Marching Orders Text

MARCHING ORDERS

The Military SalesProfessional

SUEZY PROCTOR

for

Copyright © 2012Suezy L. Proctor

All rights reserved.

ProctorPressP O Box 13070

Des Moines, WA 98198

Val Dumond, EditorPrinted by Gorham Printing

Centralia, Washington

First Edition

Printed in the United States of America

ISBN: 978-0-615-61740-4

To current and future military sales professionals:

“Th is then is the test we must set for ourselves: not to march alone,but to march in such a way that others will wish to join us.”

— Hubert Humphrey

March On!

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FOREWORD

IT WAS IN 2003 THAT I WAS INTRODUCED TO SUEZY PROCTOR. OUR

company was interviewing to fi ll a position in military product sales and, for obvious reasons, we were planning on hiring a veteran — a veteran both in military service and in military sales. Our military products sales were growing rapidly and we wanted someone who could add retro-rockets to that initiative. Our sales director, Becky Groves, interviewed Suezy, in spite of her lack of military experience, to honor a co-worker’s referral. Becky asked to bring Suezy by my offi ce for a visit before she left , unusual at this early stage in an interview process as I don’t get involved until our team has pared the list to the fi nalists. I trust Becky’s wisdom and intuition though, and noted a particular gleam in her eye as she introduced me to this candi-date. Not a veteran? No experience in military sales? It took me only a few minutes to see why Suezy was sitting in my offi ce… she was vibrant, enthu-siastic, quick witted, a great communicator and hungry for a new challenge. I thanked Suezy for her time and wished her well.

As soon as Suezy departed, Becky turned to me and said, “I WANT her!” Th at ended the interview process. We’ve never regretted that decision and have smiled many times since about our decision to hire “Schmoozy”. It was all about the person. We place extreme value on team members with high EQ (emotional quotient), creativity, and integrity. Yes, we expect a good IQ as well, but success is mostly about the heart, and Suezy had the right stuff .

As the saying goes, “Th e rest is history”. She sought out a company and product line she could represent with integrity and joy. She then became a student of the profession, worked with discipline, studied hard, built learning relationships with military sales professionals, and became a resource and

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friend to the customers she was charged with serving. Simply put, Suezy has performed “above and beyond the call of duty”.

Now Suezy has condensed her years of continual learning into this book for you to enjoy. To work a trade show with Suezy Proctor is to watch a vir-tuoso in action. She has the eight arms of an octopus, the multi-directional eyesight of a spider, the passion of a lioness, the memory of an elephant and, most importantly, the heart of a saint. Enjoy this book and glean from her years of experience as a Road Warrior and military sales professional… and if you should see her at a trade show give her a high fi ve as she rushes past. And don’t forget your business card!

— Todd Silver, Co-President J.L. Darling Corporation

CONTENTS

Foreword . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . vii

Acknowledgments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xiii

Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1

Chapter 1: On With the Show . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5One Question Leads to More Questions . . . . . . . . . . . . . . . . . . . . . . . 6HOW to Find Military Trade Shows . . . . . . . . . . . . . . . . . . . . . . . . . 6WHO Exhibits at Military Trade Shows? . . . . . . . . . . . . . . . . . . . . . . 9WHO Attends Th is Show and Why? . . . . . . . . . . . . . . . . . . . . . . . . . 12WHY Th is Show? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15General Information . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15WHEN Is a Show Right For You? . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17WHAT to Do Before, During, and Aft er the Show? . . . . . . . . . . . . . 19Your Marching Orders . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24

Chapter 2: Building a Better Mousetrap . . . . . . . . . . . . . . . . . . . . . . . 26Building a Knockout Display . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28Display Equipment Options . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29Booth Set Up and Maintenance Tool Kit . . . . . . . . . . . . . . . . . . . . . . 31Make Your Giveaways Count . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33Th e Impact of Staff Training . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38Your Marching Orders . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39

Chapter 3: Booth Babes, Blackberrys, and Blah, Blah, Blah . . . . . . . 40Personal Training . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41Ethical Behavior . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44Codes of Conduct . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44Hours of Operation/Time Management . . . . . . . . . . . . . . . . . . . . . . . 45Gift ing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46Expense Accounts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47“So… do you come with that tank?” . . . . . . . . . . . . . . . . . . . . . . . . . . 49How many Borg does it take to change a light bulb? . . . . . . . . . . . . . 51Four-Star Sales Professionals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 52“Go where they are and they will come to you.” . . . . . . . . . . . . . . . . 54Your Marching Orders . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 55

Chapter 4: “Go where they are and they will come to you.” . . . . . . . 56Professional Memberships . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 57AUSA . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 58Sponsorships . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 62Exhibitor Registration Sponsorship Levels . . . . . . . . . . . . . . . . . . . . . 63Th e Master List . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 65Your Marching Orders . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 68

Chapter 5: Th e Schmooze Factor . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 69Introverts (subjective) and Extroverts (objective) . . . . . . . . . . . . . . . 71Th e Bare Bones of Schmoozing and Networking . . . . . . . . . . . . . . . 74On the Road Again . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 80Your Marching Orders . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 81

Chapter 6: On the Road Again . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 82Air Travel . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 84Don’t Leave Home Without It . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 88Navigating the Airport . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 90Up, Up, and Away . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 91

Ground Transportation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 93Hotels . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 97Simple, Safe, and Sane . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 99From Just a Job to Something Quite Remarkable . . . . . . . . . . . . . . . . 101Is Th at All Th ere Is? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 104Your Marching Orders . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 105

