Certified Trade Show Marketer Candidate Portfolio - Exhibitor ...

Certified Trade Show MarketerCandidate PortfolioLinda NoskoTrade Show CoordinatorUniGroup, Inc.One Premier DriveFenton, Missouri 63026636-349-7496 Office636-349-7465 Faxlinda_nosko@unigroupinc.com

TABLE OF CONTENTSOverview Page 3Vital StatisticsCandidate Profile Page 4Company Profile Pages 5-7Show Objectives and ScheduleUniGroup Exhibiting Objectives Pages 8-9SHRM (Society for Human Resource Management) Pages 10-11Management of Exhibit DesignFloorplan and Logistics Pages 12-14New Graphics Pages 15-17Budget Management Page 18Management of Integrated Marketing CommunicationPre-Show Pages 19-22Staff Training Pages 23-26At Show Pages 27-33Post-Show Pages 34-37Management of Results ReportingResults Pages 38-39Key Achievements Page 40Conclusion Page 41Index of CTSM Course References Page 42Linda NoskoCTSM PortfolioJuly 22, 2008 Page 2

OVERVIEWThis portfolio is presented for review as the final component to be completed in my pursuit ofachieving Certified Trade Show Marketer (CTSM) designation. I successfully passed thecomprehensive exam at the Exhibitor Show in March 2007.As a result of my participation in the CTSM program, I have been allowed the opportunity tonot only manage UniGroup’s trade show program, but I have complete responsibility for showmanagement at two conferences hosted by our company each year. I attribute much of myexpertise to the courses completed at the Exhibitor Show.For my portfolio, I have selected one show in particular that will bring together everything Ihave been taught. It will demonstrate my knowledge of the exhibit industry and how mycontinuing education has played a key part in the success of UniGroup’s trade show program.I will be focusing on SHRM, The Society for Human Resource Management Conference, thelargest annual conference for human resource representatives in the world. This particularshow has been chosen because of the unique challenge I had to integrate multiple brands underone umbrella in the largest floor space I’ve worked in, to date.Thank you for the opportunity to submit this portfolio for your review.Linda NoskoLinda NoskoCTSM PortfolioJuly 22, 2008 Page 3

VITAL STATISTICSCandidate ProfileIn 1979, I joined Mayflower Transit’s headquarters, located in Indianapolis, Indiana.My first opportunity to participate in a trade show didn’t present itself until I worked for aMayflower office in Denver, Colorado in the late 1980s. The conference was for the ColoradoAssociation of Realtors and each of the twenty exhibitors at this show had a small 10x10 boothspace. Looking back, I can’t help but laugh at our little tabletop cardboard display with myhandwritten graphics. I have to say, up until then, that was the most exciting project I had beeninvolved in … and I wanted more! Much more!In 1995, Mayflower was purchased by UniGroup, Inc., the parent company of United VanLines, and our offices and lives were relocated from Indianapolis to Fenton, Missouri. Alongwith this change came both challenges and opportunities. I had the good fortune to be offered aposition in the marketing department and I jumped at the chance. This is where my storybegins.June 23, 2001! It could have been the fumes from the forklifts, but I believe it was love at firstsight when I traveled to San Francisco to supervise my first show set up. The show was for theSociety for Human Resource Management Conference at The Moscone Center and Mayflowerhad a 20x20 island. I had found my true calling! Watching the cement floors and empty, openacres transform from a sea of crates and rolls of carpet to a full-fledged, brightly coloredexhibit hall took my breath away. I felt like I was part of something alive and growing!My current job description includes trade show management, special event planning,overseeing UniGroup’s involvement in NASCAR and handling Mayflower’s hot-air balloonprogram. I also manage a public relations program called Discover America where wecorrespond monthly with more than 9,000 fourth-grade students during the school year.Needless to say, I’m kept pretty busy and wear many hats.There are 12 employees in UniGroup’s Advertising and Promotions Department but only oneof my coworkers is involved in trade shows. When United and Mayflower are exhibitingseparately, we work side-by-side. She plans the United booth and I am responsible for theMayflower exhibit. However, I am the only person from UniGroup who travels to the shows tosupervise set up, train booth staff, oversee special events planned in conjunction with the show,and supervise the dismantle … usually staying until the crates are safely loaded up on one ofour trucks.I have made it my mission to becoming more deeply involved in tradeshows and haveaccomplished my goal of earning CME designation. That was simply a warm-up to the CTSMprogram. Right now I am looking forward to the day when I can add CTSM to my credentials.Linda NoskoCTSM PortfolioJuly 22, 2008 Page 4

Company ProfileHistoryThe concept, which evolved into United Van Lines, and ultimately UniGroup, Inc., originatedin 1928 when “Return Loads Service, Inc.” was formed in Cleveland, Ohio, to arrange returnshipments for independent moving companies transporting good from one city to another.Orders were centrally registered and dispatched and certificates of membership were sold toindependent moving companies, which paid a revenue percentage on every order handled.The premise of Return Loads Service, Inc. was to enable movers, once they had delivered ashipment, to obtain shipments to haul on the return trip, instead of operating an empty van.When similar return shipment companies began appearing around the country, the Clevelandfirm adopted the distinctive title, “United Van Service.” The new firm prospered and in 1941,moved its headquarters to St. Louis.A subsidiary, United Leasing, Inc., was formed to provide trucks, uniforms and other suppliesneeded by United and other professional movers. By 1988, United had expanded its activitiesto encompass Vanliner Group, Inc., a specialty insurance company serving professionalmovers. UniGroup, Inc., was formed as the parent company, assuming overall corporatecontrol for United Van Lines and the other transportation related companies.In 1995, UniGroup acquired Carmel, Indiana-based Mayflower Transit, the most recognizedname in moving and the third-largest mover in the United States. Through the UniGroupstructure, Mayflower operates as a sister company of United Van Lines, and the two van linescontinue to actively compete for business in the marketplace while both receive supportservices from UniGroup. Today, the two UniGroup van lines handle one in three professionalintercity moves.UniGroup continued to expand its operating horizons exemplified by the creation in 1996 ofUniGroup Worldwide, a global mobility management company coordinating the servicing ofinternational transportation on behalf of United Van Lines and Mayflower Transit.Linda NoskoCTSM PortfolioJuly 22, 2008 Page 5

Company ProfileTodayUniGroup, Inc., founded in 1987 is the parent company of United Van Lines, MayflowerTransit and other subsidiaries that support the worldwide operation of these two leadingtransportation companies. Our subsidiaries include:• Vanliner Group, Inc. provides quality insurance products and services to the movingand storage industry, dedicated to the needs of movers.• Trans Advantage offers competitively priced vehicles and equipment for movers.Offering flexible finance packages and money-saving national programs.• UniGroup Worldwide UTS is part of the largest successful owner-managed relocationnetwork in the world. Nearly 300 partners in more than 100 countries are linked acrosssix continents to provide seamless international relocations.• SAM (store and move) is an emerging leader in the portable storage container industry,providing local and long-distance moving and storage services in more than 50 of thelargest markets in the United States. The customer does the loading and we do all therest – pick and delivery included.• Allegiant Move Management manages a step-by-step move process to coordinate allfacets of the relocation providing a seamless move that prevents problems and reducesstress.With world headquarters in Fenton (suburban St. Louis), Missouri, UniGroup providescentralized support functions for all of the operating companies, including human resources;facilities management; mail and supply centers; purchasing; food services; corporate travel;advertising; public relations and corporate communications; corporate finance; informationtechnology; and legal services.Consolidated revenue for UniGroup and its operating companies has reached the $2 billionplateau. UniGroup was ranked by FORBES as the 157 th largest privately owned firm in theUnited States in 2006. It is the 6 th largest privately owned company based in the St. Louis areaand was named as one of the Greater St. Louis’ Top 50 Businesses. UniGroup also capturedthe No. 15 spot on the Transport Topics Top 100 For-Hire Carrier List.UniGroup is owned exclusively by the agents of the United Van Lines and Mayflower Transitand senior management of the UniGroup companies. The UniGroup family is comprised ofmore than 1,200 employees working at headquarters in Missouri, nearly 1,100 independentlyowned agencies in the U.S. representing Mayflower and United Van Lines, and more than 300international partners.Linda NoskoCTSM PortfolioJuly 22, 2008 Page 6

