CTSM Portfolio / Michael Mecham Page 1
CTSM Portfolio / Michael Mecham Page 1 CTSM Portfolio / Michael Mecham Page 1
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. CTSM Portfolio / Michael Mecham Page 18
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. CTSM Portfolio / Michael Mecham Page 19
- Page 1 and 2: CTSM Portfolio / Michael Mecham Pag
- 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 and 10: Show Schedule The US Levi’s® Bra
- Page 11 and 12: Shortly after this vendor transitio
- Page 13 and 14: Now that the premium brands had a n
- Page 15 and 16: Admittedly, total marketing integra
- Page 17: LS&Co. brands have been exhibiting
- 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
MAGIC than when exhibiting in the “mother ship.” Moreover, the brand demonstrates show over show increases in<br />
new account inquiries and customer meetings. Also, the exhibit now drives traffic that delivers against the brand’s<br />
target consumer base (leading retailers in the more premium, hip hop, and urban segments). Also, customer<br />
meetings continues to grow for small/independent segment as well as the top 6 commercial retailers (i.e., Macy’s,<br />
JCP, Kohl’s, Mervyn’s, Sears, and Goody’s).<br />
It is evident that, through the application of learnings from Seminar 31106 - How to Grow Your Brand: Incorporating<br />
Brand Marketing in your Exhibit Programs, and through the partnership with licensees and Creative Services teams,<br />
I have strengthened the overall perception of the Levi’s® Brand at MAGIC.<br />
By defining measurable goals and objectives, our strategies and tactics are easily employed and executed to<br />
deliver desired results with impact! See Appendix D (page 33-36) for the Sample Post Show Report Analysis<br />
comprehensively illustrating the results for each objective. Post Show Reporting is now done after each February<br />
MAGIC followed by a publication to key stakeholders (i.e., Brand President, VPs, and Sales Directors) within 45<br />
days of the show. This is a critical step I learned from Seminar 10806 – How to Measure the Value of Trade<br />
Shows.<br />
Summary<br />
Due to the nature of the show and overall return on investment, surveys, whether they be pre/at/post show, have<br />
not been imperative in the decision making process to justify or grow participation, a key message from Seminar<br />
20505 - Using Surveys in the Trade Show and Event Decisions Making Process. However, they have been<br />
considered for the future in terms of ensuring overall exhibit efficiency for the commercial brands at MAGIC.<br />
However, the premium brands’ participation in various trade shows has varied over the last 4 years and continues<br />
to evolve as the shows and buying activities evolve. After a survey of information from current buyers and statistics<br />
from show management, a trick I learned from Seminar 20105 - Selecting the Right Shows: The Critical Decision, a<br />
recent decision caused us to move from Premium Category at MAGIC to a new show called Project Global<br />
Tradeshow, which competes with MAGIC and has driven encouraging increases in new account inquires and<br />
current meetings.<br />
<strong>CTSM</strong> <strong>Portfolio</strong> / <strong>Michael</strong> <strong>Mecham</strong><br />
<strong>Page</strong> 18
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