Chapter 7: Is Th at All Th ere Is? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 107Gratitude Is Latitude . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 110Face Time through Social Media . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 112Th e Importance of Evaluation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 114Your Quality of Life on the Road . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 116Internal Audits . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 117Th ese boots are made for walking! . . . . . . . . . . . . . . . . . . . . . . . . . . . . 118Your Marching Orders . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 120

AppendixU.S. Army Marching Orders . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 122Master Lists: Military Trade Show, Associations, and

Support Our Troops Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . 126Major U.S. and Canadian Airlines Information . . . . . . . . . . . . . . . . 129Major U.S. and Canadian Airports with

Airport-links and IATA 3-Letter Codes . . . . . . . . . . . . . . . . . . . . 137Travel Booking Websites . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 144Air and Combination Booking (Air, lodging, ground, and events) . . . . . . . . . . . . . . . . . . . . . . . . . 144Lodging . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 145Car Rental . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 145Hotel Chains . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 146

Ground Transportation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 148Rental Car Companies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 148Airport Shuttle Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 148

Rail Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 148Travel Blogs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 149Some of My All Time Favorites . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 152

Lodging . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 152Restaurants . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 153Sights and Th ings to Do . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 156Caves . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 158Museums and Historical Sites . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 158Fun Stuff . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 159

Glossary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 162

Acronyms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 177

About the Author . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 181

Index . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 183

Order Form . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 189

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ACKNOWLEDGMENTS

ON APRIL 21, 2011, I DEPARTED THE SAN ANTONIO INTERNATIONAL

Airport in Texas on a 6:30PM fl ight for home. I wouldn’t arrive at Sea-Tac International Airport until 10:36PM. I had just fi nished reading a heavy nonfi ction book on Kindle before boarding my fl ight, and decided to fi nd something lighter and more fun to read before we had to turn off all elec-tronic devices for takeoff . Based on my browsing history on Amazon, a few book titles were deposited into my suggested reading folder. One of them was, How to Write and Sell Simple Information for Fun and Profi t: Your Guide to Writing and publishing E-Books, Articles, Special Reports, Audio Programs, DVDs and Other How-To Content, by Robert W. Bly and Fred Gleeck. I clicked on “Buy Now” with one click, shut down the Kindle, and could not wait until we were able to turn on our devices aft er reaching 10,000 feet.

In no time, I was outlining Marching Orders, an idea that had been rolling around in my head for a few years, on a Rite in the Rain tan, mini-stapled notebook that I just happened to be carrying with me. Within an hour I had everything decided: main topic, chapters and subchapters, book title, and was frantically scratching important ideas as they came. I couldn’t wait for the plane to land to get started, so I logged into Go Go In-fl ight Internet and began to transfer the mini-outline to a Table of Contents. I knew then that Marching Orders would become a reality. I was hooked.

I am deeply grateful to my editor and long-time friend, Val Dumond. As a published author of several books, playwright, editor, ghostwriter, pub-lisher, and acclaimed Word Geek, Val made writing this book fun. I learned

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so much from her questions and suggestions, and gained steam to fi nish by her specifi c compliments and encouragement. All the while, Sam Matthews, a close friend and military sales professional for Hanz Legendary Extrem-ity Wear (aka Danalco), agreed to read each chapter as it was completed, to provide me with an insider’s take, off ering suggestions, questions, and lavish praise. Val and Sam know how to dish out the Marching Orders that kept me in step, marching forward to accomplish my goal.

I believe it was fate that led me to the doorstep of J.L. Darling Corpo-ration , makers of Rite in the Rain All Weather Writing Paper, in Tacoma, Washington. Every employee has contributed to my success as a military sales professional, some unknowingly, but there are a few individuals who have invested heart and soul into my success, and to them I give every ounce of love and gratitude.

Becky Groves, Director of Sales, who went way out on a limb to hire me, gave me a clean etch-a-sketch to build military sales from the ground up. She never wavered in her confi dence in me, motivating me even more. Todd and Scott Silver — brothers, owners, and co-presidents — are brilliant visionary leaders. I cannot thank them enough for their acceptance, encour-agement, mentorship, and friendship. Becky, Todd, and Scott accepted me for who I am and never tried to change my notorious exuberant behavior. In my vernacular, “that blew my skirt up!” Th ere is no bonus on a paycheck greater than one of acceptance and appreciation.

Heartfelt thanks for my friends, colleagues, peers, and family for their generous support for anything I have ever taken on, but especially this proj-ect. I must single out a few people though, who have been big infl uencers in my personal and professional development. Leslie Crane, my sister, is my #1 all-time fan who reminds me every day that love is the greatest gift of all. Daniel Rex, Executive Director of Toastmasters International , encour-aged and supported me in my development as a leader to the point I started believing I could accomplish anything. He is an example of the kind of inspi-rational, visionary servant leader I strive to be. Tim Davis, Director of Gov-ernment Sales, Cascade Designs, is my #1 mentor, instigator, co-conspirator

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of all things serious and fun, who always has time and gives everything — I just can’t imagine this journey without him. Sue Green from Ontario Knife Company, Betsy Leggat from Camelbak, and Victoria McDermott from Phantom Lights are my sisters on the road. We will be sisters forever.

Most importantly, I thank Dan Proctor, my husband. All through my life I have been an acute observer of people and their actions. I’ve always admired and envied those whose lives were impacted by the love and sup-port of their families, but none greater than that of a supportive spouse. God richly blessed me with a husband who not only loves and supports me in any and everything I take on, but one who has an enormous funny bone and knows how to wield it. Dan is the calm; I am the storm. People like me need a funny-bone-wielding Samurai to keep us from taking ourselves too seriously, but who can stand behind us when we are authentically serious and ready to march on.

