CTSM Portfolio / Michael Mecham Page 1
CTSM Portfolio / Michael Mecham Page 1 CTSM Portfolio / Michael Mecham Page 1
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. CTSM Portfolio / Michael Mecham Page 10
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 CTSM Portfolio / Michael Mecham Page 11
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- Page 3 and 4: After nearly disappearing from the
- Page 5 and 6: • Managed procurement and service
- Page 7 and 8: These brands and sub-brands compris
- Page 9: Show Schedule The US Levi’s® Bra
- Page 13 and 14: Now that the premium brands had a n
- Page 15 and 16: Admittedly, total marketing integra
- Page 17 and 18: LS&Co. brands have been exhibiting
- Page 19 and 20: Next steps for the commercial brand
- Page 21 and 22: 0.0 INTRODUCTION This Request for P
- Page 23 and 24: 6. Sample Timelines / Production sc
- Page 25 and 26: 5.6 Destination Management If you h
- Page 27 and 28: * Buyer retains the right to perfor
- Page 29 and 30: acceptance or written confirmation
- Page 31 and 32: MAGIC Marketplace Sample Budget Bud
- Page 33 and 34: RETURN ON OBJECTIVES SUMMARY Object
- Page 35 and 36: August 2007 Show Objectives Followi
When I became responsible for the company’s trade show activities in 2000, I inherited a newly built custom exhibit<br />
and vendor relationship. As such, this section will address my experience in exhibit management followed by<br />
exhibit design and production for newer exhibit solutions.<br />
Exhibit Management<br />
In the beginning, my first objective was<br />
to familiarize myself with an existing<br />
exhibit enough to get through the first<br />
few shows. The exhibit (shown right)<br />
was a 600,000 lb glass & solid steel<br />
frame exhibit with 6 decks, 4<br />
staircases, 18 showrooms for all<br />
LS&Co. Brands including Dockers,<br />
and required nearly 3700 labor hours<br />
to install and dismantle. The exhibit -<br />
which became known as the “mother<br />
ship”- effectively represented Lev<br />
Strauss & Co.’s place in the apparel<br />
industry as the #1 market share<br />
holder. I developed a line item budget<br />
and project plan for pre/at/post show<br />
activities that an event team of six (6)<br />
utilized to execute this magnificent<br />
exhibit twice in 2001 and twice 2002.<br />
Request for Proposal (RFP) and Selection Process<br />
Once I made it successfully through 2 shows with this complex custom exhibit, it became apparent that our vendor<br />
relationship of 25 years had grown complacent and lacked competitive advantage. I was charged with putting<br />
exhibit management out to bid. I partnered with the procurement department to develop and extensive RFP, which<br />
can be found in Appendix A (pages 20-29) and four (4) companies were invited to submit proposals. Our first focus<br />
was to evaluate vendors quantitatively to ensure cost competitiveness. The cost analysis can be found in Appendix<br />
B (page 30). Our second aim was to evaluate customer service and quality standards. Toward this end, all<br />
companies were invited for in person capabilities presentation and interview.<br />
In the end, we were happy to select a new and competitive vendor (Derse, Las Vegas) with values not unlike our<br />
own including an open book policy, 100+ years of experience, sustainable growth initiatives, and personnel who<br />
demonstrated integrity while being passionate about their work. We have now been partnering with Derse for<br />
nearly 6 years and are quite pleased with their partnership in terms of cost, customer service, creativity, and overall<br />
capabilities.<br />
<strong>CTSM</strong> <strong>Portfolio</strong> / <strong>Michael</strong> <strong>Mecham</strong><br />
<strong>Page</strong> 10
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