Visitors Experiences, Expectations

and Satisfaction in Trade Shows

and Exhibitions

Zauyani Zainal Mohamed Alias and Nor’Ain Othman

Abstract A trade show and exhibition is an important promotion tool for com-
munication which includes information exchange. Participating in international
trade shows and exhibitions is an approach that facilitates global expansion.
Achieving better trade show and exhibition performance should be a vital issue for
participating companies because they dedicate budgets and time for the participa-
tion. The purpose of this chapter is to examine visitor experiences across different
stands and other event areas at the trade show and exhibition; to identify visitor
expectations with the different exhibitors and with other visitors; to identify visitor
satisfaction through their evaluations of different experiences at the trade show and
exhibition; and to propose a new perspective to see business visitor behavior from
an experiential standpoint. Ethnographic methods are adopted based on extensive
study and an immersion in a selected trade show and exhibition in Malaysia. This
chapter provides an initial understanding of the nature of the experiences provided
at trade shows and exhibitions. In reporting corresponding visitor responses, this
chapter will also contribute to research on trade show and exhibition performance.

1 Introduction

Customer experience has become a very commonly used phrase in recent years, but
like “innovation” and “design” it is actually difficult to find a clear, commonly held
definition, even though many businesses see improving their customer experience
as a competitive differentiator. Customer experience is the practice of designing and
reacting to customer interactions for the purpose of meeting or exceeding customer
expectations, thereby, increasing customer satisfaction, loyalty and advocacy. In

Z. Z. M. Alias (&)
N. Othman

Universiti Teknologi MARA (UiTM), Shah Alam, Malaysia
e-mail: zzml_1909@yahoo.com

© Springer International Publishing AG, part of Springer Nature 2018 37

M. Kozak and N. Kozak (eds.), Tourist Behavior, Tourism, Hospitality & Event
Management, https://doi.org/10.1007/978-3-319-78553-0_3
38 Z. Z. M. Alias and N. Othman

consumer goods markets, many companies have recently adopted marketing

practices centered on a more holistic view of consumers and their relationships with
brands based on an emotional rather than a rational approach to consumption and
marketing stimuli. This new approach, which puts consumer experiences at the
centre of marketing practices, gained momentum at the end of the 1990s thanks to
the publication of some best selling management books. Specifically, the per-
spective considers experiences as a new category of supply as different from ser-
vices as services are different from goods (Gilmore and Pine 2002; Pine and
Gilmore 1998, 1999).
Creating an experience that truly impresses customers and exceeds expectations
ensures that they will want to continue doing business with you. Proponents suggest
that by creating memorable and complex customer experiences comprising different
but interrelated elements (e.g. cognitive as well as emotional, behavioral as well as
relational), marketers can obtain a competitive advantage over rival firms (Prahalad
and Ramaswamy 2004; Schmitt 1999). Moreover, monitoring and managing these
experiences may increase customer satisfaction considerably (Berry et al. 2002).
From the ivory towers of academic debate, this experience centric view of
consumption started to influence managerial practice when a few best selling
management books popularized the implications of such research on effective
marketing. Pine and Gilmore (1998, 1999) and Gilmore and Pine (2002) suggested
that experiences are a new supply category, as distinct from services as services are
distinct from material goods. Schmitt’s (1999) synthesis of basic findings in con-
sumer research provided marketers with a “how to” handbook on creating expe-
riences. By deploying “experience providers” such as product design and
packaging, store atmosphere, human resources’ behaviour, advertising, etc., firms
can create a competitive advantage in terms of product differentiation, brand image,
customer satisfaction and loyalty (Prahalad and Ramaswamy 2004; Schmitt 1999).
The purpose of this chapter is to examine visitor experiences across different
stands and other event areas at trade shows and exhibitions; to identify visitor
expectations with the different exhibitors and with other visitors; to identify visitor
satisfaction through their evaluations of different experiences at Malaysian trade
shows and exhibitions. Finally this research would also like to propose a new
perspective to see business visitor behavior from an experiential standpoint.