Company ProfileCompetitionUnited Van Lines and Mayflower Transit compete with each other for market share as well aswith other relocation, transportation and logistics companies. In the area of household movesand national account business, our key competitors are Allied, Atlas Van Lines, NorthAmerican Van Lines and Wheaton. Our competition in moving high-value, special productsand medical equipment are companies such as Bekins and Allied, as well as freight forwarders.Another market that proved to be competitive was that of portable storage containers. Inanswer to PODS and PACK RAT, UniGroup developed SAM (Store and Move). This isquickly becoming one of UniGroup’s fastest growing businesses.Linda NoskoCTSM PortfolioJuly 22, 2008 Page 7

SHOW OBJECTIVES & SCHEDULEUniGroup Exhibiting ObjectivesWe participate in trade shows that support three lines of our business:1. National Account: This includes our corporate customers that we have contracts with torelocate their employees. Growing and maintaining this business is key to the successof our companies, as it comprises more than 56% of our total business mix. We attendindustry shows that support human resource representatives who make relocationdecisions.2. Military/Government: We participate in several shows per year that target thosegovernment sectors that determine which transportation companies will handle therelocations of military personnel and government employees. The regulations andlogistics of a government or military move differ from that of any other residentialrelocation. Shows are chosen based on the ratio of decision makers attending.3. Special Products: High value products, trade show property, crated or pad-wrappedequipment, medical equipment, art and museum displays, store fixtures and anythingelse that might not fit under the definition of a household goods move falls into thiscategory. Industry shows are chosen based on the product lines that we are mostinterested in transporting and the logistic or transportation managers attending the show.UniGroup is committed to trade shows as a strategy to build new business and strengthenexisting relationships. This has been proven by our participation at select shows over the pastten years. We have learned that it is critical to exhibit at shows and support the organizationsthat are dedicated to serving our targeted audience. (Session 20107: Selecting the Right Shows:The Critical Decision)Linda NoskoCTSM PortfolioJuly 22, 2008 Page 8

Show Objectives and ScheduleShow GoalsThe following goals apply to each of the shows we participate in. We may set up specific goalsfor a particular show, depending on our message for that product line.1. Stay within planned total bottom line trade show budget. Savings on one show canbe spent on programs or promotions for another as long as bottom line remainswithin fiscal year’s plan.2. Increase qualified leads 10% over previous year’s count for same show.3. Each salesperson working at the show should set up two meetings per day withexisting or potential customers. Event dinner may count as a day’s meeting.4. Hot leads will be followed up within one week from close of show. Sales staff willcommunicate progress with headquarters on a weekly basis.5. Warm leads will be followed up within three weeks of close of show. Sales staffwill communicate progress with headquarters on a weekly basis.6. All other leads and current relationships will be followed up within one month ofclose of show. Sales staff will communicate progress with headquarters on a weeklybasis.UniGroup’s Complete 2008 Trade Show ScheduleDate Show Location Mayflower United Business LineMarch 10-12 Exhibitor Show Mandalay Bay, Las Vegas 20x30 20x20 Trade showMarch 18-20 Global Shop The Sands Expo, Las Vegas 10x20 10x20 Store fixturesApril 1-5AMSA Conference(American Moving &Storage Assoc.) Omni Orlando Resort10x10 Mayflower10x10 United10x10 Allegiant National AccountApril 28-29May 6-9June 9-13June 22-24SDDC (SurfaceDeployment &Distribution Command) Rosen Shingle Creek ResortMayflower tractor/trailerexhibitedUnited straight truckGovernmentERC (EmployeeRelocation Council) San Antonio, TX10x30 combinedUniGroup Answer National AccountCTMA (ContractorsTransportationManagement) Doral Resort, Palm Springs, CA United only 10 x 10 GovernmentSHRM (Society for HRManagement) Chicago, IL 30x50 combined National AccountJune 22-24 HCEA Salt Lake City, UT 10x10 10x10 Trade showJuly 29-30 TS2 Philadelphia, PA 10x20 10x20 Trade showLinda NoskoCTSM PortfolioJuly 22, 2008 Page 9

Show Objectives and SchedulePortfolio HighlightMy portfolio is based on UniGroup’s participation at SHRM.The Society for Human Resources Management(SHRM) is the world’s largest professionalassociation devoted to human resourcemanagement. Their mission is to serve theneeds of HR professionals by providing themost current and comprehensive resources andto advance the profession by promoting HR’sessential, strategic role. Founded in 1948, SHRMrepresents more than 225,000 individual membersin over 125 countries, and has a network of morethan 575 affiliated chapters in the United States.The SHRM Annual Conference and Expositionbrings together more than 15,000 HR professionalsand provides an environment dedicated to thenetworking and sharing of ideas. More than 760exhibiting companies participate to make it thepremier human resource event of the year.This conference is held in a different location each year, always in the month of June. The2008 SHRM was held at McCormick Place in Chicago, June 22-25.www.SHRM.org is a great resource for information about the organization.In years past, United Van Lines and Mayflower have exhibited at SHRM separately,strengthening name awareness of the individual companies. This year, for the first time, weexhibited our companies side by side, sharing a 30’x 50’ island. As more and more of ourcurrent and potential national account customers become aware of the fact that United VanLines and Mayflower are owned by our parent company, UniGroup, it makes sense to move inthat direction and showcase the strength we have as a combined force. By tying together all ofUniGroup’s companies under one banner “The UniGroup Answer,” we are creating crosssellingopportunities and demonstrating the depth of our capabilities. (Session 30805: BusinessMarketing Strategies and Trade Shows) and (Session 31105: How to Grow Your Brand:Incorporating Brand Marketing Into Your Exhibit Program)I chose this show for my portfolio because of the unique challenges I was presented with. Itstretched my imagination, tested my organizational skills and took all I’ve learned from classesat Exhibitor Show and put them to the test.Linda NoskoCTSM PortfolioJuly 22, 2008 Page 10

Show Objectives and ScheduleSpecific Goals and Objectives for SHRMThe following goals and objectives were agreed upon at our initial SHRM planning meetingheld six months prior to the show. Key personnel from sales, marketing and communicationswere present at this meeting.1. Increase brand awareness• Communicate with 1,400 attendees at SHRMo Visit with 100 attendees an houro Twelve sales representatives = 8 to 10 each per hour2. Strengthen relationships with existing customers• Plan meetings or meals with customers throughout the three dayso Each sales representative to schedule two per day• Total of 48 customer meetings over three dayso Attend customer appreciation dinner• Invite at least two guests to dinner• A total of 50 dinner guestso Communicate with a total of 200 current customers over the course of the show3. Increase total leads by 10% over 2007 SHRM for a total of 2,000 leads• Customers with current contracts: 200• Customers with existing relationships: 200• HOT leads demanding immediate response: 200• Warm leads requiring follow up: 600• Other leads requiring thank you letters: 8004. Business booked as a result of SHRM to be documented as it comes in.• Salespeople to report progress on a monthly basis:o Number of phone calls made and resultso Number of meetings set up and resultso Number of RFPs requested and resultso Number of signed contractsOur business is such that a relationship cultivated as a result of following up on a show leadmay take months or even a year to develop into a signed contract for relocation services.Linda NoskoCTSM PortfolioJuly 22, 2008 Page 11

