Pricing strategies in the trade fair industry How good pricing can increase customer satisfaction and organizers revenues and profits

Size: px

Start display at page:

Download "Pricing strategies in the trade fair industry How good pricing can increase customer satisfaction and organizers revenues and profits"

Blake Silas Dalton
5 years ago
Views:

1 Pricing strategies in the trade fair industry How good pricing can increase customer satisfaction and organizers revenues and profits April 4, 2016

2 jwc services cover five major focus areas Our services: Strategy Pricing Business Intelligence Planning Training Strategy & strategic marketing; M&A, commercial due diligence Value-based service portfolio development; pricing of tradefair & conference services Market studies; feasibility studies Planning and construction of venues; venue assessments Training and education for management, staff and exhibitors Our mission is to create competitive advantages for our customers through unique solutions 2

3 Topics I would like to cover today Introduction: Relevance of pricing Pricing in the trade fair industry Value based pricing Results & summary 3

4 The focus of today s presentation Venue owners Venue managers Trade show and conference organizers Exhibitors, visitors, attendees Service providers to the industry The value chain in the trade fair and conference industry 4

5 The focus of today s presentation Venue owners Venue managers Trade show and conference organizers Exhibitors, visitors, attendees Service providers to the industry The value chain in the trade fair and conference industry 5

6 The single most important decision in evaluating a business is pricing power 6

7 Price levels vary in different regions Average sqm prices in trade shows across multiple sectors Price Indices : Lowest average price across all industries in a country (Spain) is set at 100. Basis: 2010 Source: jwc research 7

8 Three levers affect profit Cost Volume Profit Price 8

9 Operational measures that impact the bottom line Examples of levers that influence profit No. of shows Turnover (million ) Fixed costs (million ) Variable costs (million ) Base case Profit (million ) 9

10 Operational measures that impact the bottom line Examples of levers that influence profit No. of shows Turnover (million ) Fixed costs (million ) Variable costs (million ) Base case Let s make some assumptions guided by typical ratios for our industry Profit (million ) 10 10

11 Operational measures that impact the bottom line Examples of levers that influence profit No. of shows Turnover (million ) Base case 100 Fix costs -5% 100 If you work on decreasing your fixed costs by 5%, you could increase your profit by 20% Fixed costs (million ) 38 Variable costs (million ) Profit (million )

12 Operational measures that impact the bottom line Examples of levers that influence profit No. of shows Turnover (million ) Base case 100 Fix costs -5% 100 Variable costs -5% 100 An equivalent variable costs reduction effort, may improve profitability slightly more (25%) Fixed costs (million ) 38 Variable costs (million ) Profit (million )

13 Operational measures that impact the bottom line Examples of levers that influence profit Base case Fix costs -5% Variable costs -5% Number of shows +5% No. of shows Turnover (million ) Fixed costs (million ) Developing or acquiring 2 more shows, may lead to similar bottom line gains (25%) Variable costs (million ) Profit (million )

14 Operational measures that impact the bottom line A 5% price increase will lead to significantly higher profits Base case Fix costs -5% Variable costs -5% Number of shows +5% Price +5% No. of shows 42 Turnover (million ) Fixed costs (million ) 38 Variable costs (million ) Price is the most important profit driver Profit (million ) A 5% increase in average prices can lead to 50% higher profits 14

15 Setting the stage Price is the most important profit driver Finding the right price is complex but extremely rewarding. It helps to grow the company, enhances customer satisfaction and retention and drives margins up Pricing goes directly to the bottom line The vast majority of organizations do not pay enough attention to find and set the right price 15

16 You basically have to kill a chicken and dance over its internal parts for a couple of minutes to figure out how to price these things. Technology analyst on the complex variables that determine prices of chips and microprocessors 16

17 Topics I would like to cover today Introduction: Relevance of pricing Pricing in the trade fair industry Value based pricing Results & summary 17

18 Space prices have a large effect on the organizers bottom line but little effect on the exhibitors spend Exhibitor spend Organizer revenue Travel: 10% Other*: Accommodation >10% & food: 10%-15% Own staff: 15%-20% Booth: 25%-30% Raw space rent: 20%-25% Raw space rent: 65%-90% Services: 5%-25% Online activities: 5%-10% jwc research, *Other= Leisure, shopping, promotion, entertainment 18

