Friday, August 15, 2025

Selling by Stagedooring

Builders of products have a different star power than actors hired as expo booth staffers.

The sensory experience of even a day in New York City can spark ideas in any marketer’s mind, and what better source of inspiration than a live performance. However, it’s hard to sit and watch a Broadway show with the incessant chatter of questions in one’s mind, especially when one can’t have them answered instantly. While the many unanswered questions occasionally got in the way of complete immersion in the experience of a brilliant show, it was what occurred after the play that got me thinking about trade shows as performative art.

As everyone spilled out of the theater late in the night, I saw another line forming on a side street, of audience members, playbills in hand. For the theater-novice like me, playbills are like a show guide. You can learn about the actors who are characters in the play. The protocol is to review their pictures on the playbill to know what the actors look like in real life, so when they walk out that stage door in everyday attire, they are still recognizable for that must-have selfie.

Since lines are meant to be joined without question to make the most of life, I got to watch up-close the hero-worship that the actors enjoyed. I observed how delighted the members of the audience waiting in the line were to chat with the artistes. There was the banter, the autographing of the playbill, followed by a selfie. Apparently, there’s a word for it: stagedooring.

That brings me to the topic at hand. Trade show exhibitors can learn from Broadway.

At a trade show in Washington DC, I passed by a booth that featured models in factory overalls. At a trade show in another industry in Austin, TX, there were no actors or models, just industry professionals who had compounded decades of work and acquired deep domain expertise. In both instances, there was a certain star power. However, in the case of actors and models, the products or brand weren’t the main attraction. Therein lies a lost opportunity on many fronts.

Steve Jobs and his team had their signatures etched into the Macintosh mold because they were considered artists. How about arranging stagedooring to meet these artists? A company could showcase its craftspeople or designers at its trade show exhibit alongside products or product imagery. Besides a product brochure, pass around a playbill. Allow your customers the chance to learn about your products from those who manifested them. Encourage your designers and makers to obtain firsthand feedback and seek suggestions. Offer autographs, banter and selfies at your booth.

The exposure is definitely not for the faint of heart, nor for the slim of budget, and certainly not for an industry with a culture of talent-poaching by competitors. Still, it’s tempting because showcasing that kind of inhouse star-power and the consequent visible hero-worship can do wonders, both, for a brand, and its creators.


Sunday, August 10, 2025

Selling Delayed Gratification

Clairvoyance is a hard sell without something to show but hops of faith sustain a venture.

In an age of instant gratification, impatience and distraction, consumers swim against the tide of noise to fish for signal. How then does a marketer attract a following and retain the interest of early adopters for an offering that won’t show results for a while?

For a product that takes years to manifest, building a brand becomes mission critical. Convincing early adopters to keep faith requires visible milestones worthy of celebration along the way to delivering on the brand’s promise, like med schools which ship out a ‘Certificate of Admission’ after an emailed offer.

Imagine a product, perfecting which, takes generations like the Sagrada Família in Barcelona that is expected to be completed in 2026, after 144 years. How does a brand that is years ahead of its time develop the stamina to stay the course until the market recognizes its value?

A few years back I had the opportunity to design a summer workshop for middle-schoolers on developing an entrepreneurial mindset. Unlike Kumon or SAT prep, such alternative programs take multiple years to bear fruit and a different level of patience in the customer. Alternative learning works when the environment extends home, which makes it a family affair. Expectations that 11-year-olds will go into launch mode without figuring out what can make them self-motivated was a challenge. Usually, about half-way in the duration of the workshop one could see parents’ complete buy-in. It still required a leap of faith on the part of the parents.

What does selling delayed gratification look like, especially for a product that takes a long time to yield results, or a tough training or certification program? For an alternative education program that isn’t like SAT prep where one can see measurable results after each practice test there are lessons to be learned from horticulturists who must sell a small bag of dirt promising a flowering plant, or universities that promise future professional success. Let’s break them down.

·       Strength in numbers: External validation needs a community of believers lined up to cheer participants along their long arduous path like the cheering crowds lining a marathon route.

·       Validation milestones: In learning and development programs, milestones like completing market surveys or interviews of industry stalwarts provides intermittent feedback and reinforcement that encourages participants to sense progress.

·       Celebrate micro success: Recognize success as soon as the first plant yields flowers or the first student has a story worth sharing, with a reward or a social media re-post.

·       Foster peer-support: Remove hurdles for customers to share their progress with one another.

·       Gather multi-generational audiences: A multi-generational gathering with successful alumni helps current participants to keep faith with a long-term view. Hence, user conferences.

As many of the alumni will say, in the end it all works out. However, entrepreneurs and investors need more patience than what they expect of their customers for products with long gestation periods.