MANAGEMENT OF EXHIBIT DESIGNFloorplan and LogisticsThe challenge: Figuring out a way to use United Van Lines 20’ x 20’ existing property andMayflower’s 20’ x 20’ existing property, combining them in one island space. At the sametime allowing each to maintaining their own unique identity while sharing the concept of beinga part of a larger organization. It was also important that both companies were listed separatelyin the show directory. Our targeted prospects may know us as either Mayflower or United VanLines, but very few have heard of UniGroup, Inc.An additional challenge: Incorporate UniGroup’s other subsidiaries and programs into thebooth as they also pertain to national account relocation.UniGroup companies and programs to be included as part of The UniGroup Answer:United Van LinesAmerica’s number one transportation company enjoying the largestmarket share of national account contracts.Mayflower TransitThe most recognized name in moving. America’s third largesttransportation company with a reputation of tradition and quality thatgoes back to 1927. Perceived as more of a COD company, but lookingto expand their national account business.SAM (Store and Move)Portable storage containers providing one-way do-it-yourself solutions.UniGroup Worldwide UTSProviding international household goods forwarding, airfreightforwarding and specialty logistics services for individual and corporateclients.Allegiant Move ManagementThe UniGroup subsidiary that handles corporate and governmentrelocation services. Allegiant was designed to provide employees asmooth transition and minimal downtime by coordinating theirhousehold goods relocation activities.Tailored Relocation OptionsA program offering national account customers a tailored solution fortheir relocation needs by having access to the best-known brands in therelocation and transportation industry.Linda NoskoCTSM PortfolioJuly 22, 2008 Page 12

Floorplan and Logistics (continued)Solution #1: Our long time relationship and support of SHRM was key in their showmanagement working with us to secure our booth space. They permitted us to reserve a30’ x 50’ island and divide it into two spaces:Booth 2842 20’ x 30’ Mayflower TransitBooth 2845 30’x 30’ United Van LinesThis allowed both companies a listing in the directory and the appearance of completelyseparate exhibits. While the space was divided unevenly, it was the solution offered to us bySHRM show management. We actually used the entire 30’ x 50’ space without regard tocompany boundaries.Our booth properties at prior shows:Mayflower’s 20’ x 20’ United Van Lines’ 20’x 20’Linda NoskoCTSM PortfolioJuly 22, 2008 Page 13

Floorplan and Logistics (continued)Solution #2: Setting up each booth in opposing corners allowed for separation of the companybrands, while sharing the common ground.Mayflower has always been identified with the color green and the United brand coincideswith the color blue. A neutral gray carpet was chosen for the entire space in order to bring it alltogether.United’s exhibit house is Derse, Mayflower’s is Czarnowski and the graphics and hanging signwere being designed by The Mash Group. I challenged all three exhibit houses to come up witha design that would allow both the United and the Mayflower property to be set up completelywhile permitting room for promotions and entertainment in the shared space. After playingwith several options, Czarnowski started the process with the drawings below. The MashGroup took it one step further by providing the renderings displayed on the following pages.I’ll be describing our shared space activities in the Integrated Marketing section.Our account managers at all three exhibit houses were creative and wonderful to work with.They understood the success of each of their pieces would contribute to the success of the totalproject and we worked together as a team.Version 1.0 was rejected because we felt it cut the total space into too many segments. Wewanted more of a natural flow.Versions 2.0 and 3.0 are actually the same. We had a promotion during the opening receptionthat allowed for version 2.0 and then changed to version 3.0 for the remaining two days of theshow. This option gave the feel of one large spaced with two distinct anchoring structures. Thegreen screen in the center tied the two structures together. More on the green screen to follow.Linda NoskoCTSM PortfolioJuly 22, 2008 Page 14

New GraphicsNow that the floorplan had been determined, it was time to figure out the best way to tieeverything together.My challenge: Design graphics and signage that spoke to our audience in a way that explainedhow our UniGroup companies combine to provide solutions to all their relocation andtransportation needs. At the same time, keeping it simple and visually pleasing. Informationobtained in (Session 61706: Essential Graphic Basics to WOW!!) made it easier to visualizethe design and achieve the desired results.Solution: Signs designed to hang over each of the two corner structures and cover the length ofthe entire booth. These brought in the logos of all the subsidiaries while highlighting each ofthe two anchor companies.The colors were chosen to pull together both the green of the Mayflower structure and the blueof the United structure, while complimenting our neutral gray carpet.Linda NoskoCTSM PortfolioJuly 22, 2008 Page 15

New Graphics (continued)Challenge: Now that the hanging signs have been designed, we needed a way to pull that samemessage down to eye level.Solution: Design Quick Screens that compliment the hanging sign and bring our messagewithin attendees’ sight line. The portable screens also allowed me to place them where theymake the most sense within the booth space. Colors used tied in with the hanging signs and thebooth structures. The six images chosen depict families relocating and the Mayflower orUnited Van Lines trucks fall right within the crucial messaging zone. The specifics andpositioning of images and logos were covered in (Session 61906: Exhibit Design – FromConcept to Completion)Linda NoskoCTSM PortfolioJuly 22, 2008 Page 16

Planned Design2008 SHRM FloorplanLinda NoskoCTSM PortfolioJuly 22, 2008 Page 17

Budget ManagementThis is the worksheet I use for each of our shows. Thanks to the information learned in(Session 20306: The Nuts and Bolts of Budgeting for Results), I am able to quickly see howclose we are to reaching our targeted budget for each show. We budgeted $162,000 for SHRM,which is significantly higher than the $155,000 budgeted last year -- based on the fact that wesecured a larger floor space and were combining our two booth properties. The additional costsof renting carpet, designing a hanging sign, six new Quick Screens and enhanced entertainmenthad to be taken into consideration, as well.Pre show meetingRoom $2,300Refreshments/AV $1,380$3,680.00Show Planned ActualBooth Space 30x30 United $31,900 $31,900Booth Space 20x30 Mayflower $21,400 $21,400Drayage - booth property United $4,100 $4,081Drayage - booth property Mayflower $4,000 $4,004Drayage - material combined $800 $770Electric United $1,400 $1,300Electric Mayflower $1,200 $900Carpet combined $3,900 $3,900Floral combined $800 $674Cleaning United $800 $810Cleaning Mayflower $500 $540Rental Furnishings combined $3,000 $3,668Graphics United $500 $480Graphics Mayflower $500 $640Hanging sign combined $17,000 $17,000Czarnowski (I&D) Mayflower $15,000 $14,500Derse (I&D) United $14,000 $13,000Transportation (Jeka) combined $3,000 $3,100Best Way Air (shipping) combined $400 $280Lead Retrieval (2 each booth) combined $2,000 $2,020Preshow list (2) combined $1,200 $1,400Preshow mailing printing combined $2,000 $1,690Giveaways: sunglasses combined $5,000 $3,800Grand prize: basket United $300 $260Grand prize: basket Mayflower $300 $280Hats/ties combined $100 $130Blues Bros. combined $2,050 $2,025Green Screen combined $9,250 $9,250Catering combined $15,000 $13,000Shirts for booth staff combined $600 $480$162,000 $157,282Linda NoskoCTSM PortfolioJuly 22, 2008 Page 18