Let s consider for a moment how pricing is

Mechanics (or history) Cost Competition What s in

The process Direct costs related to product, &

) A single or multiple competitors prices for

19 Let s consider for a moment how pricing is approached in our industry Based on Mechanics (or history) Cost Competition What s in focus? The process Direct costs related to product, & indirect costs (overheads, etc.) A single or multiple competitors prices for similar products Sound bite to remember How things were always done around here The traditional way of doing things Market based but risky 19

20 We have heard many names for new pricing approaches in our industry Dynamic pricing Intelligent pricing Tender pricing Pricing Names has we ve been heard called Power pricing Variable pricing Global sourcing Choicebased pricing 20

21 A good pricing system drives three things in parallel Long-term Sustainability Customer satisfaction Price Profitable growth When customers have offerings connected to value, price is perceived as being fair 21

The trade fair industry is mostly faithful to

common price differentiation factors we see Price

open booth sides Main issues Value for exhibitors

exhibitors is unknown Discount mostly unnecessary

22 The trade fair industry is mostly faithful to conventional ways of pricing Some of the most common price differentiation factors we see Price differentiation based on Booth layout or number of open booth sides Main issues Value for exhibitors is unknown Mainly cost based Booking time Value for exhibitors is unknown Discount mostly unnecessary Volume discounts Insignificant to exhibitors Mostly unnecessary 22

23 Charging a premium based on booth layout is common, but Space can be offered with four different booth layouts 1 Row 3 Peninsula 2 Corner 4 Island Clearly the most attractive (valuable) type of space? Aisle Space types paid for by exhibitor 23

it not always reflects value perceptions of customers Large sized companies Medium sized companies 0,6 0,6 0,4 0,2 0,45 0,49 0,4 0,0-0,2-0,4-0,6-0,8-0,86-0.

24 it not always reflects value perceptions of customers Large sized companies Medium sized companies 0,6 0,6 0,4 0,2 0,45 0,49 0,4 0,0-0,2-0,4-0,6-0,8-0, ,2 0,0-0,2-0,27 0,27 0,15-0,15-1,0-0,4 row corner peninsula island row corner peninsula island Relative utility values Small sized companies The large sized companies prefer the island space but for the small sized companies this kind of booth provides, (relatively speaking) least value 0,6 0,4 0,2 0, ,21 0,17 It is key to measure the exact value of services to exhibitors and to measure their willingness to pay -0,2-0,4-0,6 row corner peninsula -0,44 island 24

25 Price and Value actually have the same meaning 1 What is Price in Latin? Pretium 2 What is Value in Latin? Pretium Pretium = Price = Value 25

26 Topics I would like to cover today Introduction: Relevance of pricing Pricing in the trade fair industry Value based pricing Results & summary 26

27 Value based pricing takes all conventional pricing basics into account, but the decisive element is the value to customers 4 Value Customer s willingness to pay Complex but rewarding 1 Mechanics (or history) 2 3 Costs Competition Value based pricing builds on the three traditional pillars 27

28 There must be a corridor of price points for which value and price are well aligned High Price Missed Opportunities Medium Low Un-harvested Value Value received Low Medium High Source: Nagle 28

Many factors that drive value for exhibitors Overarching goal The value of the exhibition is driven by the number and quality of visitors arriving at the booth Illustrative list Those things which

29 Many factors that drive value for exhibitors Overarching goal The value of the exhibition is driven by the number and quality of visitors arriving at the booth Illustrative list Those things which exhibitors associate with positive value in support of the overarching goal Matchmaking Community content Booking time (very early, on-site, last minute) Specific hall in venue Column free halls Booth layout (no. of open sides) Marketing communications (on and off line) Additional services (e.g. travel booking) Build-up days Shell schemes Hall level Booth location Size / flexibility Show-specific (e.g. hosted buyer programs) The importance of the value drivers and the willingness to pay for it varies from show to show 29

