Retail Event Planning

The most powerful sales tool isn’t a spec sheet — it’s a live demo. What do you think about this one? Across industries, the data is overwhelmingly clear: 🔹 67% of enterprise buyers say seeing a product in action is the #1 factor influencing their decision. 🔹 Demos shorten sales cycles by 30–50%, especially for complex solutions like servers and GPU-accelerated workloads. 🔹 In assistive tech—like mobility or handicap-support chairs—real-world demonstrations boost customer trust by 70%, because impact is immediately visible. 🔹 For AI/HPC hardware, customers who see workload performance live are 3× more likely to move forward compared to those who only receive documentation. Why? Because visibility removes uncertainty. A demo translates complexity into clarity. It turns “theory” into tangible value. Whether it’s: ⚡️ a next-gen server showing real performance under load, 🧠 a GPU pipeline speeding up an AI workload in real time, or ♿️ an assisted mobility chair transforming someone’s daily life… Seeing the product in action closes the gap between curiosity and commitment. This is the difference between telling and showing — and that gap is where conversion happens. #Innovation #Technology #HPC #AI #GPU #Servers #DataCenter #TechLeadership #Innovation #CustomerExperience #AIInfrastructure #AccessibilityTech

I built 4 startup partnership programs that drove over $30M in ARR. The secret to our success was ruthless focus on our Ideal Partner Profile (IPP). Here's how you find yours: As a Partnerships Leader, you never have enough time or resources. This means you need to focus your limited bandwidth on the right partners. You start by mapping your customer’s needs and value ecosystem. Then you decide which types of partnerships work best for your business. To do this, you need to answer two questions internally: 1. What are your core (board level) goals for Partnerships? Some examples are: - Create External Sales Channels - Product Implementation / Management - Lower Acquisition Costs (CAC) - Referral Revenue - Retention (LTV) - Enter a New Market - Fill Product Gaps - Market Exposure 2. What do you bring to the table for partners? Some examples are: - Revenue Share (Affiliate, Referral or Resell) - Implementation Revenue - Onboarding / Customization Revenue - Management Revenue - Customer Base - Product Capabilities - Brand & Audience - Marketing Engine/Dollars You then use the answers to develop your *initial* partner profiling criteria. This will help you select the types of partners who can help you achieve your goals AND value what you bring to the table. Then you create a list of questions to qualify *specific* partner prospects. Questions like: - What is their impact on our customers? - Do they work with our Ideal Customer (ICP)? - Do they work with our target stakeholders? - Do they have sufficiently strong relationships to make influential recommendations? - Are they willing AND able to make those recommendations? - Do they have a track record of doing this with other partners? From here you’re ready to run experiments with different types of partners. Measure the results of these experiments and iterate. Cut what’s not working and double down on what is. The faster you nail this down, the faster you find your Ideal Partner Profile. Imagine if all of your time was spent on the right partnerships… This is how you do it. Make it happen. P.S. If you want my free 56-page how-to guide on building partnership programs from $0-$30M, Like this post and Comment GUIDE below.

How to Manage Procurement When Supplier Payments Are Delayed One of the toughest challenges in procurement is managing supplier relationships when your company is facing payment delays. It’s a delicate balance between maintaining trust with suppliers and protecting your company’s interests. Here’s how I’ve learned to navigate it: 1. Transparent Communication: Be honest with suppliers about the delay, its reason, and the expected resolution timeline. Most suppliers appreciate clarity over silence. 2. Prioritize Critical Suppliers: Identify strategic vendors whose products or services are essential to operations and work on partial or staggered payments if possible. 3. Strengthen Relationships: Use the time to build rapport, not hide. Proactive engagement can go a long way in maintaining long-term partnerships. 4. Negotiate Flexibility: Offer realistic payment plans or negotiate extended terms in exchange for future commitments. 5. Internal Collaboration: Work closely with finance and leadership to prioritize payments and escalate urgent cases when needed. 6. Document Everything: Keep a clear trail of all communication and agreements to protect both parties and ensure future accountability. Procurement isn't just about sourcing — it's about relationship management, problem-solving, and strategic thinking under pressure.

