How I Did This – Dirk O Evenson, Strategic Communication Consultant

What happens to trade fairs when the sector they serve is disrupted?

Read GABA member Dirk O Evenson’s story about his work for the IAA, one of the world’s largest mobility trade fairs in our new column How I did this.

The IAA Motor Show started to turn disruption into opportunity a decade ago.Trade exhibitions are vital in showcasing products, networking, and driving commerce along established value chains. Yet, with decarbonization, automation, and multimodality, the value chain in the automotive industry was undergoing significant changes: Electric vehicles need charging and interoperability; robotaxis need chips and intelligence; integrating cars, transit, and micromobility needs cities and infrastructure. Unchanged, a show of cars and parts by established vehicle manufacturers and suppliers would reflect a shrinking share of the value chain and represent a diminishing value to its exhibitors. We decided to future-proof the business while retaining existing revenue streams by creating an innovation platform within IAA.

I had been leading VDA’s communications and IAA’s marketing for nine years and had already grown the show’s public attendance by 24% against industry trends. I was steeped in the mobility startup scene, fluent in public affairs, and had successfully led agencies in previous roles. I was tapped to lead the innovation platform New Mobility World.

With VDA as my client, I established four long-term goals to be achieved on an urgent timeline and translated them into benchmarks, OKRs, and a business plan.

1. Ensure and expand thought leadership.
2. Develop new, future-proof formats.
3. Retain existing and attract new target groups.
4. Establish higher rates and new sources of revenue.

I built a team, pinned those goals to the office wall, and over the next four years, we discussed, answered, and put to practice questions like Who will be the key drivers of the new transportation ecosystem? What will be the main areas of disruption? How do we create the most sustained value for our target groups and help foster innovation networks?

We innovated on products, pricing, partnerships, and promotions. The biggest departures from business as usual were: While space and attendance are the typical revenue drivers of a trade show, we primarily monetized networking, experience, and exposure. While motor shows worldwide centered on the automotive industry, 80% of participating organizations came from other sectors.

This resulted in significant growth, involving more than 400 organizations and engaging 500,000 attendees p.a.. Our revenue increased further by establishing new revenue streams and raising the average revenue per unit by 40% for existing ones. For a few years, our efforts resulted in hosting the largest and most comprehensive conference on the future of mobility and in the most extensive network of startup programs globally (we benchmarked rigorously).

The New Mobility World allowed VDA to innovate while preserving the existing brand and business. Successively, once innovations were deemed tried and tested, they were integrated into the new and redesigned IAA. By 2020, we had adapted to industry disruptions and transformed them into opportunities for growth and innovation.

Dirk advises on strategic communications and transformative programs.
He has worked in Europe, the Middle East, and the US. He holds a Master’s in Political Science.

www.linkedin.com/in/dirkevenson

If you want to share your success story, write to info@gaba-network.org.