By Mary Tucker | Senior Communications and Content Manager | IAEE
Exhibition industry professionals understand that the ability to drive expo and event sales can make or break an organization’s success. Whether you’re looking to refine your sales approach, overcome common objections, or leverage data to maximize revenue, understanding the complete sales cycle is essential.
Jennifer Kerhin, MBA, CEM, CMP is CEO of SB Expo & Events and will be leading the IAEE Master Series Certificate on Event Sales and Sponsorship this March. This comprehensive three-part virtual series is designed for industry professionals ready to elevate their sales game and achieve measurable results. Upon completion, participants will earn a certificate in event sales and sponsorship, armed with strategies they can implement immediately.
Jennifer has designed each session to build upon the last, creating a complete framework for sales excellence. From foundational research and strategy development to practical tactics and performance analytics, this series covers everything needed to drive sustainable revenue growth in the events industry.
Here, she shares insights into what attendees can expect from each session and offers a preview of the actionable knowledge they will gain.
Part 1: Sales Strategy and Research (5 March)
Many organizations struggle with creating a sales strategy that produces their targeted conversions. What’s the biggest mistake you see when developing an exhibit and sponsorship sales strategy, and how does proper research help avoid this?
Jennifer: The biggest mistake I see is starting with what the organization wants to sell instead of what the market is actually willing to buy. Too often, teams reuse last year’s strategy and hope for better results. For example, meeting planners often want the welcome reception sponsored but sponsors want active engagement and thought leadership, not brand exposure at the reception. A sales strategy that provides sponsors what fits their marketing strategy and what won’t cause a giant headache for meeting managers
Understanding the “why” companies exhibit or sponsor is the key to success. This can only be uncovered through conversations. Why do they invest in your meeting? What is their marketing goal – new leads or conversations with current clients, brand exposure or new product launches? Once you know the “why,” you can devise an effective strategy.
When it comes to building a prospectus that supports revenue goals, what key elements do most organizations overlook, and how can aligning offerings with market needs through research make the difference between a mediocre and exceptional sales year?
Jennifer: Most prospectus focus on the exhibit details or sponsorship offerings but not explaining “why” a company should exhibit or sponsor. Detailing the attendee demographics, their onsite schedule and how they interact with companies is the key to success.
Part 2: Sales Tactics that Work (12 March)
Sales scripts often get a bad reputation for sounding robotic or inauthentic. Can you share your approach to writing effective sales and phone scripts, and how event sales professionals can use them to uncover genuine exhibitor and sponsor needs rather than simply pushing a sale?
Jennifer: Scripts are conversation guides, not word-for-word instructions. A good script gives structure while leaving room for curiosity. The goal is to ask better questions, listen closely and respond with relevance. When sales professionals use scripts to uncover goals, timelines and constraints, the conversation shifts from selling to problem-solving.
The most important question is “Why?”: Why are you exhibiting with us? Why are you exhibiting at [xyz] trade show? Why are you advertising more than trade shows? Why are you holding your own customer event? and then follow up with, How can we help your marketing?
Showing a desire to learn and help the company’s marketing staff by asking questions is where trust and momentum really start.
Objections and negotiations are where many deals fall apart. What are the most common objections you encounter, and what’s your framework for handling them confidently while still securing the commitment you need?
Jennifer: The most common objection is always budget. A great salesperson can move past “budget” to truly understand the issue.
My framework is simple: acknowledge, clarify and reframe. Objections usually signal uncertainty, not rejection. When you confidently address what’s behind the objection and connect the offering back to the buyer’s goals, negotiations become collaborative instead of adversarial. Confidence comes from preparation and knowing which questions to ask.
So, the responding question is, Tell me about your budget. Are you doing any trade shows at all this year? If so, which ones? How is that trade show is more valuable to your marketing? A great salesperson will uncover what the true reasons are behind the “budget” answer. Ultimately “budget” is the symptom, not the true cause/reason.
Part 3: Analytics and Review (19 March)
With so much data available today, event professionals can easily suffer from analysis paralysis. What are the key metrics and dashboard elements you recommend focusing on in a CRM for tracking sales pipeline, and how can teams avoid getting lost in extraneous data that doesn’t drive decisions?
Jennifer: The key is focusing on metrics that drive action. I recommend tracking pipeline value by stage, % of past exhibitors/sponsors returning, # of activities, # of unique contact activities and # of new exhibitors.
If a metric doesn’t help you decide where to focus your sales effort tomorrow, it probably doesn’t belong on your dashboard. Simple, consistent reporting beats complex dashboards that no one actually uses.
Post-show reviews are critical but often rushed or skipped entirely. What does a structured post-show review process look like in practice, and how can organizations translate their sales analytics into concrete strategies that increase revenue in the next event cycle?
Jennifer: A strong post-show review looks at what sold, what stalled and why. It combines data with honest team feedback and clear takeaways. The most important step is turning insights into specific changes such as adjusting pricing, refining packages or reallocating sales time. When reviews are structured and intentional, they become one of the most powerful tools for driving year-over-year revenue growth.