Management of Integrated Marketing CommunicationsPre-Show Planning and Setting GoalsSix months prior to SHRM, planning meetings were held in order to determine our corporateobjectives and goals for this show. At this meeting we determined that our priority was toobtain new contacts and strengthen existing relationships. We felt it would also be anappropriate time to bring United and Mayflower together in the same exhibit space and beginconversation with attendees explaining the relationship between the sister companies.Members of the sales department and the marketing department were present at this meeting.It was at this meeting we agreed how we wanted to communicate this message to our audience.Because the majority of our existing customers are doing business with either Mayflower orUnited, we knew it was important to keep the brands clearly separated. Introduction of “TheUniGroup Answer” as a way of showing that the two companies can be competitive sisterswhile benefiting from the strength of the parent company and supporting subsidiaries is apowerful message we wanted to share visually.How To Get The Biggest Bang For Our BuckThe scenario: SHRM is a four-day conference held once a year for human resourcerepresentatives who more than likely don’t attend any other HR industry function. Thedemographics of this show have historically reflected that 80% of the attendees are female.This makes for a high-energy, fast-paced, exciting atmosphere.The challenge: With more than 820 exhibiting companies and the show floor open a total of14 hours, how do you get your companies on the list of “must see” booths?Solution #1: Opening night of the show is a reception held in the exhibit area from 4 until 7p.m. Alcohol and food is served during the reception and the entire show floor is packed withattendees. In years past, we tried in vain to simply staff the booth and conduct the business youwould expect on the show floor, but we quickly realized that wouldn’t work on opening night.Four years ago we experimented with serving specialty drinks from our booth during thereception and found we had more attention and interest in our company than we could handle.We’ve continued joining in the opening night fun each year and it has proved to work well forus. If you can’t beat them, join them!Solution #2: With SHRM in Chicago this year, we wanted to come up with a way to tie in theunique Windy City feel with the show experience. The Blues Brothers exemplify the Chicagomusic scene and so we determined that should be our overall draw. I found a highlyrecommendedcompany providing Blues Brother impersonators. They requested a small PAsystem because they would break into spontaneous bouts of “Soul Man” whenever the feelingcame upon them. We had them there the entire time during the opening night reception andthen for two hours each day during peak show traffic.Linda NoskoCTSM PortfolioJuly 22, 2008 Page 19

How To Get The Biggest Bang For Our Buck (continued)Solution #3: A photography company providing a green screen was hired to take photos ofattendees against a Chicago at night skyline. They set up and were there throughout the entireshow. While the Blues Brothers were there, they would include Jake and Elroy in the photowith the attendee. The photo took only one minute to process and was handed to the attendee ina frame with both the Mayflower and the United logo along with SHRM 2008 printed on it.The green screen also provided a solution to the challenge of visually separating the twocompany structures. It was a barrier between the two that also worked to connect them throughthe combined logoed give-away. Blues Brother style sunglasses were given away to everyonewho came in to talk to us about relocation services. United logoed sunglasses also had the logoof their new simplified pricing program, Straight Talk. Mayflower’s pricing program’s logo,On Point, was printed on theirs.Solution #4 - Enter to Win!: In keeping with the Chicago theme, United displayed anexclusive “Taste of Chicago” gourmet basket that attendees entered to win by scanning theircard while stopping by to talk about our services. Mayflower had a “Chicago Sports” basketthat was filled with items from the Cubs, the White Sox, the Bears, the Bulls and theBlackhawks. Again, attendees had to come by to talk to us about our relocation services or fillout their pre-show mailer to be eligible to win.Pre-Show MailersEach company mailed their own pre-show promotion piece with individual messages,explaining where we were and what we were doing, and invited attendees to come by and sayhello. The Mayflower mailer also included a map of Chicago and many attendees came by justto thank us for sending that!Front and back of Mayflower’s mailer.Linda NoskoCTSM PortfolioJuly 22, 2008 Page 20

Pre-Show Mailers (continued)Map included with Mayflower’s mailing. Sent to 3,500 selected attendees.We gave United’s mailermore of an artsy look anddesigned this postcard withabstract images of BluesBrother-type characters. Thecard also explained what wehad planned at the booth andinvited them to come visit.This went out to 3,700selected attendees.(Session 31505: IntegratedMarketing Communications) wasinstrumental in helping meunderstand the power of takingadvantage of promotionalopportunities. We haveexperienced an 18% increase inleads since we began pre-showmailing several years ago. Morethan 11% of our cards arereturned to our booths at eachshow.Linda NoskoCTSM PortfolioJuly 22, 2008 Page 21

Pre-Show AdvertisingAdvertising in show edition of HR Magazine: HR Magazine is the official magazine for theSHRM Annual Conference & Exposition. In addition to being sent to more than 213,000 HRprofessionals before the conference, the June issue is distributed in attendees’ registration bags.While we have advertised in this particular issue for years, the information I learned in(Session 31505: Integrated Marketing Communications) confirmed that this particular preshowtactic is successful in reaching attendees in their offices prior to the show.Mayflower’s adUnited Van Lines’ adPlacing an ad in the show issue of HR Magazine also gave both United and Mayflower pointstaken into consideration when the lineup for 2009 booth space reservation was made. Ourcontinued support of the show’s publication over the years, along with our increased floorspace, has given us a coveted spot in the selection process.Linda NoskoCTSM PortfolioJuly 22, 2008 Page 22

Staff TrainingThe scenario: Our booths are staffed by members of UniGroup’s National Account SalesDepartment, UniGroup’s Marketing Department, an employee from SAM (Store and Move)and sales representatives from independently owned Mayflower and United offices across thecountry. While the sales representatives pay for their own travel and expenses, they areexpected to represent either Mayflower or United, not their individual office (example: HoganMoving & Storage in Indianapolis is an agent for Mayflower.) The sales reps are provided withshirts that depict either Mayflower or United. The staff from headquarters wore a shirt that hadthe “The UniGroup Answer” logo.The challenge: Getting booth staff together before the show. UniGroup headquarters staffwere coming in from St. Louis and sales reps from independently owned agencies weretraveling from across the country.The solution: Marc Goldberg’s class (Session 20407: Don’t Skip the Meetings – Pre, At andPost: Guideposts to Success) was invaluable! I had always wanted to assemble the troopsbefore the show to clarify our goals, go over some basic boothmanship, and in general, makesure we were all on the same page and ready when the show doors opened. The information Ibrought back from this class made it easy for me to clearly outline my objectives for themeeting and convince our senior staff of the importance of this gathering. They not onlyagreed, they set the tone and made it mandatory for anyone working the booth to attend thismeeting.A powerpoint presentation was prepared and a meeting room was reserved. We kept themeeting at less than two hours in order to cover what we hoped to achieve at SHRM, and giveeveryone a chance to meet and greet each other before the show began. This helped minimizeour staff clustering together at the booth during the show.Here is the brief outline of topics covered and those responsible for presentation during themeeting:1. Introduction – VP of National Account Sales2. UniGroup Overview 2007 and 2008 YTD – VP of National Account Sales3. Our Message at SHRM – VP of National Account Sales4. Marketing Update and Upcoming Events – VP of Marketing5. The Competition – National Account Sales Manager6. United and Mayflower Booth Layouts – my responsibility7. Boothmanship 101 – my responsibility8. SHRM Customer Dinner – National Account Sales Manager9. Pop Quiz and Attendance Prizes – my responsibility10. Housekeeping (Safety, Badge Distribution, Emergency Contact Info, etc.) – myresponsibilityLinda NoskoCTSM PortfolioJuly 22, 2008 Page 23