Never miss a chance to participate in industry exhibitions and forums. They are a perfect opportunity to understand the industry better, study competitors and view demos (which might be difficult otherwise), engage in meaningful discussions with peers, spot trends and bets the industry is making. Above all, you will have the pride of representing your organisation, showcasing your solutions / value differentiators thereby increasing brand awareness and winning customers. I have always raised my hand at such opportunities. I love to be involved right from stall and artifacts design, story boarding demos, planning fun competitions, to making presentations at such events. It has always led to enriched learnings and valuable networking. If you have been part of multiple day expos, I am sure you can relate to how we try to identify lean timings during the day when we can leave the stall to walk around and check out others, esp the competition! To make the most of such events, here are some tips to consider: 1. Be mindful of the attendees and customer segments who will visit and plan your stall tuned to their interest areas (what do they want + what do you want them to know). What you present, how you present, aesthetics, layout- everything follows. 2. If there is info on stall layouts/spots, guest speakers and panel discussions, plan for your must visit stalls and speakers ahead of time. Rotate stall manning accordingly. 3. Dry run your demos multiple times and in the exact configuration and environment expected at the event. Obviously, rehearse your speech in case you are presenting. 4. Expos are the best time to test ideas using small pilots and gauge user reaction. 5. Everyone loves gifts and take aways. Make it meaningful and memorable. 6. Ensure all members are aware of the lead gen process and follow it diligently. And if you promise to get back to someone on any queries, do ensure you close the loop post event. 7. Do not leave your stall unattended. 8. If you are an introvert and attending one such event, do not be bothered by lack of colleagues or friends accompanying you. You can look around at your own pace and slowly you will find yourself opening up, asking questions and enjoying the atmosphere. 9. Do network and have fun! If there are post event get togethers, do not miss it. What are your favourite events and memories? #learningneverstops #industryevents #learning #networking #businessdevelopment #professionaldevelopment #eventplanning #exhibitions #selfdevelopment ----------------------- Some memories: presenting at the IoT Congress in Barcelona, giving away an Alexa to a game winner, final test of a demo setup, cheering on participants at our immersive zone at Excon

"Just pick the cheapest vendor and move forward" - probably the most expensive advice I've ever heard in retail. Here's the truth: In retail, our vendors aren't just suppliers—they're the backbone of our success. One weak link in this chain, and everything from product quality to delivery timelines can crumble. I learned this lesson early at Falabella. But it truly hit home during COVID. While many businesses were scrambling due to broken supply chains, my experience was different. Because of my careful approach to selecting vendors—prioritizing reliability, trust, and mutual commitment to quality—I’ve never faced significant disruptions. Even during COVID, when many struggled to maintain operations, my vendor relationships became our safety net. After years of building partnerships across India, Pakistan, and Bangladesh, here's my vendor selection checklist: > First, I study the stability of their core team A revolving door of key personnel is often the first red flag. Then, I dive deep into their customer relationships—not just who they work with, but for how long. Long-term partnerships speak volumes about reliability. > But here's what many miss I make it a point to gauge the involvement of top management. Are the decision-makers actively engaged in operations? Because when challenges hit (and they always do), will they roll up their sleeves when things get tough? > Financial stability, of course, is non-negotiable But equally important is that intangible quality of mutual understanding—the knowledge that both parties are invested in each other's success. Here's what experience has taught me: The best vendor relationships aren't built on perfect performance metrics alone, but on the ability to navigate imperfect situations together. What's your non-negotiable criterion when selecting vendors? What's that one red flag that makes you walk away, no matter how good the numbers look?

I do dozens of interviews with top CMOs every year. I always ask what the best performing marketing channel is. And right now everyone is saying events. Post COVID events are back, but also now in an AI world, I think there's a stronger appetite to get out and connect with real people vs. just getting answers from ChatGPT. But: like anything in marketing, running events just because everyone else is doing them is a great way to set money on fire (and still not drive any incremental business). Whether it's a booth at a trade show. A VIP dinner. A 500-person conference. They can all work. They can all flop. The difference: having a real plan and strategy for that event going in. Why do it in the first place? (which continues to be the most important lesson in marketing - what's in it for me? what's the hook? why should people come to our thing?) We talked to two event experts on the Exit Five pod recently Stephanie Christensen and Kristina DeBrito — and here are 5 keys they shared for B2B event success: 1. Pick the right format. Not all events do the same job. Big splash? Go flagship. Want pipeline? Try VIP roundtables. Tiny budget? Host micro-events around existing conferences. Set real goals. 2. “Leads” are not enough anymore. Are you driving awareness? Accelerating deals? Generating pipeline? Define this upfront—or you’ll waste time measuring the wrong stuff. There are more metrics than just "did we get leads from this event" and in today's world leads are tablestalkes. 3. Align your team, bro. Sales and marketing must move in lockstep. Slack alerts for registrations. Sales meeting updates. Leaderboards. It all matters. This is a team effort. 4. Make it memorable. People forget panels. They remember custom pancakes and great venues. Was the food good? Did the WiFi work? Did Oprah show up? Just kidding. Making sure you'r reading. But think surprise and delight, not branded frisbees. 5. Put the work in on the follow up. Events don't close deals - follow-up does. Segment attendees. Create custom offers. Babysit the handoff to sales like your job depends on it. Because it does. You just went shopping and got all these fresh groceries - dont let them spoil. B2B buyers want real connection again. Events can create that. Are you feeling this desire for events? Are you doing events in your business right now? Let me know...

