 he clock starts ticking the minute you decide to attend a show.
You have deadlines for choosing exhibit space, for ordering show services, and for designing and building your exhibit. Creating a detailed timeline can prevent missed deadlines, which can cost you — in lost vendor discounts, last-minute rush charges, and lost opportunities.
There is no “right” way to compile a timeline. You can create one master timeline with every show detail or one that notes only major deadlines. You can use one of the numerous software packages specifically geared to
project planning and management, or you can create a timeline on
a simple spreadsheet or word-processing program.
The good news is that there are commonalities to most trade shows.
I use the same master template for each timeline I create, divided into categories based on timing and major tasks. I customize the timeline to the show’s objectives and related tasks. I track the person responsible for completing each task, when I expect the task to be completed,
and when the task is actually complete. I distribute the timeline to my team members who have management responsibilities, and I keep a copy in the binder I use to organize each show.
Here are the different categories I use to organize my timelines, and scheduling tips I have learned along the way.
Most trade show deadlines arrive before the show begins. I divide my pre-show deadlines into the following eight categories: strategy and supporting tactics, exhibit, promotions, lead handling and collateral, staffing, installation and dismantle, shipping, and on-site services.
1. Strategy and Supporting Tactics.
The first strategic deadline I set is to make sure I research the show at which I’m exhibiting, including audited attendee demographics and the history of the show.
Then I record the deadlines for selecting and signing the contract for booth space. Some shows start their space sign-ups before the current year’s show opens its doors.
Next, I set deadlines for the first meeting of my trade show team, comprised of both internal and external stakeholders, to set objectives and determine our exhibit strategy.
After this meeting I modify my timeline to include deadlines for each of the tactics that will help us carry out our strategy, such as exhibit design, promotions, lead-handling processes, staffing, and logistics.
Don’t be afraid to add some buffer to the deadlines in your timeline, especially for critical deadlines that will cause a domino effect if missed.
2. Exhibit Property.
The timing of your exhibit’s design and production is critical to the success of your show. If you are planning to build or rent an exhibit, start planning at least three months before your ship date. If you are using an existing exhibit property that will need only minor modification and updated graphics, these can generally be accomplished in a matter of weeks. Your exhibit-house account executive can provide his or her internal deadlines.
3. Promotion.
Your promotion deadlines are often dependant on show management. Show management generally allows you to rent both the prior show’s attendee list and the current year’s pre-registered attendee list. The availability of these lists will determine when you can set your pre-show promotion deadlines.
Show management also provides additional promotional strategies that will be spelled out in your exhibitor-services manual, which you usually receive two to four months before the show. After you’ve selected the promotions that support your show goals and objectives, add a list of each promotion’s tactics to your timeline with appropriate dates.
4. Lead Handling and Collateral.
Don’t forget to add lead gathering, on-site handling, and post-show follow-up to your timeline. Work with your sales-management team to determine what qualifying information you want from attendees, to decide whether you will use an electronic or manual system for lead retrieval, and to set your post-show lead-fulfillment and follow-up plan.
5. Staffing.
Decide who will represent your company and products at the show as soon as possible. This will allow you to communicate with your staff long before the show starts and share your strategy.
The staffing section of your timeline should include deadlines for ordering badges and conference registrations; making staff hotel reservations; air and ground travel arrangements; and planning the time, location, and content for staff training and scheduling.
6. I&D.
Plan your I&D long before you get to the show. In conjunction with your exhibit house, estimate the time required to complete your I&D and to select a contractor, if necessary. If you select an exhibitor-appointed contractor (EAC), you’ll have additional deadlines to meet in filing EAC paperwork with show management, usually 30-45 days before setup.
7. Shipping.
Your exhibit-transportation schedule is driven by your I&D schedule. First, determine what you’ll be shipping to the show (exhibit properties, equipment, giveaways, collateral, supplies, etc.). Then decide on the best mode of transportation — common carrier, van line, or airfreight — based on your service and time requirements. After you provide your transportation agent with the pertinent information (including the name of your show’s general contractor, show dates and times, I&D hours, marshalling-yard access, and any targets for receiving freight), your carrier will determine when your shipment should be ready to transport. It’s usually simpler to make plans for return shipping when you arrange for inbound shipping.
8. On-site Services.
When you receive your exhibitor-services manual, include in your timeline all deadlines for ordering on-site services, such as material handling, cleaning, and rental of carpet, furnishings, and computer equipment.
I include a list of on-site details in my timeline, including: picking up badges and conference passes at exhibitor registration, confirming on-site service orders at the respective service desks, confirming my inbound shipments and their weights, supervising exhibit installation, transporting press kits to the press room, picking up the official lead-retrieval system, holding staff orientation and training, signing up for booth space at future shows, auditing on-site invoices, and picking up my blank bills of lading.
These tasks are time specific so keep track of what you need to accomplish by the hour, rather than by the day.
Your timeline for dismantle starts as soon as the show closes. As with your at-show timeline, this should be an hour-by-hour timeline.
If you have rented a lead-retrieval system or telephone equipment, you have a limited time to return them
to their service desks. And you generally have to pick up any unclaimed press kits within an hour or two after show close.
You’ll also want to supervise the dismantling and repacking of your equipment and exhibit to make sure you turn in your bill of lading by the general contractor’s deadline. If you miss this deadline, your freight will be forced to the general contractor’s choice of carriers.
Your job isn’t over when the trade show is over. You still have to set deadlines for fulfilling show inquiries or turning the leads over to the sales team; submitting your personal expense report; working with your exhibit house to inventory your exhibit and make necessary repairs before it is stored; auditing final show invoices and finalizing your show budget; and composing and distributing your post-show analysis.
If you keep your timeline updated and on track throughout the trade show process, you won’t have to panic — or pay exorbitant late fees — when the trade show rolls around. 
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