Staff Training (continued)Conducting Boothmanship 101 at our pre-show meeting is something I feel very passionateabout! Nothing is more frustrating than devoting months preparing for a show and spending ahuge amount of money to make sure all the details and messages are clearly in place, only towalk onto the show floor to find the booth staff ill-prepared and in violation of the “boothrules.” Every successful exhibit program has an “enforcer” and here at UniGroup that would beme. Here are the booth rules as discussed before each and every show … and posted for all tosee in the booth storage area:A few simple guidelineswhen working theMayflower or United booth …Turn cell phones and pagers off. Step away from the booth if a call can’t wait.Visit with prospective customers … not with other booth staff.Eating and drinking within the booth is never allowed.There are no territories within our booth space. All leads are gatheredcollectively to be distributed appropriately after the show.Make sure you have a pen handy to write down prospect informationright away … it is easy forget important details when things get busy.All booth staff must work within our booth space. Show rules state “no exhibitor may work theaisles at any time.” In other words, we all must stay within our carpet boundaries.Business cards or other agency-logoed items should not be handed out from the booth.There is plenty of room in the booth storage area for briefcases, purses, jackets,and all other personal items. Don’t drop them in a corner of the open booth space.Most importantly: Relax …. Smile …. Have fun!We ARE the best in the business.Now is the time to let our enthusiasm and dedication shine!Linda NoskoCTSM PortfolioJuly 22, 2008 Page 24

Staff Training (continued)The following Trade Show Tips are covered in the meeting, as well. This information wasdesigned after taking (Session 21306: Beyond the Basics of Booth Selling). The class clearlyspelled out the importance of establishing our goals and shared techniques on how to relay ourmarketing messages. As explained in the class, our booth staff is the ambassador of our brandand we need to be ready to reach out and relate to our targeted audience as one voice.Explaining it this way made it easy for everyone to understand.Trade Show Tips* Face the aisle and SMILE!* Remember you only have three seconds to make that initial impression.Make sincere eye contact and use the attendee’s name in your conversation.Make them feel welcome – put them at ease.* Be aware of your own body language and the signals you may be giving, such as:Crossed arms give the message you don’t want to be bothered.Hands in pockets may make people feel you are not approachable ormight be hiding something.Palm rubbing is a nonverbal sign of anxiety or greed.* Ask open-ended questions, such as:“Hi. I see you are with ABC Company. Tell me what your company does.”“Tell me a little bit about what you do at ABC.”“Who is currently handling your employee relocations?”“How many relocations are you responsible for in a year?”“What is the one thing you would like to improve about the way your companycurrently handles employee relocations?”* Much can be learned from active listening. Write down useful information on the leadslips. This will show them you care enough to “make a note of it” and will help us in thefollow-up that takes place after the show.* Remember to show visitors you value them. They are the reason we are here.* It has been shown that 76% of attendees come into the exhibit hall with an agenda.Find out how you can help them accomplish their goals.ALWAYS THANK THEM FOR STOPPING BY!Linda NoskoCTSM PortfolioJuly 22, 2008 Page 25

Staff Training (continued)The goals and objectives determined in our initial SHRM planning meeting as described onpage 11, are clearly explained to our booth staff at the pre-show meeting. Each person workingthe booth is challenged to exceed the targeted goals.• Increase brand awareness to 1,400 attendeeso Open up communication and discuss the relationship between United andMayflower. Explain how our subsidiaries can also help them with relocatingemployees – whether one at a time or a mass relocation.• This can be accomplished by visiting with 100 attendees an hour.• Twelve sales representatives are scheduled to work each shift. Boothstaff should plan on engaging with at least eight to ten attendees perhour.• Strengthen relationships with existing customers.o Plan meetings or meals with customers throughout the three days.• Each sales representative should arrange to meet with at least two of hisor her existing customers per day.• Attend the Customer Appreciation Dinner on Monday night• Bring back 2,000 qualified leads to headquarters for follow up.o This includes all attendees who may not need our services right now but may inthe near future.o All attendees who request additional information be sent to their officeo Attendees who have provided us the name of the person in their office whomakes relocation decisions.Pre-show meeting note: My presentation skills and confidence levels were improved byparticipating in (Session 82305: Communicating with Others: Essentials for Success) and theelective, (Session 504: Speaking in Public and Other Life Threatening Situations). I founduseful ways to convey the booth rules, exhibiting tips and SHRM goals and objectives in amuch more organized and relaxed manner. In fact, as a result of taking part of these courses, Ihave joined a Toastmaster club and continue to work on my public speaking techniques.Linda NoskoCTSM PortfolioJuly 22, 2008 Page 26

At Show – Booth StaffingStaff: As a result of our mandatory preshow meeting, the booth staff was more prepared andready to engage than they had ever been. It was refreshing to see them reminding each other ofbooth rules or selling tips. Everyone worked together well to make sure each corner and keypositions within the booth were covered at all times. Our booth layout allowed for amplestorage space and a closet for staff to walk into when they needed a quick break. This resultedin a much more relaxed, refreshed staff. We scheduled everyone to work two to three hourshifts and the times were both sent out in advance and posted within the booth. Two people didnot show up or call to let us know they wouldn’t be able to cover their shifts. As we have awaiting list of our agents willing to work this show each year, these two will not be on the listfor next year’s show.An example of our booth staffing schedule, showing Sunday night’s booth staff:SHRM 2008 ANNUAL CONFERENCE & EXPOSITIONJUNE 22-24 -- MCCORMICK PLACE, CHICAGO, ILMAYFLOWER EXHIBIT SCHEDULEUNITED EXHIBIT SCHEDULESunday, June 22 -- 4:00 p.m. - 5:30 p.m.Sunday, June 22 -- 4:00 p.m. - 5:30 p.m.1 Jill Ryan-M0496 Glen Ellyn 1Carl Charlebois-U0178 Sullivan2 Rebecca Glatzhofer-M0016 Allwright 2Chad Helgemo-U0283 Barrett3 Bruce Sinclair-M0439 Daryl Flood 3Bob Dicke-U0244 Blackhawk4 Bo Nyszczot-M1809 McCollister's 4James Welch-U0301 Central5 Casey Ellis-UG 5Brad Estrin-U0420 Suddath6 Gavin Bosco-UG 6William Carroll-U0028 Armstrong Relo7 Nelda Davis-SAM 7Karen Jordan-U0211 Corrigan8 Faye Toepfer-UG 8Carl Walter-UG9 Linda Nosko-UG 9Mike Marchi-UGSunday, June 22 -- 5:30 p.m. - 7:00 p.m.Sunday, June 22 -- 5:30 p.m. - 7:00 p.m.1 Chuck Berneche-M1102 IMS 1Keith Sullivan-U0244 Blackhawk2 Margo Kobs-M1809 McCollister's 2Bret Moon-U0364 Central3 Jim Fitzhugh-M2831 Kloke 3Brian Loud-U0420 Suddath4 Carl Walter-UG 4Joe Sabato-U0040 Planes5 Mike Marchi-UG 5Fred Lantz-U0302 Armstrong Relo6 Faye Toepfer-UG 6Chris Dixon-U0540 Corrigan7 Linda Nosko-UG 7Nevin Bunnell-U0833 Kloke8Casey Ellis-UG9Gavin Bosco-UGLinda NoskoCTSM PortfolioJuly 22, 2008 Page 27