1

INTRODUCTION

WHEN I ENTERED THE WORLD OF MILITARY SALES I DIDN’T KNOW THE

diff erence between a Sergeant and a Command Sergeant Major. I knew that uniforms are adorned with stars, stripes, and a variety of medals; how’s a civilian supposed to know what they mean?

I recall the fi rst General I ever met. We were volunteering at a local Spe-cial Olympics event when he walked up to our team to thank us for being there. Th ree gold stars were sewn on the top of each shoulder of his uniform.

As he approached, he asked me a direct question. I forget what it was, but it could have been as simple as “How are you?” Words eluded me. With a smile that dominated his face, he said, “Hey! Snap out of it! Cat got your tongue? What’s the matter with you?”

I replied, “I don’t know — I must be star-struck!” A new and lasting friendship was formed that very moment.

Th e fi rst military trade show where I exhibited changed my life forever: Modern Day Marine , more commonly known as MDM . It’s Th e United States Marine Corps’ Annual Meeting and Expo, held in Quantico, Virginia. MDM is an animal of a show. It’s gnarly. It’s not for the faint at heart. It’s Th e Marines, for Pete’s sake!

Th at was where I learned the diff erence between staying alive and being eaten alive, and the diff erence between assertive and aggressive. OORAH! (OORAH — what’s that?) Learn the lingo!

Th ere are hundreds of military trade shows each year, large and small. Th ey are held CONUS (Continental United States) and OCONUS (Off the Continent of the United States), on military installations, in hotels and

2

convention centers, and run by military organizations or companies that specialize in military conferences.

Th is book is designed to answer the most basic and important questions you, as a military sales professional, will ask about military trade shows.

With hundreds of shows happening all around you, how do you know which are right for the products and services your company represents?

How do you maximize your investment of time and resources to achieve the sales success you and your company seek?

What are some of the pitfalls you can avoid?

And what are the most lucrative steps you can take to get there?

Costly mistakes can be made in show selection. In Chapter 1 you will learn the who, what, when, where, and why of a show through simple step-by-step instruction that will add up to success instead of disaster. What would you do if your booth and/or product weren’t delivered? What if your booth was demolished in shipping? You will learn the nuts and bolts of booth selection, set up and tear down, and how to maximize your time spent working in it.

No one makes it on their own. In addition to sharing some stories about my journey into military sales, I want to pass along some important rules of the road that have served me well in achieving my own success.

Lesson #1 — Learn the lingo. Th e mother of all military trade shows occurred right aft er MDM : AUSA , the Association of the United States Army, which holds its Annual Meeting and Expo in Washington, DC. Th e last pub-lished attendance count for visitors to this expo was 71,000. HOOAH! (HOOAH — what’s that?)

3

Lesson #2 — Be yourself! When interviewing for this job, my employer said, “You sound like you’ve had experience in the military.” I replied, “No, my only experience with the military is that I liked a guy in a uniform, and I married him!” When the question of experience came up again, I remarked, “When I was of age to join, we were pulling out of Vietnam. We were making love, not war, and I want you to know, I did my part!” It’s the sad truth, but it’s funny, and it is a great ice-breaker with a soldier or marine standing in front of me. It is essential to be yourself so that customers are free to be themselves.

Lesson #3 — Ask and you shall receive! How would you like to manage 25 new employees? How about 50 or 100 or 1000? In the next few chapters you will learn how to turn your customers, colleagues, and competitors into a mag-nifi cent sales force that will not only help you sell your products and services, but who will take them to the fi eld for testing and bring back the results and recommendations. Th e expression, you don’t know what you don’t know, is never more true than in the military sales environment — until you ask!

Lesson #4 — No one gets there on their own. Relationships are everything. Sales people can spend a lot of time away from home. Travel can be every-thing from seamless and uneventful to catastrophic. Options are essential. Knowing your options can be critical. I will show you how to negotiate all aspects of getting there and back in true marching form. As a public speaker and past international director for Toastmasters International (a world leader in leadership and communication skills development), I am asked oft en to speak on Taking the Terror Out of Travel. Th rough actual case history, you will learn how to avoid the common pitfalls of travel negotiations that I learned the hard way. We are not called Road Warriors for nothing! Hooah!

Lesson #5 — Keep good records . We cannot know where we are going if we don’t know where we’ve been. In the fi nal chapter you will fi nd several tools to help you track where you’ve been, who you saw, what happened, costs, results, and how to fl ex your consumer muscles to improve conditions the next time around for all.

4

I wish someone had handed me a book like this. I needed one. I didn’t know what I didn’t know, and perhaps you don’t either. Even the smallest tip can make a signifi cant diff erence in your eff ectiveness. Th is book con-tains many tips just waiting to be deployed. With more help in the back of the book — in the Appendix, Glossary, and Index, and information on how to access even more information from my website — you will be fully equipped and ready for duty.

YOUR MARCHING ORDERS

Read this book! You can accelerate your success to become the eff ective, effi cient, and extraordinary military sales professional that you want to be.

Roger that? (Who’s Roger?) See Lesson #1.

5

CHAPTER 1

On With the Show

WITH HUNDREDS OF MILITARY AND FEDERAL GOVERNMENT TRADE

shows every year, how do you determine which shows are right for your company? Is there a magic formula? Is there a Master List? How come you see the same vendors at the same shows year aft er year, but not the same customers? What factors are involved that would make you decide between setting up a booth and display or not showing up but fi nancially supporting the show instead? Why do some people simply walk the show, and when would that be the best choice to make?

