Page 18 - February2019

FROM PRODUCEBUSINESSUK.COM 02.13.2019
fresh-cut facility. The business failed, and a big part of the problem was that although the creators were willing to invest millions in bricks-and-mortar, the marketing budget was an afterthought. It is not a wise approach. If you asked which was more valuable at Coca-Cola — all the factories that produce and deliver Coca-Cola or the name and recipe — there is not the slightest question. The name and recipe represent a call option on shelf space in retailers around the world.
Even a booth at a trade show requires marketing. Just as a retailer in a shopping center is not wise to wait passively for customers to come by, an exhibitor needs to work before a show to maximize success. Plan out who they would really like to see, and invite them to visit.
There are both offensive and defensive reasons for doing trade shows. Sure, one may seek out new customers or suppliers or look to increase orders from existing customers, but it is also true that one doesn’t want one’s existing customers tied up with competitors all day and night. So, participation in the show, in dinners, receptions, etc., all adds value — but few companies can track this value.
In the produce industry, there are of course many options for marketing. There are print publications, digital publications, brochures, videos, on and on. Trade shows and conferences uniquely play directly to the key to produce industry success, building and reinforcing relationships. This is perhaps where companies most fail in assessing the value of participation in trade shows and events. A year really means nothing — it is the time it takes the earth to orbit around the sun. Yet, due to corporate budgeting cycles, companies have trouble in expending
money when the returns are longer term. Yet deep relationships are always longer term.
Trust builds slowly, the mutual exchange of kindnesses, of favors, the growth of mutual respect — that is not likely to show up on a call report or re ect in that week’s sales. Yet what can be more important than to have a staff well-connected in the industry, with people respecting the team enough to want them to succeed, to want to help them.
Whether an event is big or small scarcely matters, because human relationships are built one person at a time. The impor- tance of relationships is why it is a terrible mistake to cheap out and not stay in the of cial hotel or go home rather than take people out to dinner, for coffee or a drink. Going to a workshop or a tour is more than education ... it creates a common narrative to enable deeper discussions.
I had a very successful Fruit Logistica. How could I not? After all, the real secret to all these events is you get out what you put in. Now I sit on this plane making lists of who I want see at The London Produce Show and Conference. I’m thinking of the Opening Cocktail Reception, the Perishable Pundit Thought- Leader Breakfast Panel, the regional tours, co-located events like the annual Brexit Workshop, the Foodservice ForuImrvaingd,Bfeorrlinthe rst time, The Global Grape Summit.
I’m thinking of old friends and hoping to meet new. And I’m thinking of the companies that are the most visionary, the ones that see beyond country, beyond division, beyond time itself — and the people from those company who engage with the event, knowing the value is not always calculable ... indeed that it is so great as to be incalculable.
18 / FEBRUARY 2019 / PRODUCE BUSINESS