2 Literature Review

The meeting, incentives, convention, and exhibition business (MICE) generally

comprises small to medium sized organizations, and is not as formally integrated as
many other industries. The sector does, however, maintain a high degree of con-
tinuity and consistency in what is a complex and diverse area of business activity
through ongoing exchanges among industry organizations and via regular forums.
Tradeshows, along with other large group sessions, are part of the meetings,
Visitors Experiences, Expectations and Satisfaction … 39

incentives, conventions, and exhibitions (MICE) sector and constitute a major

global economic activity.
Trade shows, trade fairs or trade exhibitions may vary in their names, but the
basic function of all these events is the same. A trade show is an event that brings
the manufacturers of products, suppliers, distributors, potential customers, and all
those related service providers who manage to set up the exhibition of their
products under one roof, in a given period of time and at a specific location or
venue. While according to Oxford dictionary, an exhibition is an event where a
public display of works of art or items of interest, held in an art gallery or museum
or at a trade fair.
Wikipedia (2013) defines a trade show as: “An exhibition organized so that
companies in a specific industry can showcase and demonstrate their latest products
and services, study activities of rivals and examine recent market trends and
opportunities.” The event has two features: a defined time frame and is held peri-
odically. A trade shows aims to match interests among the organizers, exhibitors,
and visitors and, thus, Kotler (2000) classified trade shows as constituting a means
of sales promotion. Governments, chambers of commerce, industry associations, or
specialized exhibition companies usually organize trade shows. They can be clas-
sified into the following types according to their characteristics (Wen and Duan
2008).
• By origin of participants: international, national, regional, and local trade shows.
They range is from large to small areas according to origin of exhibitors and
visitors.
• By range of goods offered: including universal/general, special interest, and
industry-specific trade shows (Gopalakrishna and Williams 1992).
• By audience: including business-to-business (B2B) and business-to-customer
(B2C) shows. Consumer fairs are open to the public, while company repre-
sentatives and the press can only attend others; thus, trade shows can be clas-
sified as “public” or “trade only”.
From visibility to credibility, exhibiting at a trade show has hundreds of benefits
for your business. Establishing a presence, whether big or small, for your company
at a trade show gives you a powerful platform for meeting new customers, reaching
out to your existing client, and building a more established and reliable brand.
Trade shows and exhibitions have increasingly been considered as effective product
promotional events. Trade shows have also constituted a multi-billion dollar
business all over the world (Dekimpe et al. 1997).
The significance and importance of trade shows and exhibitions have been
increasingly researched and well documented in international marketing literature.
Trade shows are recognized as effective marketing tools that boost the firm’s ability
to compete and succeed in the rapidly changing global business environment
40 Z. Z. M. Alias and N. Othman

(Seringhaus and Rosson 1998). The usefulness of trade shows is a unique medium
for new product introduction, meeting with large numbers of potential customers,
suppliers and distributors etc. Trade shows are also considered as a cultural phe-
nomenon enabling them to understanding different cultures from all over the world
under one roof (Li and Ling-Yee 2008).
Tradeshows are an essential instrument in the marketing of goods and services
since they provide vendors a very focused platform for communication and
exchange with customers of different kinds (Kirchgeorg 2005). Thus, the fair and
tradeshow business itself today has become an international multi-billion dollar
industry (Hansen 2004), in which trade fair organizers earn the biggest share of
sales with exhibitors, who are paying fees for exhibition services. As other services,
tradeshows come along with intangible elements and a high degree of customer
integration as co-producer of perceived service quality at the point of service
(Parasuraman et al. 1988). Thus, vendors strive for achieving a high level of cus-
tomer satisfaction in order to foster desired customer attitude and behavior like e.g.
intention to buy, positive word of mouth and purchase or repurchase behavior
(Keaveney 1995). Measurement and evaluation of customer satisfaction, specifi-
cally exhibitors’ and visitors’ satisfaction therefore are key success factors for every
trade fair and public fair organizer.
Literature on trade shows has also not so far adopted an experiential perspective,
even if trade shows are one of the few cases of business-to-business experiential
marketing cited in the most popular books on experiential marketing (Pine and
Gilmore 1999). Trade show participation represents a significant share of the
promotional budget of firms operating in business markets (Shipley and Wong
1993; CERMES 2007) and, not surprisingly, scholars have long tried to provide
industrial marketers with guidance on cost-effectiveness issues. Over the years,
existing trade show scholarship has provided a body of knowledge that can assist
industrial marketing managers in three key decisions (Hansen 1996; Munuera and
Ruiz 1999):
1. How to select the “right” trade shows among the many competing events present
in the market (e.g. Bonoma 1983; Gopalakrishna and Williams 1992; Kijewski
et al. 1993; Shoham 1992);
2. How to manage trade show participation effectively (e.g. Godar and O’Connor
2001); and
3. How to measure trade show performance and returns on investments (e.g.
Gopalakrishna and Lilien 1995; Gopalakrishna et al. 1995; Hansen 2004; Sashi
and Perretty 1992; Sharlang and Balogh 1996; Seringhaus and Rosson 1998;
Tanner 2002; Williams et al. 1993).
Literature discussing trade show visitors has, on the other hand, been much more
limited. This scholarship (e.g. Bello 1992; Bello and Lohtia 1993; Moriarty and
Spekman 1984; Rosson and Seringhaus 1995) has shed light on trade show audi-
ence composition and visitor motives for attending these events. However, most of
Visitors Experiences, Expectations and Satisfaction … 41