In the early days of my military sales career I unknowingly made some poor choices of which shows to attend. Th e promotional literature sounded better than great. Th e estimated number of attendees was high, and they were the right attendees — right? Seeing key industry leaders on the exhibi-tor list was confi rming. If they were exhibiting at this show, I should be too. Right again, or so I thought.

Many shows focus on the same user groups. You may see the same attendee at several shows in the course of a year. For example, you may see a Sergeant Major of an Infantry Brigade from a State National Guard at a show exclusive to all Army Sergeant Majors; at another show for all National Guard; yet another for just the individual’s State Guard’s annual show; and the Army’s annual Infantry Warfi ghter Conference; and let’s not

6

MARCHING ORDERS

forget AUSA , Th e Annual Meeting of the Association of the United States Army, the mother of military trade shows. How many times is too many?

One Question Leads to More Questions

Did you receive everything you ordered from your company for this show? Is everything on site from exhibit services — carpet, table, power, chair, etc.? Once all these single points of your exhibit are accounted for and you are set up, ready to show, what’s next? What will attendees experience at your booth? What kind of collateral materials will you hand them? What will keep them coming back throughout the show? Time is a good teacher.

Th is chapter explores many aspects of military trade shows: HOW to fi nd them? WHO exhibits at them and WHY? WHO attends military trade shows and WHY? WHEN is a show right for you? WHAT do you do before, during, and aft er the show? Your Marching Orders walk you through the maze, and bring you out to the other side with ease. Attention! Forward Harch! (Harch? I thought we were marching?)

HOW to Find Military Trade Shows

Googling “Military Trade Shows” netted 20,100,000 results! Don’t you love Google! Many results have fantastic data bases chock-full of military related trade shows. For example: the fi rst one that came up in my search was TSNN (Trade Show News Network). It off ers the ability to search according to dif-ferent topics, in diff erent locations, for general or industry specifi c shows. As many listings as this search site off ers, it doesn’t have them all. You will need to spend some time checking out each link to each show until you get to the point where you can log onto any site, scan the listings, and know which show is worthy for you.

Another good way to fi nd military trade shows is to google by service branch: Navy, Air Force, Coast Guard, Marine Corps, Army, Army National Guard, and Air National Guard. Th en repeat that process for reservist

7

CHAPTER 1: ON WITH THE SHOW

organization trade shows: Air Force Reserves, Navy Reserves, and so on. Each service branch has several proponents. For example, google “Army

Proponents”, click on the fi rst link, and repeat until you fi nd a link that lists army proponents. Th ey may be called branch or aggregate proponents, but they are both proponents. You might already be familiar with some of them: Armor, Ordnance, Signal, Quartermaster, Military Intelligence, Military Police, Infantry, Engineers, Field Artillery, Chemical, Recruiting and Retention, and Public Aff airs. Each proponent will have conferences throughout the year. You can repeat this process for each service branch and each proponent within that service branch. Even though the United States has one military, the proponents may be called something diff erent among service branches.

Each service branch has its own professional associations and each pro-ponent has at least one professional association. Here again, if you simply google “army associations”, for example, you will fi nd 27,200,000 results. Aft er looking at them in succession, fi rst listing fi rst, you soon will fi nd out that many associations appear on several results. Aft er a while you can stop looking, assured that if they’re active and productive associations, they will appear in the fi rst few pages.

Military associations are covered in depth in Chapter 4, but some are mentioned briefl y in this chapter:

AUSA : The Association of the United States Army (www.ausa.org)

NGAUS: The National Guard Association of the United States (www.ngaus.org)

NDIA, The National Defense Industrial Association (www.ndia.org)

MCA : The Marine Corps Association , (www.mca-marines.org)

All of these are huge professional military associations. Th ey are a com-bination of active duty, guard, reserve, retired, corporate, industry, and civil-ian members. If you log onto their websites you will fi nd an events link that

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shows not only current events, but future events, and may link you to other great links to other associations worth looking into. Th is is great strategy for planning ahead.

Important to the research process, these links store archival informa-tion on previous year’s events. Th e importance of the archived events is the recap of each event, so you can see if it fi ts what you are looking for. Some of the telling things to look for are testimonials from attendees and actual reported attendance (compared to initially advertised attendance). Many times the exhibitor listing is still available. If you come across an exhibitor listing, you have hit a goldmine of information.

Let’s talk about the goldmine. Each exhibitor listing should have, at a minimum, the name of the company and a link to its website. If you are lucky, the listing will also include an address, phone number, point of contact, and the contact’s email address and phone number. Better postings include a brief explanation of what the company does. As you are prospecting, keep in mind that you and your company are being prospected too. Why do you think you receive so much unsolicited email from show organizers and the companies that support them?

Study an exhibitor list from a show website from A to Z. Log on to exhibi-tor’s company websites. Click on every link from the website and see what is talked about. See what is featured. Take a look at their mission, vision, and values statements. Look for a link to leadership in the organization and read about them. Do they have a military catalog or a link to a directory of military sales departments? Do they have a calendar of events that might list all the shows they will attend within the year? What professional orga-nizations do they belong to?

Look for a customer testimonial page to see what the buzz is on this company. See if they have a social media presence on Facebook or Linked- In. Make note of everything. Check out as many exhibitors on this site, in this fashion, as you have time for. By doing this, you will have a solid idea of what each show is about, who attends, who exhibits and, foremost, whether this show for you.

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WHO Exhibits at Military Trade Shows?

Who exhibits at a show is not the reason you should exhibit at a show. However, if you see exhibitors that represent a product or service similar to the one you represent, look into who they are and why they are there. Perhaps it is an indication you should also be there. It is not uncommon to see several exhibitors with the same product line at the same shows. Some products are highly competitive. It seems imperative that if this were your situation, you would look seriously at representing your company at these shows. Th ough similar in looks and nature, each company’s products and services are unique, much the same as each customer’s needs are unique.