If more of your store sales start on TikTok lately, you might wanna read this. 𝘛𝘩𝘦 𝘴𝘢𝘭𝘦 𝘪𝘴 𝘥𝘦𝘤𝘪𝘥𝘦𝘥 𝘣𝘦𝘧𝘰𝘳𝘦 𝘺𝘰𝘶𝘳 𝘤𝘶𝘴𝘵𝘰𝘮𝘦𝘳 𝘦𝘷𝘦𝘯 𝘦𝘯𝘵𝘦𝘳𝘴 𝘺𝘰𝘶𝘳 𝘴𝘵𝘰𝘳𝘦. The checkout happens in-store. But the sale happens everywhere else. Here's the reality: This year 60%+, and in 2027, 70% of retail sales will be digitally influenced. I can't emphasize this enough; here's what most brands miss—digital influence isn't just about online sales. It's about shaping every moment before the customer even walks into your store. L'Oréal cracked this code: 100M+ AR try-on sessions driving real conversions. 31 brands orchestrating seamless experiences across 72 countries. No.1 in beauty influencer marketing (29% market share), 20-80% higher conversion rates through enhanced digital experiences. The new customer journey isn't linear—it's layered: - They discover you on social - Research you through reviews and UGC - Try your product virtually through AR - Get retargeted with personalized content - Finally purchase in-store (feeling confident they're making the right choice) Every touchpoint matters, and every interaction influences the final decision. The brands winning today aren't just selling products—they're orchestrating experiences across owned, paid, and earned media that guide customers from curiosity to checkout. Digital discovery is increasingly pay-to-play and shoppers are paying attention. ++ Tactical Recommendations for CPG / FMCG Brands ++ 1. Beyond just having perfect, high SOV product pages, create discovery ecosystems. - Optimize for "zero-moment-of-truth" searches. - Activate shoppable content at scale. - Leverage user-generated content as social proof. Brands that do these see a 35% higher conversion rate from digital touchpoints to in-store purchases. 2. Connect digital engagement directly to retail execution. - Geo-target digital campaigns to drive foot traffic - Create "store-specific" digital content CPG brands using geo-targeted social ads see a 23% higher in-store sales lift in targeted markets. 3. Most important one; stop flying blind—measure digital influence on offline sales. - Implement unique promo codes for each digital touchpoint to track conversion paths. - Use customer surveys at point of purchase. - Partner with retailers on shared data insights Brands with proper attribution see 15-25% improvement in marketing ROI within 12 months. 𝗧𝗼 𝗮𝗰𝗰𝗲𝘀𝘀 𝗮𝗹𝗹 𝗼𝘂𝗿 𝗶𝗻𝘀𝗶𝗴𝗵𝘁𝘀 𝗳𝗼𝗹𝗹𝗼𝘄 ecommert® 𝗮𝗻𝗱 𝗷𝗼𝗶𝗻 𝟭𝟰,𝟲𝟬𝟬+ 𝗖𝗣𝗚, 𝗿𝗲𝘁𝗮𝗶𝗹, 𝗮𝗻𝗱 𝗠𝗮𝗿𝗧𝗲𝗰𝗵 𝗲𝘅𝗲𝗰𝘂𝘁𝗶𝘃𝗲𝘀 𝘄𝗵𝗼 𝘀𝘂𝗯𝘀𝗰𝗿𝗶𝗯𝗲𝗱 𝘁𝗼 𝗲𝗰𝗼𝗺𝗺𝗲𝗿𝘁® : 𝗖𝗣𝗚 𝗗𝗶𝗴𝗶𝘁𝗮𝗹 𝗚𝗿𝗼𝘄𝘁𝗵 𝗻𝗲𝘄𝘀𝗹𝗲𝘁𝘁𝗲𝗿. #CPG #FMCG #AI #ecommerce Procter & Gamble PepsiCo Unilever The Coca-Cola Company Nestlé Mondelēz International Kraft Heinz Ferrero Mars Colgate-Palmolive Henkel Bayer Haleon Kenvue The HEINEKEN Company Carlsberg Group Philips Samsung Electronics Panasonic North America