these studies adopt a view of visitors as the audience of exhibitors’ communicative

efforts. In other words, industrial buyers are conceived as cognitive agents who
process individual exhibitor marketing stimuli as information. In this chapter, we
propose that the adoption of an experiential standpoint may contribute to a more
holistic understanding of industrial buyer behaviour and the identification of more
effective trade show participation solutions for industrial marketers.

3 Theoretical Framework

Research can be carried out in a number of ways; however, all research follows a
similar framework that contains a sequence of activities that are highly interrelated
and which together form the research process. Not all research processes follow a
stringent sequence; however, a common pattern does exist: firstly, the problem is
discussed and located within the body of existing knowledge, followed by the
research design, sampling, and data collection. After this, data analysis takes place
and finally, the summary of findings. This process may follow a cyclical order
because iterative steps may be needed to solve certain problems. Also when some
studies reach their conclusion they often create new problems and these, in turn,
provide the foundation for further enquiries (Veal 2006).
Saunders et al. (2007) in line with Veal’s (2006) view suggest that before
carrying out a study, the researcher must decide on an appropriate framework by
observing a number of considerations and decisions, which should include the
following:
• Reappraisal of the objectives of the research project which consequently assist
in choosing a suitable paradigm;
• Decisions about methods and techniques to be utilised in data collection and
critical examination of methods used in previous studies;
• Identification of constraints of the research project which is likely to help in
eliminating less suitable methods and strategies of data collection;
• Decisions about the possibility and viability of adoption of mixed methods in
order to obtain a superior data set;
• Identification of the limitations of the research design and issues relating to
reliability and validity of the design.
The framework above is particularly beneficial as it emphasises the significance
of analyzing and using previous studies conducted within the subject/topic area as
guides. In addition, it accentuates the evaluation of data gathering methods to
ensure reliability and validity. This research basically will focus on two major
paradigms as per below.
42 Z. Z. M. Alias and N. Othman

3.1 Consumer Experience and Experiential Marketing

Traditional approaches to marketing have been sustained by a view of customers as

rational individuals who process advertising and other marketing stimuli as infor-
mation. In more recent times, however, many firms operating in consumer goods
markets have started to adopt marketing strategies based on the premise that cog-
nitive processes are just a part of the picture when speaking of consumers and their
relationships with brands. The first academic proponents of the experiential per-
spective argued that, at least in certain contexts (e.g. hedonic products such as
novels, plays and sports), consumer actions may be motivated by “fantasy, feelings
and fun” and not only rationality (Holbrook and Hirschmann 1982).
Over the years, other contributions have shown that consumers do actively
search for the emotional, sensorial and relational aspects of consumption goods and
activities, as these aspects are intrinsically gratifying and contribute to constructing
individual and collective identity (e.g. Arnould and Thompson 2005; Holt 1995;
Schau and Gilly 2003; Thompson and Hirschman 1995). Other scholars have
identified the different elements that create experiences, including sensorial stimuli
and, most importantly, meaningful social bonds with other consumers. Shared
consumption experiences enable the creation of several typologies of community of
consumers, variously labelled as consumer tribes (Cova and Cova 2002; Cova et al.
2007), subcultures of consumption (Celsi et al. 1993; Schouten and McAlexander
1995), and brand communities (Muniz and O’Guinn 2001).

