I make it a point to visit as many trade shows as possible. After all that's my business and I decided long ago that in order to be on the cutting edge, I had to be in the middle of the action.

Sometimes I go to shows because I have clients exhibiting and want to see if our planning has been successful. Other times I go to get new ideas for displays... what new systems are available... what's new in materials and color.

I also take great interest in how companies "work" their areas... What is the plan and how is it put into action. Who is staffing the booth... the sales force, the techies, the PR staff, the CEO or the owners kids and spouse? Are they getting the maximum return from their resources?

Recently I have become keenly aware that many companies have separated the trade show function from the rest of the marketing arena. In many cases the Tradeshow Manager for a company has no idea what the term "inquiry management" means. In simple English it means: What are you going to do with the leads from the show? Unfortunately the answer from many Tradeshow Managers is "that's somebody else's job". The function of a good Tradeshow Manager is to create good sales leads. Generating strong leads and knowing what to do with them is critical to realizing a profitable return on the tradeshow investment.

It should be the responsibility of management to hold the show manager responsible for the following:

1. Developing a profile on all prospects. This means getting more than name, company, address and phone number. A good profile will include answers to the following questions: Does the prospect have the authority to purchase or recommend purchase? Is there a need for your product?... What is the prospect currently using?... Is there a budget?... When will funds be available for purchase?

2. Creating a database that is user friendly and training others to understand its function: A follow up system that effectively turns prospects into customers.

3. Increasing the quality and quantity of prospects coming to the booth. This includes planning pre- and post-show marketing activities that complement the overall market strategy of the firm.

Any Tradeshow Manager who feels that inquiry management "is somebody else's job" should be looking for a new position, as should any Sales/Marketing Manager who feels show management is not in his/her job description.

It should not come as a surprise that failing to take responsibility for a job usually creates "somebody else's job!"