Procurement: Treat suppliers as extensions of your enterprise, not transactions. Procurement Excellence | 23 NOV 2025 - In complex global markets, resilient supply chains demand partnerships built on shared destiny, not just contracts. Here are 9 Steps to Create Long-Term Supplier Partnerships: #1. Transparent Communication ↳ Co-develop comms protocols e.g. QBR ↳ Clearly share expectations, goals & challenges #2. Long-Term Contracts ↳ Replace short-term with multi year agreements. ↳ Share long-term roadmaps & cost-savings initiatives. #3. Shared Performance Metrics ↳ Jointly agree and track SMART KPIs. ↳ Define escalation paths & RCA templates #4. Early Supplier Involvement ↳ Involve and recognize vendor’s contributions. ↳ Include key suppliers in product development cycles. #5. Guarantee Timely Payments ↳ Automate payment & consider early payment discounts. ↳ Audit internal processes for bottlenecks. #6. Co-Create Innovation ↳ Create supplier ideation portals & protect IP collaboratively. ↳ Fund joint proof-of-concept projects. #7. Recognize & Reward Excellence ↳Formally acknowledge & reward outstanding suppliers. ↳Bronze (Operational Excellence), Silver (Innovation), Gold (Strategic Impact). #8. Uphold Fairness & Ethics ↳ Interactions & contractual terms are mutually beneficial. ↳ Ensure cost pressures don't force unethical labor. #9. Jointly Manage Risks ↳ Jointly identify risks & develop contingency plans. ↳ Map tier-2/3 suppliers collaboratively. In today's volatile market, Resilient supply chains are built on deep, strategic supplier partnerships. Achieving lasting, mutually beneficial supplier partnerships requires: ✅️ Deliberate strategy ✅️ Centered on trust ✅️ Shared objectives ✅️ Continuous collaboration ♻️ Repost if you find this helpful. ➕️ Follow Frederick for Procurement insights. #ProcurementExcellence #SupplierCollaboration

Most B2B companies spend $50K on events and forget the $500 that actually converts. I watched a client blow their entire Q4 budget on a massive booth. Premium location. Fancy screens. Full swag suite. They got 47 badge scans. 3 follow-up calls. Zero pipeline. Meanwhile, I spent $500 on coffee cards the week before the same event. Sent them to 20 target accounts with a simple note: "I'll be at [Event]. Would love to buy you an actual coffee and chat about [specific challenge]." 18 showed up. 12 booked follow-ups. 4 became opportunities. 2 closed within 90 days. Here's what most companies miss about event ROI: ➜ The magic happens in the 1:1 moments, not the booth traffic ➜ Pre-event outreach beats post-event follow-up every time ➜ A $25 coffee card outperforms a $2,500 dinner My exact pre-event playbook: 1. **Three weeks out:** Pull the attendee list, match it to your ICP 2. **Two weeks out:** Send personalized gifts to top 20-30 targets 3. **One week out:** Follow up with calendar links for specific time slots 4. **Day of:** Skip the booth duty, focus on booked meetings 5. **Day after:** Send thank-you gifts to no-shows with "sorry we missed you" The math is stupid simple: Traditional event spend: $50K ÷ 3 opportunities = $16,666 per opp Smart gifting approach: $500 ÷ 4 opportunities = $125 per opp You don't need a bigger booth. You need a better strategy. And maybe some coffee cards.

Are you an Old‑School Event Marketer or a New‑School Event Marketer? Old‑School: - “Bigger booth, bigger budget” = strategy - Swag splurges & steak‑house dinners with zero ROI math - Measures success by registrations instead of pipeline - Treats the conference as a one‑day stunt, then closes the spreadsheet - No persona segmentation, same agenda for prospects, customers, & partners - Relies on badge scans, fishbowls, and luck for lead capture - Ignores virtual or hybrid formats (“We’re an in‑person company!”) - Engagement stops when the lights go off, no post‑event nurture track - Decisions made on gut feel, not unit economics or understanding the P&L New‑School: - Begins with ICP clarity and a revenue‑backwards event brief - Maps the entire attendee journey: pre‑event teasers → in‑event moments → post‑event campaigns - Uses AI for smart matchmaking, personalized agendas, on‑site coaching, and post‑show enrichment - Integrates every touch into CRM & RevOps dashboards: CAC, payback, influenced ARR, CLTV - Collaborates with Sales & CS to find expansion opps with customers, not just hand-offs - Blends formats: micro‑webinars, community roundtables, regional pop‑ups, to lower CAC and widen reach - Scores success on quality meetings, pipeline velocity, and expansion revenue - Runs Calendar & Capacity tests to right‑size staffing before adding headcount - Partners with the CFO, budget tied to strategic KPIs, not vanity metrics - Knows why the event hit (or missed) the number and evolves assumptions quarter‑to‑quarter Event marketers can’t win on their own. The best know how to involve each team throughout the process. It’s not just execution. It’s communication, evaluation, and impact. In conclusion, new-school event marketers are strategy partners. Not task rabbits. New-School event marketers pick modern event tech. Check out Accelevents --> https://hubs.la/Q03fjrP30