117,723 

Travel and Entertainment 

Catering and Customer Reception $26,000 $26,000 

Sales Center T&E $24,678 $24,678 

Sales T&E (avg. $1000/person X 23 attendees) $23,000 $23,000 

Cap E Team T&E (avg. $1000/person X 6 attendees) $6,000 $6,000 

Sales Ops T&E (w/models) $17,311 $17,311 

Licensing T&E (avg. $1000/person X 20 attendees) $20,000 

TOTAL Expenses $447,710 $585,433 

TOTAL IMPACT (Overall Value less Total Expenses) $6,195,307 $8,157,584 

Payback Ratio per $1 $13.84 $13.93 



August 2007 Show Objectives 

Following are the August 2007 Show Objectives respective to brand priorities/strategies. 


Continue to integrate licenses products in displays, graphics, showrooms, presentations and special events. 


Provide conducive meeting room arrangements and an inspiring and meaningful brand experience for all current wholesale 

customers that leverages our Retail environments and integrates licensed products. 


Position Levi’s® Red Tab exhibit in contemporary neighborhood at MAGIC to align with contemporary Red Tab 

competitors. Position Levi’s® Cap E exhibit in super premium denim neighborhood at Project Show to align with Cap E 

competitors. 

“Be Famous for Fit and be the Jeanswear lifestyle for Women and 15-25 year old Men” 

Fully integrated fit range presentation in displays, fashion show, grand lobby, and special events. 



Required Courses Completed Referenced 

108 How to Measure the Value of Trade Show Participation 3/06 yes 

201 Selecting the Right Shows: The Critical Decision 3/05 yes 

202 Basic Project Management and Organizational Skills 3/06 yes 

203 The Nuts and Bolts of Budgeting for Results 3/04 yes 

204 Don't Skip the Warm-Up! Conducting Effective Pre-Show Meetings 3/04 

205 Using Surveys in the Trade Show and Event Decisions Making Process 3/05 yes 

206 Show Operation Basics - Part I 3/05 yes 

207 Exhibiting and the Law - What You Need to Know 3/05 

209 Show Ops Basic - Part II 3/06 

308 Business Marketing Strategies and Trade Shows** 3/04 

311 How to Grow Your Brand: Incorp. Brand Marketing in your Exhibit Programs 3/06 yes 

312 Realizing Your Public Relations Potential 3/06 yes 

213 Beyond the basics of booth selling 3/05 

315 Integrated Marketing Communications 3/04 yes 

416 The Basics of Event Planning and Management 3/05 

417 The Basics of Event Logistics and Implementation 3/05 

418 How to Measure the Value of Events 3/06 

521 Negotiating Skills to Winn 3/06 yes 

523 Communicating With Others: Essentials for Success 3/06 

617 Essential Grahpics Basics to Wow!! 3/05 yes 

619 Exhibit Design - From Concept to Creation 3/04 yes 

720 Introductory Overview to Global Exhibiting 3/06 

721 Introductory Overview to Global Exhibiting (continued) 3/06 

Elective Courses Completed Referenced 

212 Justify Your Show Program with Post Show Reporting 3/05 yes 

314 Creating Winning Direct Mail Promotions for Improved Results 3/04 yes 

315 Speaking of Branding - It's more than just a look 3/04 yes 

512 Leadership - How would I know if I've seen it 3/06 

517 Spontaneously Speaking 3/06 

823 Communicating With Others: Essentials for Success 3/04 yes 

824 Preparing, Developing and Submitting a Quality CTSM Portfolio 3/05 yes

CTSM Portfolio / Michael Mecham Page 1

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