At Show (continued)Marketing each of our subsidiaries: Representatives from SAM (Store and Move) andUniGroup Worldwide were present in the booth at all times. As attendees had questionsrelating to those companies, we were able to introduce them to our reps and know that theywere being taken care of by our company experts. Our national account sales staff and agencyrepresentatives have enough knowledge of our other subsidiaries to be able to answer anyquestion our attendees may have had that pertained specifically to one of those companies. Wealso had brochures and handouts available to cover any aspect of our business.Lead retrievalOur lead retrieval units were rented through Laser Registration, the only available system. Twohandheld units were ordered so we could easily move through the long lines of attendeeswaiting for their blue martini during the opening reception. These also came in handy forgroups that came in to get their photo taken in front of the green screen. I also ordered twostationary units that printed out the lead and allowed us to include qualifiers. These were usedfor those attendees who came in to obtain information about our services and had immediateneeds we had to address within days or weeks after the show. Through the call-to-action lineon our preshow mailers, attendees were also encouraged to complete the contact informationon the cards and bring them back to us. Those were collected along with business cards ofthose attendees who did not have a swipe card available.Martini BarBlue martinis were served at the opening night reception. This is the single most frustratingcomponent of the entire show. One month prior to our show, I spoke with the catering staff atMcCormick Place and explained we needed two stations, two bartenders at each station, 1,200premixed drinks ready to be served from each station, for a total of 2,400 drinks. I had theorder confirmed in writing and called the week prior to the show to reconfirm the order. Asbooth set up progressed the day before the show, I located the catering office and introducedmyself to the manager … also reconfirming my order. The catering manager came by an hourbefore show opening to make sure the stations were set up, as ordered. All seemed to be goingas planned.How wrong I was! Twenty minutes before the show opened, one bartender showed up for eachof the stations – carrying a small martini shaker and jigger. My first thought was “There is noway they could mix 2,400 drinks individually and serve them in a three hour period. Wherewere the premixed drinks I ordered?” And more importantly, “why has the catering managerstopped answering her phone or pager?” It never fails that catering is located in the furthermostcorner of the building ... and this was no exception. I took off at a run! Once I arrived, it tookanother 20 minutes to locate someone who knew anything about my booth’s order. “Yes,” theyconfirmed, “things weren’t going as planned.”Linda NoskoCTSM PortfolioJuly 22, 2008 Page 28

Martini Bar (continued)Meanwhile, back at our booth, my two bartenders were mixing and shaking as fast as theycould and my worst-case scenario was being played out -- they were indeed mixing each drink-- one by one. I grabbed two of the staff and we began opening up bottles and concoctingbatches of blue drinks in rinsed out coffee urns. With four on a cart we managed to maneuverthem through the throngs of attendees. Panicked coworkers, exhausted bartenders and two linesof attendees at least 60 deep waiting with anticipation greeted me. The urns were empty in lessthan 30 minutes and the crowd was growing thicker. The bartender’s walkie-talkies were of nouse and there was still no response to my endless paging. I ended up making three more trips tothe catering office and all my protests were met with “we had no idea it would be this busy ...We were not prepared.” Not what I wanted to hear during the show’s opening, and certainlynot something I could easily explain to my boss, who was at the time doing his best to keepthirsty attendees at bay.Lesson learned: While I had triple-checked my order and personally met with the cateringmanager in advance, I will be more insistent at future shows in making sure they understandthat the sheer volume of attendees and demand for beverages is not to be underestimated. I willinsist on seeing our premixed order ready to go prior to the start of the show.Essential learning components covered in (Session 82305: Communicating with Others:Essentials for Success) and (Session 52106: Negotiating Skills to Win) came into play as I wasdoing everything I could to convince catering that my order was not being met and my boothwas in real trouble. Being able to consciously separate the people from the problem workedwonders as this situation was beyond the point of laying blame. I needed immediate results andsolutions and that was accomplished by working with them to fill coffee urns.The Blues BrothersThe Blues Brothers: Hiring Blues Brothers impersonators turned out to be a fabulous idea! Noother booth offered anything close. They engaged the attendees and provided them withentertainment while waiting in line for their drinks. Breaking into spontaneous song and danceproved to be the perfect way to delight attendees and catch their attention as they walked by.We also had a large number of attendees stopping to sing and dance. The entire booth staffdressed as Blues Brothers on opening night and we had fun getting attendees to have theirphoto taken. I have to say, they were amazing and the attendees were thrilledThe Green ScreenA background of the Chicago skyline was the perfect compliment for a photo of attendees whodonned a hat and pair of sunglasses. The company I found was wonderful to work with andhelped engage and encourage attendees to participate. Once the attendees saw some examplesof the photos and witnessed that it actually only took ten seconds for them to print out, we hadnonstop line. Our logoed frame provided the finishing touch to their SHRM souvenir. We hadplanned on taking 1,000 photos over the course of three days and our final count ended upbeing 1,312. The best reward was watching everyone walk away with a smile on their face andthe thought of our logo going back to more than 1,000 offices across the country.Linda NoskoCTSM PortfolioJuly 22, 2008 Page 29

Green Screen (continued)Our booth staff onSunday night enjoyingthe theme and gettingin on the fun.Attendees enjoyed thetheme, as well.Everyone had fun withthe hats and glasses.GiveawaysEach attendee who visited with us received a pair of sunglasses. The United logo or Mayflowerlogo was printed on the inside of the frames. This went along well with our Blues Brotherstheme. Over 2,400 pairs of glasses were distributed over the three-day show. Our “enter towin” baskets were displayed prominently and very attractive. These are packed up safely afterthe show and shipped out to our Mayflower or United agent in the market the winner residesin. Having our representative personally deliver the prize to the winner at their place ofbusiness is just one more way we are able to put our face and name in front of a potentialnational account customer.Finding promotions that tied in with our messages and theme for this show was made easierwith information I brought back from (Session 325: Evaluating Promotions – Optimize RightBrain Creative and Left Brain Organization). In her class, Judy Baker Nuefeld, made it clearthat for a promotion to be effective, we had to understand the audience and the characteristicsof the show. For this fast-paced, high-energy conference, our Blues Brothers theme workedwell.Linda NoskoCTSM PortfolioJuly 22, 2008 Page 30

At Show - Customer Appreciation DinnerSelect existing customers and potential new accounts were invited in advance to an exclusivedinner at Smith & Wollensky, one of Chicago’s finest restaurants. UniGroup’s CEO traveled toChicago to meet and greet and provide words of thanks for our valued relationships. Wewanted to keep attendance at less than 50, as we find that is a manageable group in the intimatesetting we wanted to achieve. That evening, we had 46 in attendance.Many of the elements covered in (Session 41605: The Basics of Event Planning andManagement) were invaluable in the planning and execution of this important event. Siteselection, choice of menu, hiring a small music group, and understanding the contracts andinsurance requirements were all simplified as a result of this one important session.We were extremely pleased with the outcome of our event and our guests were mostappreciative. Our CEO’s presence gave our guests the feeling of exclusivity. The food wasindeed outstanding and the service was spectacular. The restaurant is set in view of theChicago River and that just added to the night’s special atmosphere.Customer Appreciation Dinner InvitationLinda NoskoCTSM PortfolioJuly 22, 2008 Page 31