30 Surveys reveal that exhibitors value perception is different from show to show Relative importance of product features/attributes* Booth layout Location Booth type (shell) Amenities area Build up time Booking time Vicinity to magnet Other services Hall type Price/m² 30% 21% 11% 25% 16% 25% 16% 15% 14% 10% 12% 21% 12% 24% 8% 18% 28% 6% 12% 19% 13% 12% 7% 4% 9% 22% 13% 10% 13% 5% 15% 22% 12% 14% 26% 15% 4% 14% 24% 11% 4% 18% 16% 15% 4% 8% 9% 32% 7% 4% 9% 23% 7% 12% 7% 26% 9% 8% 3% 100% 90% 80% 70% 60% 50% % 15% 23% 10% 24% 33% 35% 36% 36% 37% 37% 41% 43% 48% 48% 51% 54% 30% 20% 10% Trade show: *Random selection from various jwc projects, different attributes tested and survey models 30

Airlines are discovering value based pricing Competition based

All customers have the same options - standard across airlines.

but decrease legroom. The costs per seat decrease.

31 Airlines are discovering value based pricing Competition based Standard seating configuration. All customers have the same options - standard across airlines. Cost based Add an additional row of seats to increase profits, but decrease legroom. The costs per seat decrease. Value based Provide value driven options, such as differing legroom to increase profits and customer satisfaction. 31

Shopping malls: Customer perceived value depends on the quality of a shop s infrastructure and surroundings 1 A dark location on the top floor, next to fire fighting

32 Shopping malls: Customer perceived value depends on the quality of a shop s infrastructure and surroundings 1 A dark location on the top floor, next to fire fighting equipment: $75/sqft 2 A central shop near a café: $125/sqft 3 A location next to the main entrance: $1/sqft Accordingly, event organizers should link location to prices/sqft 32

Publishing: Circulation determines value based pricing Publishing case study 1: Price of a full-page ad for various German women s magazines Price for a standard full-page colour ad ( 000) Titles The

33 Publishing: Circulation determines value based pricing Publishing case study 1: Price of a full-page ad for various German women s magazines Price for a standard full-page colour ad ( 000) Titles The number of contacts or the proportion of target group reached determines the price for an advertisement Circulation 0 200,000 0, , ,000 Publishers Accordingly, events organizers may make prices/m² dependent on the total number of visitors at the gate or the proportion of target group reached 33

) Opening spread (pages 2+3) Back cover Page next to table of contents Page next to editorial 126.9 66.9 37.0 27.0 26.

34 Publishing: Eyeball traffic determines value based pricing Publishing case study 2: Price of an ad varies by location (full-page colour add in 000) The number of contacts determines the price for an advertisement Cover Gatefolder (around cover p.) Opening spread (pages 2+3) Back cover Page next to table of contents Page next to editorial First inside page 25.5 Standard page 24.7 Accordingly, event organizers should make prices/m² dependent on the attractiveness of the location of each exhibition stall 34

35 Trade fairs today typically charge the same price per sqm at every location in the hall One price fits all Example: 20,500 m² hall Utilization ratio: 60% Price / m²: 185 Revenue 2.27m Cost 2.05m Profit 220,000 35

segment: 185 Silver segment: 145 Utilization ratio: 64%

36 Value based pricing improves revenue and margins significantly Price structure Platinum segment: 225 Gold segment: 185 Silver segment: 145 Utilization ratio: 64% Revenue 2.32m Cost 2.05m Profit 270,000 Profit increase +23% Avrg price/m²

Value based pricing with optimized hall planning improves

exhibitors that will act as magnets, making their

225 Gold segment: 185 Silver segment: 145 Visitor magnets :

05m Profit 350,000 Profit increase +59% Avrg price/m² 180

37 Value based pricing with optimized hall planning improves revenue and margins even more Offer attractive prices to exhibitors that will act as magnets, making their surrounding more valuable Price structure Platinum segment: 225 Gold segment: 185 Silver segment: 145 Visitor magnets : 50 Utilization ratio: 65% Revenue 2.m Cost 2.05m Profit 350,000 Profit increase +59% Avrg price/m² 180 ESSENTIAL REQUIREMENT: Learn how much the customer is willing to pay for visitor frequency 37

down around 380/m² already touch a region of significant 335/m 2 price sensitivity But