Th e next order of business is to do the same for the actual show site. Review what you just did with the exhibitor list. Now do the same on the show site itself. Click on every show site link and see how far they can take you. What you are looking for here is a list of other shows they may be host-ing. You might see publications or e-zines you can sign up for, if they are rel-evant to your business. Some show sites post pictures of events, many from the showroom fl oor. Some post video streams of events at a show. Th ese kinds of postings give you an ability to visualize your company’s booth, with you and your product there — to see how you fi t.

When you fi nd a show that does fi t, repeat the process of checking out the exhibitors. Don’t assume if a company name is the same, that the posted information is the same. Many exhibitors have diff erent divisions within their company with diff erent focuses, and diff erent teams of people for each show. Th is is a good exercise because you cannot judge a book by its cover. Just because you think a company does X, it may also do Y and Z too, and it may be the Z that speaks to you the loudest.

Another great way to fi nd shows is to simply ask your customers, col-leagues, and competitors what shows they attend, and why. It is not enough to go; it is everything to understand why you and they go. Th ere are many reasons for exhibiting at a show. Some people do not have the courage to call a competitor or another exhibitor to have a discussion about why they attend the show — the pros and cons of a show, how many times they have

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attended the show, and if they attend other shows that you should know about. If you drum up your courage to call, most people are forthcoming. If they’re not, don’t be off ended. Move on to the next. Remember, as much as you learn about them, they have the same ability to learn as much about you. If you represent similar products and services, they’ve more than likely done the drill on you and the company you represent.

Identify three competitors. Check out their company websites. Call and ask to speak with someone who attends military trade shows. Identify your-self and let the person you are speaking with know that you are the new kid on the block for your company and that you want to ask a few questions about the military trade shows they attend. If they are receptive, continue the conversation and ask if they can provide you with either the website for the show or the show organizer. Exchange contact information. Follow up with a thank-you email.

If you plan on attending a show a competitor has told you about, email them again and let them know. Propose to stop by their booth to introduce yourself. Th ank them again for the great tip. Let them know the show was an excellent choice for you. If they are not receptive, ask if they can recom-mend someone else to fi nd out the answers to your questions, and thank them for their time.

Th e military puts on military shows, and military associations put on military shows. For example, the United States Marine Corps currently has three major shows each year. Th ey are: Marine West Expo at Camp Pendle-ton in Oceanside, California; Marine South Expo at Camp Lejeune in Jack-sonville, North Carolina; and Modern Day Marine Expo — the granddaddy of all Marine Corps Expos, in Quantico Virginia. OORAH! All of these can be found at www.marinemilitaryexpos.com. Th ey are sponsored by Th e Marine Corps League, co-sponsored by Marine Corps Systems Command, and the individual base locations, as well as being endorsed by the Marine Corps Aviation Association and others. Check out all three shows and the diff erent sponsors’ websites for even greater opportunities with other events and other organizations.

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Th e most extensive military association website for the Army is www.ausa.org. Th e Association of the United States Army is a private, non-profi t, educational organization that supports America’s Army — Active, National Guard, Reserve, Civilians, Retirees, Government Civilians, Wounded War-riors, Veterans, and family members. AUSA provides numerous professional development opportunities at a variety of events both local and national. Explore this site link-by-link, and don’t overlook the recaps for previous years’ regional, national, and international events.

Th ere are also companies that specialize in organizing and putting on military shows. Th ey act as the main conduit between the military organiza-tions, the conference facility — hotel, military installation, or convention cen-ter — and the exhibitors, shipping companies, and other aspects of the show. Solid examples of military show organizers with high standards, who have excellent websites, include: www.fb cinc.com, www.technologyforums.com, www.epponline.com, and www.ndia.org. Th ey are chock-full of helpful infor-mation, with links and more links. Many sites like these even off er courses for exhibitors to enable them to maximize their investment in the show.

Create an Excel spreadsheet for military show websites, show organizers, and exhibitors. Include all relevant information, such as website address, points of contact, phone, and email. Update it routinely. Even if a show does not fi t your plan today, tomorrow is another day.

My Excel spreadsheet displays shows by branch, proponent, units, and individuals. It lists exhibitors alphabetically. Each exhibitor listing notes the main POC (point of contact) and any other contacts, including work and mobile phone numbers (if available) and email addresses. Each includes a brief description of what the company promotes — for example: knives, fl ashlights, continuing education, soft ware, training, and gloves.

Prime Vendors and Distributors are one-stop shops for military custom-ers. Th ey represent a number of manufacturer’s products off ering an effi -cient solution for units. Dealers are generally considered off -base tactical retail stores, but can also be base-located stores, such as AAFES , or stores operated by the National Industries for the Blind through “Th e AbilityOne

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Program ” — the largest source of employment in the country for people who are blind or have other severe disabilities. Th e Ability One Program operates at nearly 1,000 locations representing 40 government agencies nationally.

WHO Attends This Show and Why?

Who attends a show? And why is it important to know and understand? Many times, on the showroom fl oor, exhibitors are found grousing to one another about the lack of attendees on a particular day. Yet, these same exhibitors attend this show year aft er year, with the same prevailing circumstances. Why?

It does not come down to how many attendees are at any given show; it comes down to the quality of the attendees who are there. Seasoned military trade show veterans can tell you that while the fl ow of the show may be slow, all it takes sometimes is the one qualifi ed individual to make contact with you — one who can turn a bomb of a show into victory. Th ese same trade show veterans will also tell you that sometimes it has nothing to do with actually seeing the clients you’d like to, but rather that those special clients see you are there in support of their conference.