Overall ResultsAttendee traffic was heavy and our booth staff kept busy throughout the show. The open feelof our exhibit allowed for people to come in and comfortably talk with our sales staff, withoutfeeling cornered or trapped. The seating arrangements used on Monday and Tuesday provideda relaxed area for our staff to conduct business. The Blues Brothers entertained during thelunch hour and limited free time the attendees had during the day. Their positive energy andwell-known songs made it impossible for someone to walk by without stopping to enjoy themusic or talk to our staff. Many attendees came by simply to thank us for the Chicago pop-outmap they had received in Mayflower’s preshow mailer. By Tuesday, the last day of the show,enough attendees had shown their Chicago skyline photos to others and we found ourselvesworking with a line at least six deep the entire time. This allowed us the opportunity we werehoping for to talk to people about their relocation challenges.Just prior to opening, Monday morning – angle one.Linda NoskoCTSM PortfolioJuly 22, 2008 Page 32

Overall Results (continued)Second angle: Prior to show opening Monday morning.Linda NoskoCTSM PortfolioJuly 22, 2008 Page 33

Post-Show EvaluationWithout the feedback and reporting we share through our post-show meeting, we wouldn’tbegin to understand the value of our show participation. I set up the meeting and run theitinerary with information learned during (Session 20407: Don’t Skip the Meetings). It is herewhere we share ideas on what went right, what may have been improved, which tactics weremost effective and make recommendations for future shows. This meeting was attended by theheadquarters staff who worked at SHRM and a conference call with salespeople fromMayflower and United agencies who participated.This meeting was held one week after the show and everyone was asked to think about thefollowing questions for discussion during the meeting:• Effectiveness of pre-show promotions and mailers• Quality of attendees and appropriate contacts made at show• Marketing tactics that were effective• What worked / what didn’t• Value of customer appreciation event (dinner at Smith & Wolinskys)• Booth layout … ease of meeting attendees and conducting business• Green screen, Blues Brothers• Lead distributionResults of post-show meeting:1. Effectiveness of pre-show promotions and mailers.Everyone agreed that the mailers were successful in drawing some attendees to thebooth who may not have had us on their original agenda. The map included in theMayflower mailer was a huge draw as more than 60 attendees visited to thank us.2. Quality of attendees and appropriate contacts made at the show.There didn’t seem to be as many company officers or senior management as there havebeen in years past. The Chicago venue made it more cost effective for the largecompanies in the Chicago area to send more of their office staff and this included staffmembers at a lower level in the company who aren’t decision makers.3. Marketing tactics that were effective.Combining the two companies gave us the opportunity to open up communication withpotential customers who previously did not understand the relationship betweenMayflower and United. It also gave our sales staff the chance to talk about oursupporting subsidiaries and how “The UniGroup Answer” could benefit attendees.Linda NoskoCTSM PortfolioJuly 22, 2008 Page 34

Results of post-show meeting (continued)4. What worked – what didn’tWhat worked: Booth layoutPreshow promotions and give-awaysBlues Bros. themePreshow meeting was given high marksNew graphics and hanging signsDress code and booth rulesWhat didn’t: Martini bar was a disasterBooth staff schedule on last day of show- Staff local salespeople next year to allow others early departure5. Value of customer appreciation event (dinner at Smith & Wolinskys)Very enjoyable evening. Having our CEO travel in for this made a big difference inhow our guest perceived our true appreciation. Small jazz band during cocktails was anice touch. Food and service were impeccable. Feedback from customers attending wasmost favorable.6. Booth layout … ease of meeting attendees and conducting business.Layout was well thought out and proved to be successful. The open space between thetwo anchoring structures was the perfect size to mingle with attendees and work thegreen screen. Attendees approaching our booth from any angle or side had clear viewof graphics and knew who we were. Large closet space in the Mayflower booth allowedfor plenty of room to store personal belongings and provided a place to go for privacy.Couches and chairs were helpful for informal customer meetings.7. Green screen, Blues BrothersHuge draw! The Blues Bros. brought the attendees in and they left with a big smile,holding a photo that will remind them of SHRM, Chicago and our companies. The factthat our staff dressed the part on opening night added to the fun.8. Lead distributionA glitch in the system resulting in a delay in our receiving complete leads list from theretrieval company. This delayed our sorting and distribution process. Salespeople werenot pleased with this process.Linda NoskoCTSM PortfolioJuly 22, 2008 Page 35

Results of post-show meeting (continued)Recommendations for 2009 SHRM• Hide a few spare closet keys outside the closet. Door was accidentally locked from theinside and we had to literally take the door off the hinges during the show hours. Thiscaused an amusing distraction that could have been avoided.• Insist on receiving all leads from the lead retrieval company before leaving show hall.• Plan on Customer Appreciation Dinner.• Work with catering to achieve successful beverage distribution on opening night.• Schedule local salespeople to work booth during last shift to allow others travel time.• Plan on holding a mandatory pre-show meeting with all salespeople.• Continue to combine the companies and communicate the UniGroup Answer message.• Combine pre-show mailers and include map of show city• Determine theme early and plan on booth staff participationLead ProcessingAll leads generated from SHRM were collected and brought back to our Sales Manager andstaff. A letter is sent within the week after the show to each and every person who stopped by,thanking them for their time. The leads are then reviewed and all information obtained frombusiness cards or written comments noted during conversation with attendees is included. Onceduplicates are removed, the list is separated into the following categories:• Current customers with national account contracts• Customers we are doing business with who do not have a contract• “HOT” leads (a qualifier code signifying immediate relocation needs)• “Warm” leads (those who may require relocation services within the near future)• “Others” (no immediate or long term needs – but keep in touch)Leads are then distributed to Mayflower and United agents based on geographic location.Those offices that sent a salesperson to help work the booth at SHRM would receive the lionsshareof leads in their area as a result of their participation. Agents accept the leads generatedfrom SHRM with the understanding that they will follow up on them immediately and reporttheir progress back to headquarters on a regular basis.Linda NoskoCTSM PortfolioJuly 22, 2008 Page 36

Lead Processing (continued)In our business, we may simply be establishing communication and developing a relationshipwith someone in the position to make a decision about relocating employees. This relationshipmay take months, or even years to cultivate. We’ve also learned that while a company may notplan on relocating employees right now, there may be an unexpected need in the future. Theway we build our relationship with potential customers is crucial to our being considered forservices at any time. Another thing to keep in mind is that today’s small start-up company maybe tomorrow’s big corporation. Again, it is crucial that we understand how valuable allcontacts may be.Linda NoskoCTSM PortfolioJuly 22, 2008 Page 37

MANAGEMENT OF RESULTS REPORTINGResultsUntil attending (Session 20805: How to Measure the Value of Trade Show Participation), I didnot present a comprehensive post-show report to senior management. Understanding thatmeasurement is important for justification, growth and continuous improvement has beeninvaluable. Reports generated over the past two years have identified some areas whereimprovement was required and brought to light areas where we excelled.2008 SHRM Booth RecapTotal SHRM Show Traffic 15,800Total Visitors in Mayflower/United Booth 2,873Staffing Total 39Staff number per shift 14Total exhibit hours 14Booth Size 30 x 50Booth Number 2842/2845Number of leads per hour 205Leads per salesperson per hour 14.6Preshow mailers sent 7,000Photo give-aways 1,312Sunglasses 2,400Drinks served 1,400Goal ActualLeads obtained 2,000 2,873Current contracts 200 240Current relationships 200 280HOT 200 320Warm 600 840Other 800 1,193Customer meetings 48 32Customers at dinner 50 46Agents participating in dinner 8 8Total show budget $162,000 $157,282Revenue Measurement:Conditioned prospects (combination of HOT and warm leads) 1,68020% Commitment Rate (Avg. RFPs resulting from prospects) 33640% Close ratio (Avg. closing on RFPs presented) 134.4$150,000 Avg value of contracted business from new account = $20,160,000Linda NoskoCTSM PortfolioJuly 22, 2008 Page 38