38 Value to customers can be measured very accurately Illustrative 1 2 There is room for price increases: But price Today s price range and average price of acceptance breaks down around 380/m² already touch a region of significant 335/m 2 price sensitivity But within segments and service features, there is ample room for improved pricing in both cases 38

39 Booth layout: Offers ample opportunity for price differentiation Relative utility: Stand layout by stand size m² - 14m² 15m² - 16m² 17m² - 20m² 21m² - 30m² 31m² - 54m² Total 1 open side 2 open sides 3 open sides 4 open sides 39

Booking time: It is mostly unnecessary to give early bird discounts 53 Relative utility: Booking time +1-13 54

40 Booking time: It is mostly unnecessary to give early bird discounts 53 Relative utility: Booking time Early Onsite plus 1 month after the show Midway 17 to 7 months prior to the show Late From 6 months prior to the show

Location: In the vast majority of cases, exhibitors are prepared to pay a premium for a good booth location Two trade fairs covered in recent studies showed different views of the customer base with

41 Location: In the vast majority of cases, exhibitors are prepared to pay a premium for a good booth location Two trade fairs covered in recent studies showed different views of the customer base with regards to location Illustrative High visitor frequency is far better than Standard ; Very high is smaller improvement Platinum locations are favored slightly more than Gold This is a high-level (non-segmented) view. 2 nd level analysis looks at segment-specific data 41

Conferences and Confexes: Besides space revenue, typically two additional types of related revenue streams need to be aligned to value 1 Sqm revenue 2

professional, size of organization, etc.

42 Conferences and Confexes: Besides space revenue, typically two additional types of related revenue streams need to be aligned to value 1 Sqm revenue 2 Delegate revenue Sold in large numbers (typically thousands) Typically few parameters that affect the price (e.g., time of registration, degree of access to event, academic vs. professional, size of organization, etc.) 3 Sponsorship packages Sold in small numbers (dozens, rarely more than a hundred) Typically sold as complex packages with a large number of differentiating features Highly bundled with other offerings (i.e. delegate and sqm revenue) 42

43 Let s take a step back and consider for a moment what determines our pricing power Definition Pricing power is the ability to raise prices without a decrease in demand The single most important decision in evaluating a business is pricing power 43

without a decrease in demand By choosing to improve performance in key

44 Let s take a step back and consider for a moment what determines our pricing power Definition Pricing power is the ability to raise prices without a decrease in demand By choosing to improve performance in key components of our offerings, we can directly impact our pricing power 44

45 Let s take a step back and consider for a moment what determines our pricing power Command the right price By regularly measuring your pricing power you can price your offerings according to the value they bring As you continue push knobs up, you create value and increase your pricing power 45

46 Topics I would like to cover today Introduction: Relevance of pricing Pricing in the trade fair industry Value based pricing Results & summary 46

47 Profitability of shows increased significantly with the introduction of value based pricing; average increase of revenue was 9% A selected view of 15 projects taken from various industries, different regions, show sizes and market positions (e.g. high growth, flat, poor health, recent acquisition, etc.) 16,5% 15,0% 13,5% 15.2% VBP revenue increase per project Europe based show US based show Asia based show 12,0% 10,5% 9,0% 7,5% 6,0% 9.3% 9.3% 10.6% 7.4% 8.2% 8.5% 9.7% 5.9% 6.6% 8.2% 10.0% 10.5% 8.3% 6.6% 9.0% 4,5% 3,0% 1,5% 0,0%

48 What exhibitors are saying about value based pricing The new pricing policy is now very transparent. The new system is fairer to all exhibitors. Finally you have got it all right. 48

49 If you only take four things away from this presentation today. 1 Pricing Pricing is the most powerful profit improvement lever 2 3 Value-based (measure it) Value sells Value based pricing, which is measured and analyzed, enhances customer satisfaction, retention, and yield With value based pricing your sales force will be given the opportunity to talk about value instead of prices 4 Powerful insights Survey results provide extremely valuable and powerful insights for your sales force 49

50 jwc helps customers to grow and increase profitability

Chapter 12 Managing Relationships and Building Loyalty

GENERAL CONTENT Multiple Choice Questions Chapter 12 Managing Relationships and Building Loyalty 1. Which of the following is NOT one of the advantages to incremental profits of a loyal customer? a. Profit