When I attended my fi rst trade show, Modern Day Marine (MDM ) — the show described earlier as “an animal of a show, a gnarly show, a show not for the faint at heart” — I thought I learned all there was to learn about military trade shows. From dawn to dusk there was a constant stream of Marines fl owing through the exhibit hall. Th ey came like a tsunami, giant waves of them, crashing down in front of our booth asking questions. Th e noise was horrendous! To hear yourself talk or, for that matter, to hear yourself think, you’d have to yell out questions and answers. I developed laryngitis the fi rst day, but persevered. It was exhilarating! Still, I had a lot to learn.

Later, we’ll take a look at how many booth staff personnel should be in the booth with you. But at that show, my fi rst, there was just my boss and me; we barely had time to breathe. At that point in time, our mission was to put our Rite in the Rain all weather paper products in the hands of every Soldier and Marine on the planet. Th en we’d work on the space program!

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Over the years, the show dynamic has gone from few people knowing what our products are (even though the company has been around since 1914) to throngs of people storming the shows to get to the Rite in the Rain booth for our coveted notebooks.

Th e best sound on the planet is to have troops come to our booth and say, “Ma’am, I don’t go anywhere without my Rite in the Rain .” Or, “Ma’am, this notebook is money. I accidentally forgot my notebook was in my pocket and it went through the wash. When I discovered it, all my notes were still there. Ma’am, I love this stuff .” Th is is usually followed by them opening their pockets and taking out their Rite in the Rain notebooks and fi eld books to show us. Th e sound of so many Velcro pockets opening at once. WOW! Stereophonic Rite in the Rain — music to my ears!

No conversation of any signifi cance took place at that show. Th e only thing there was time for was shoving samples into the hands of everyone who passed by. Many of them were young Marines ready for their fi rst deploy-ment. Most of them did not have business cards, email addresses (they would be assigned a new email address once they got to where they were going), and they weren’t sticking around long enough for a timely followup call. But they had the product in hand with all the contact information on it. Mission Accomplished for now!

Th e Modern Day Marine Expo (MDM ) is a fast and furious show. If you’re lucky, and exhibiting in a show like this, some young lance corporal or supply sergeant would be so sold on your product that they would do everything in their power to persuade their gunny… their boss… to come back to the show with them so they could show them what they were all hot and bothered about. Th ese are your new best customers for life! If you stick with it long enough, you will grow up with them, from the early stages of their careers up through the ranks to senior leadership of the organization as a whole. In time, that lance corporal may become a master gunnery ser-geant. First impressions count, even if they are fast and furious! Semper Fi!

All those attendees! Doesn’t that sound exciting? Yes it does! However, the most productive show I attend each year has the fewest number of attendees.

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It comes down to two things: the quality of the attendee as well as the quality time you have to spend with each one. Th is is where the focus shift s. Yes, you are there to sell — that’s what your company pays you to do. But remember, “If you focus on the sale, you’ll fail.”

Shift the focus from the sale to the human being standing before you. Th is is the critical time, the magical time, the golden time to listen to their concerns, their needs, their feedback and suggestions. More importantly, focus on them as individuals. How’s their family? Th ank them for their lead-ership, letting them know how good it is to have them home, expressing condolences when needed, congratulating them on successes and promo-tions, and following up on previous conversations. Share a meal with them; share a joke; invite them to your plant; make an appointment to visit them on their base location. Th e opportunities are endless if you are open to them.

Connect and relate fi rst, then talk business. Th is is a critical success fac-tor. Do not overlook this step. If you are timid and shy, heed my mantra, If you can’t get out of it, get into it! Th is is to say, practice makes perfect. Some people never learn this relational dance. Th ey want to take the lead too fast — with two left feet.

You’ll fi nd that a good place to learn how to be conversational, to be a good listener, to be able to take critical feedback and not personalize it, to be able to answer questions directly without telling your life story, to do all of this with integrity and ease, and the right amount of confi dence, is in a local Toastmasters Club . Toastmasters, Where Leaders Are Made, has been helping people develop leadership, self-confi dence, and communication skills since 1924. If you want to develop a competitive edge, develop yourself fi rst.

Find a local Toastmasters Club in your area from the Toastmasters Inter-national website: www.toastmasters.org. Clubs are easy to locate by searching with your zip code. Toastmasters meet morning, noon, and night, any day of the week, typically once a week for an hour or more. Th ere are clubs around the world in 118 countries. Many military organizations have clubs of their own. In a club environment, you can practice, practice, practice, without the risk of being fi red or losing your customer, all the while developing your shtick.

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WHY This Show ?

On any of the links covered so far, for every show there will be a promo-tional blurb about the show. It will feature the high-ranking offi cers, speak-ers, and any awards of this focus group’s mission. It also off ers a profi le of the attendee groups.

Here is a snapshot of a promotional blurb for the Annual U.S. Army Maneuver Warfi ghting Conference at Th e Federal Business Council’s web-site, www.fb cinc.com:

General Information

Th e Federal Business Council is pleased to invite you to exhibit at the Annual U.S. Army Maneuver Warfi ghting Conference . Th is premier event is scheduled to take place at the Iron Works Convention and Trade Center in Columbus, GA, September 13-15, 2011.

Th is is an excellent opportunity to demonstrate your products to a knowledgeable audience of decision makers throughout U.S. Army War-fi ghting branches. Th e 2011 event is expected to attract nearly 4,000 key players, including senior level offi cers, end-users, procurement offi cials, and everyone in-between. In addition, the exhibit hall attracts thousands more from the nearby Fort Benning!