3.2 Experiential Marketing in Business Markets and Trade

Shows

Experiential marketing has so far been mostly discussed in the context of consumer
markets. In contrast, the possibility of applying an experiential approach in a
business-to-business marketing setting has received scant attention, with the
exception of a few marginal references (e.g. cases of emotionally charged rather
than features-and-benefits advertising for industrial products in Schmitt 1999;
suggestions for the spectacularisation of business products and services in Pine and
Gilmore 1999). A possible explanation for this lack of attention is that the expe-
riential perspective has to a great extent focused on emotions, feelings and hedonic
dimensions as central determinants of consumption behaviour (Addis and Holbrook
2001). This focus has probably resulted in greater theoretical difficulty in applying
the conceptual lenses of experience to industrial buyer behaviour, where the
received wisdom considers purchasers to be professional and rational actors
(Gilliland and Johnston 1997).
Visitors Experiences, Expectations and Satisfaction … 43

4 Methodology

This chapter aims to investigate patterns of visitor experiences, expectations and

satisfaction at trade shows and exhibitions. The rationale for the research resides in
the proposition that by monitoring customer experiences, precious indications for
managing such experiences in more effective ways may be gathered (Berry et al.
2002). To make sense of the complex experiences lived by industrial buyers at trade
shows and exhibitions, ethnographic methods adopted based on extensive study and
a long “immersion” by researchers in a sample of Malaysian trade shows and
exhibitions. As is common in market-based ethnographies (Arnould and Wallendorf
1994), the research strategy based on both participant observation and elicitation of
information through interviews. In the field of business-to-business marketing,
ethnographic approaches are still unconventional, but scholars have recently
advocated the use of interpretive methods to make sense of industrial markets
(Cova and Salle 2003; Gummesson 2003) and discover new phenomena that more
conventional approaches would fail to recognise.
The context for our investigation consists of five Malaysian trade shows and
exhibition dedicated to different industries (biogas, biotechnology, architecture,
innovation, invention and technology) held in the period of 2016–2018. These
events are among the most important international shows in Malaysia. The purpose
of this chapter is to examine visitor experiences across different stands and other
event areas at the trade shows and exhibitions; to identify visitor expectations with
the different exhibitors and with other visitors; to identify visitor satisfaction
through their evaluations of different experiences at the trade shows and exhibi-
tions; and to propose a new perspective to see business visitor behavior from an
experiential standpoint.
As is common in ethnographic approaches, multiple methods and techniques
were used to collect and analyse data (e.g. Arnould and Wallendorf 1994; Sherry
1995). Participant observation consists 60 researcher-days of field experiences,
which results in field notes and journal reflections. Over 100 formal and informal
interviews were conducted and fully transcribed. Informants included visitors from
different backgrounds and company positions. Typical questions include the reason
for attending the trade show, the use of time during the event, more and less useful/
enjoyable aspects of the visit, sequencing of activities during the show, and selected
background questions. The questionnaires used to identify the visitor expectations,
satisfaction and overall experiences at the trade shows and exhibitions.
44 Z. Z. M. Alias and N. Othman

Conceptual framework adapted from Santos and Boote (2003)

5 Conclusion

In particular, these research focus on trade shows and exhibitions, which are
important promotional instruments for firms operating in industrial markets. The
most important contribution is in the understanding of visitor behaviour, and the
results will extend research on visitors by highlighting that industrial buyers search
for activities at trade shows and exhibition. This research will also be tracking the
industrial buyers, shed light on typical routes that have gone unnoticed in previous
studies.
Furthermore, the chapter will contribute to research on exhibitors, as to provide
an initial understanding of the nature of the experience they provide at trade shows
and exhibitions. In reporting corresponding visitor responses, this chapter will also
contribute to research on trade show and exhibition performance. This chapter will
also respond to the recent call for research on trade show organisers (Munuera and
Ruiz 1999; Rinallo and Golfetto 2006). In a context characterised by a proliferation
of trade shows that actively fight to attract the limited resources of exhibitors and
Visitors Experiences, Expectations and Satisfaction … 45

visitors alike, these organisations need to understand their dual markets more fully
in order to offer better events. Moreover, exhibitor performances are, to a certain
extent, dependent on organiser activities. Even the most carefully managed stands
will yield few returns if organisers fail to attract visitors that correspond to the
exhibitors’ target groups. It is therefore in the best interest of both exhibitors and
organisers that trade show research provides guidance on how to organise trade
shows “better” (Munuera and Ruiz 1999; Rinallo and Golfetto 2006).
Despite its focus on trade shows and exhibitions, this chapter also contributes to
experiential marketing literature. The application of an experiential approach in
business-to-business contexts has received scant attention in industrial marketing
literature. Nevertheless, industrial marketers have been creating promotional
experiences at trade shows for decades without applying the experiential marketing
label to their endeavors.

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