Results (continued)Objective Goal ResultsStay within budget forshow$162,000 $157,000Increase brand awarenessto 1,400 attendeesVisit with 100 attendees per hourStaff 12 sales reps in booth eachshift to engage at least 8 to 10visitors per hourExceeded this goal by more thandouble. 205 attendees visited onaverage per hour.Exceeded this goal as well with 14staffers in booth with an average of 14.6leads per person per hour.Total of 48 customermeetings set up over thecourse of the showEach representative to scheduletwo per dayFell short by 16 meetings. Many ofpotential customers are also staffingbooths for their company. Time did notpermit for extra meetings.Communicate with at least200 current customersover course of showWith preshow list, sales reps toset up meet & greets in advanceExceeded this goal by 40% as manycurrent customers made it a point tomeet with us before we contacted them.Increase total leads by10% over 2007 for a totalof 2,000Current contracts: 200Existing relationships: 200HOT leads: 200Warm leads: 600Exceeded: met with 240 customers wehave a current contract withExceeded: met with 280 customers weare currently in the process ofdeveloping a relationship withExceeded! 320 visitors expressed animmediate relocation need and wantedus to contact them within a weekExceeded this by more than 40%. 840attendees expressed interest in learningmore about our services and wanted usto follow up with them.Others: 800 Exceeded this goal by 393.Report business bookedas a result of SHRMSales reps to report progressmonthlyFirst reports due July 31.Linda NoskoCTSM PortfolioJuly 22, 2008 Page 39

Key AchievementsWithout determining what your company goals are for attending a show, it is impossible toclearly measure results. Since attending sessions at the Exhibitor Show, I make sure theobjectives set for each show are clear, concise and measurable.While the number of leads has always been important to my company, I now include thenumber of customer meetings, presentations and media exposure when evaluating our showresults. Our sales department has improved their tracking reports with agents on lead follow upover the past several years, as well. This will continue to improve as measurement and ROIbecome increasingly more important.My method of result reporting continues to be a “work in progress” and will be modified foreach show as I move forward. As goals for each show vary, so will the information I use to“right size” my investment at future shows. Management appreciates my dedication to settingrealistic expectations and spelling them out clearly for each show.SHRM Key Achievements:• Stayed within budget• Set clear, concise objectives prior to the show• Exceeded lead goals• Planned and carried out pre-show meeting and experienced improved booth staffperformance and increased teamwork• Customer appreciation dinner held as planned• Combined both United and Mayflower’s exhibits and successfully incorporated otherUniGroup companies.• Designed hanging signs and pull-up quick screens to incorporate the UniGroup Answermessage throughout the entire booth property.• Coordinated the green screen photographers and the Blues Brothers impersonators tobring an added sense of excitement to our exhibit.• Received a credit from McCormick Place catering as a result of their failure to providemy complete order placed for show’s opening night.• Successfully carried the theme of a Chicago celebration and Blues Brothers throughfrom pre-show mailers to the thank you letters sent post-show.• Received a call from HR Magazine for permission to use our SHRM marketing plans asan example of a successful SHRM exhibit in future story – possibly October orNovember.• Conducted a post-show wrap up meeting to debrief all involved.Linda NoskoCTSM PortfolioJuly 22, 2008 Page 40

CONCLUSIONI am extremely pleased with the way UniGroup’s trade show program has been evolving sinceI’ve been able to implement new ideas and methods learned from sessions I’ve attended at theExhibitor Show.This year’s SHRM Conference and Exposition has proved to be my most exciting challenge todate and allowed me to draw on my experience and knowledge obtained from attending CTSMclasses. Being able to measure results and justify our participation has proven to be invaluable.UniGroup’s senior management has become much more interested in the outcome of ourshows, as I’ve been able to present them with detailed post-show reports. My responsibilitiesas trade show coordinator are successful when everyone from sales, marketing, all subsidiariesand United and Mayflower agency representatives indicate they are proud to be standing in theUniGroup booth. Compliments received from attendees and other exhibitors (includingcompetitors) are taken to heart. This show was an example of everything (with the exception ofcatering) falling into place and working perfectly.Recommendations for ImprovementA measurement strategy I will be working to implement at future shows is the post-showsurvey. We will be looking at ways to incorporate this technique in order to follow up with theattendees who stopped by to poll them on their post-show impression of the UniGroupcompanies’ booth. The information obtained will provide us with data that we will be able touse to measure the effectiveness of our messaging strategy. (Session 10506: Using Surveys inthe Trade Show and Event Decision Making Process) I will be adding this to the agenda at ourshow planning meetings so I can get a better idea of the measurements and evaluations oursales reps feel will improve our marketing efforts.FinallyWithin my company I am seen as a leader in the trade show program and an expert when itcomes to exhibits, special events and presentations. I directly attribute my growth in theseareas to my attendance at Exhibitor Show and participation in the CTSM program. Much ofwhat I learned at classes such as (Session 507: The Dynamics of Successful Attitudes) hashelped remind me of what confidence and a positive attitude can do to affect any project orsituation. Finding the time to complete this portfolio in between all other job duties was achallenge, but I have to say, (Session 514: Preparing, Developing and Submitting a QualityCTSM Portfolio) and (Session 509: Organizing 201 – Papers, Piles and Procrastination)helped to keep me focused.Thank you again for consideration for CTSM designation.Linda NoskoCTSM PortfolioJuly 22, 2008 Page 41

Required SessionsINDEX OF CTSM COURSE REFERENCES20107: Selecting the Right Shows: The Critical Decision Page 830805: Business Marketing Strategies and Trade Shows Page 1031105: How to Grow Your Brand: Incorporating Brand MarketingInto Your Exhibit Program Page 1061706: Essential Graphic Basics to WOW!! Page 1561906: Exhibit Design – From Concept to Completion Page 1620306: The Nuts and Bolts of Budgeting for Results Page 1831505: Integrated Marketing Communications Pages 21, 2220407: Don’t Skip the Meetings – Pre, At and Post: Guidepoststo Success Pages 23, 3421306: Beyond the Basics of Booth Selling Page 2582305: Communicating With Others: Essentials for Success Pages 26, 2952106: Negotiating Skills to Win Page 2941605: The Basics of Event Planning and Management Page 3120805: How to Measure the Value of Trade Show Participation Page 3810506: Using Surveys in the Trade Show and Event DecisionMaking Process Page 41Electives504: Speaking in Public and Other Life Threatening Situations Page 26325: Evaluating Promotions – Optimize Right Brain Creative andLeft Brain Organization Page 30507: The Dynamics of Successful Attitudes Page 41514: Preparing, Developing and Submitting a Quality CTMS Portfolio Page 41509: Organizing 201 – Papers, Piles and Procrastination Page 41Linda NoskoCTSM PortfolioJuly 22, 2008 Page 42