Th e goal this year is to provide specialized and refresher training to key U.S. Army personnel and bring together the Warfi ghter community to receive top-notch training and exposure. Th is event has a great history. In previous years, there have been globally recognized vendors taking up more than 400 conference spaces (80,000 sq ft ) representing the spec-trum of Warfi ghting technologies. Many companies exhibit year aft er year.

Th e Maneuver Warfi ghting Conference is hosted by the U.S. Maneuver Center of Excellence with input from the U.S. Army Training and Doctrine Command, which has played a large part in our nation’s Warfi ghting eff orts. Your participation in this event is vital in helping to accomplish their mis-sion and communicate the importance of the newest technology in rela-tion to security, education, training, and awareness for the U.S. Warfi ghter.

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You can see in four short paragraphs, the highlights (or sizzle) of this show, who it attracts, how many it will draw, and where they may come from. It gives you an estimate of how many vendors have supported it in the past. It also tells who sponsors the show. If you are unfamiliar with any terms in the promotional blurb, consult Google or Wikipedia for the word or phrase (such as Maneuver Center of Excellence), to gain a better understanding of who and what this show is about.

Th is exercise will answer the Why question. Why would you go to this show? You would go to this show because your focus might be to get your product in front of the Army Warfi ghting branches. You may be looking for a test group to take your product out in the fi eld to produce test evalua-tions. You might want to meet key players in a particular unit or the general offi cers of the organization. Perhaps you would choose this show because of its proximity to Fort Benning, where your focus customer trains.

Th is particular show is big. It has a great history. It draws globally rec-ognized vendors. For the company I represent, J.L. Darling Corporation , manufacturer of Rite in the Rain All Weather Paper, this show off ers the perfect venue, perfect exhibitors, and the perfect audience (Infantry soldiers eat Rite in the Rain for breakfast — HOOAH!). Let’s not forget: perfect time, perfect price, and perfect results. Perfect, perfect, perfect!

Later in the book we’ll take a look at surveys and evaluations, where your voice can have a direct impact on how good shows can be the next year and for years to come. If you don’t think one voice can make a diff erence, you will read what diff erent show organizers have to say about the importance of their surveys and read real examples of success through collaboration.

Some attendees that aren’t always mentioned are the media reps, and companies that make products specifi c to exhibitors. Some examples might be manufacturers of trade show booths, or companies that manufacture tough cases to ship your booth and products, or companies that manufac-ture promotional items and clothing. Everyone’s got to have their company name printed, sewn, or embossed on something.

One group of people I look forward to seeing at shows are show organizers

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from other shows and organizations. Th ey are there to scout the show and could be looking at it for a wide variety of reasons. Many will have booths of their own to sell their show at a known successful military trade show, or they will simply walk the show and take in as much as they can. It’s a huge networking, schmoozing, selling opportunity for them and us. I like it; you will too!

WHEN Is a Show Right For You?

When to go to a show seems obvious — when there’s one to go to! Th at said, not all shows are created equal, and there are hundreds of them. Th ere is no magic formula; what is good for one is not necessarily good for all. Do you know the diff erence between an expo, convention, symposium, and confer-ence? With an expo, the fl ow of attendees in the exhibit hall is typically pretty steady and brisk. A convention, symposium, conference, and other forms of shows may have very structured schedules for the attendees, putting them in classrooms for several hours of the day with short breaks between, limit-ing your actual face-to-face time with them.

Good show organizers work hard to drive the attendees to the exhibit hall by scheduling meals and socials in the exhibit hall, so that most of the attend-ees’ free time is spent with exhibitors. You can observe a show’s structure in advance by looking at the attendee agenda posted on the show website.

Identify the shows and show organizers who put on shows you are inter-ested in. Find the feature on their website to sign up to receive their pro-motional literature and eblasts. You can be added to any show organizer’s contact list to receive updates about all their shows, whether you attend them or not. By studying the attendee agenda, you will be able to calculate how much time you might have with the attendees. A better step to take is to see what exhibitors are posted and contacting a few of them to get their take on why this show? In time, you will learn to sort and sift this informa-tion to get what you need to make the right decision for you.

If you don’t see what you are looking for, do not hesitate to call someone

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from the show website and ask for guidance on where to look for what you are missing. Th is is a highly competitive industry. Show organizers know their competition and who does what. If they are good at what they do, they should be able to direct you to others who can help you. Indirectly, you have helped them by alerting them to a show with specifi c end users in mind that they do not have in their inventory.

Going through this research process may give you the information you need to determine if you actually attend the show and exhibit in a booth. Th ere are other ways to represent your company at a show. If you determine that the show has potential, but you are not ready to expend the capital out-lay to exhibit, you might opt to walk the show . Walking the show gives you the freedom and fl exibility to see the whole show and visit with exhibitors and attendees alike. You can gather intelligence on competitor companies (incognito, so to speak). Th is means, observe how they display and what they hand out to the attendees; hear their pitch, and notice how busy (or not) they might be.

You have the fl exibility to attend unclassifi ed sessions during the confer-ence to give you a broader overview of the objectives of the military group the show is aimed at. If you choose to walk a show, there may be a fee asso-ciated. Contact the show organizer to fi nd out the details. At a minimum, you will need to register; most military shows require a badge to enter the exhibit hall and events.

Another way you can represent your company without actually attending a show is to support it fi nancially. Each show has sponsorship opportunities that off er exposure to the company that chooses this option. Your company name may be prominently displayed in the show program, mentioned at general session meetings, and/or banquets and award ceremonies. You may opt to provide one product that has your logo imprinted, to be placed in every welcome bag.

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WHAT to Do Before, During, and After the Show?

You have done your online research, and you’ve done the math; the show pencils out. You’ve had discussions with industry peers, and have made a decision to attend a particular show. Now what? Let’s focus on the adminis-tration side of the show: registration, shipping product, set up, booth main-tenance and appearance, show time, and dismantle.

Th ere are many advantages to registering early for a show. Many show organizers will have an advance registration packet in hand for next year’s show, while you are exhibiting at this year’s show. You can receive discounted pricing for advance registration at the show, or by registering electronically before a certain cutoff date. Th is may also guarantee you a prime location on the show fl oor, or perhaps the same location you occupied the previous year.

Th e show organizers of Modern Day Marine have a bundled price if you sign up for all three shows for the following year. Similar forms of dis-counting and services are off ered by many show organizers. Knowing this in advance can have a direct impact on the number of shows you might attend. If you plan and budget wisely, you’ll take advantage of as many early registration discounts as possible.

Weather phenomena can dramatically interfere in getting you, your booth, and your product to a show on time. Most show organizers off er advance warehouse shipping, receiving shipments sometimes months in advance. It costs a little more, but the diff erence between having a booth and product on site, or not, is priceless.

Th e year 2011 will forever be remembered for weather phenomena drama. It began early in the year, with record-breaking cold temperatures, snow and ice, and, for many, it seemed as if it would never end. We were momentarily delusional when the sun came out. Rain, ice, hail, wind, and fl ooding were followed by the worst tornado season in recorded history, followed by more fl oods. Volcano eruptions, earthquakes, and titanic tsunamis were respon-sible for many show cancellations and closures. Severe drought, inferno-like temperatures, and fi re-ravaged landscapes dominated the headlines.

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All the advance planning cannot overcome these kinds of events. How do you think this would aff ect your chances of on-time product delivery and success with your personal travel plans? You really have to spend some time to think through these kinds of things. What would you do in a situ-ation like any one of these events?

Th e shows, if cancelled due to something like the weather, have language in their registration contract that you need to read and understand ahead of time. You may receive a complete refund. You may not. During the tornado season, I was in three shows in a row, in three diff erent states, each with their own tornado episodes. My fourth show was in Huntsville, Alabama, which was surrounded by traumatic loss of life; whole towns had disappeared, and power was cut off in a multi-state region. Th e show was cancelled. Full registration was refunded and a discount was off ered to those who registered for the next year’s show.

Rental car and hotel reservations were easily cancelled. Th e airline res-ervation was not refundable because, even though the whole area was shut down, the airport was still open and fl ights in and out were still available at that time. A partial credit (original fare minus $150 rebooking fee) was issued to use for another fl ight, if booked within twelve months from the original date of purchase. Th e challenge: would there be time to use the credit before it expired?

During the registration process you will be ordering booth space and items such as carpeting, tables and table skirting, power, chairs, display cases, waste basket, cleaning service, and many other things specifi c to your exhibit. Some show registration fees are all inclusive, while other shows pro-vide a menu of options.

Some things to place on your Must Do list if you are the one complet-ing the registration process: carpeting, tables and table covering, power, and furniture.

Carpeting is needed if the fl oor of the show is bare concrete. Many shows are located in hotel conference rooms and are carpeted where there is no need to pay for carpeting on top of carpeting. Th e show organizers won’t come out and tell you this; you need to be proactive and ask.

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Table skirts are advisable if you do not have your own table cover with your company logo displayed on it. Why pay extra if you have your own table covers?

Power is pricey. If there is ample lighting in the exhibit hall and you have no power equipment to demonstrate, or you don’t use a projector slide show that repeats itself in your booth space, do you need power? I like running my laptop and having my mobile phone with me, but they are plugged in and powered up every night so they’re ready to go in the morning. Power is nice when it is included in the registration fee, but it can be very expensive otherwise. Ask yourself if you really need it.

Furniture, such as table and chairs, is also an expense, one way or the other. If you own your own furniture and ship it to the show, you are also shipping it back, and that can add up. Multiply that cost times the number of shows you do. Th e wear and tear of constantly handling these kinds of items in shipping can render them useless in a hurry. Ask yourself, does packing and shipping round-trip and replacing items occasionally, cost more, less, or about the same? Everyone will have a diff erent answer. You’ll need to do the math on this for your unique product and booth equipment.

One thing to note about all exhibitor services — if you do not register and pay for the items on your original contract , and, during their visual audit of your booth space set up, they see you are accessing their power, or chairs, or an extra table that was not on your order, you will be charged for them aft er the fact. Have a copy of your contract with you at the show, so you know exactly what was ordered for your booth.

Many companies make rugged cases for shipping booths and product. When I think of rugged cases, I think of Pelican/Hardigg Cases. Th at would be a great place to start your research. Google rugged shipping cases for lots of results. Again, like most searches, the best or most popular solutions will be found on the fi rst page. Note to yourself: read all reviews before making your decision. If you are going to invest in good booth equipment, don’t scrimp on shipping cases.

Most shows allow set-up at least the day before. For big shows, like AUSA ,

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set-up can begin as early as four days before the show opens, depending on what kind and size of exhibitor you are. Th e best plan is to arrive at the show site as early as possible to set up. Th at way, if your booth and equipment aren’t there, you have time to track them. In worst case scenarios, your booth and equipment have arrived, but the shipping pallet strapping snapped and your packages were damaged, along with the contents.

Create a Must Do list to remind you of your routine. Bring copies of your shipping documents. Bring hard copies. Do not rely on electronic copies stored in your smart phone or some other device. If your battery is dead or you can’t log on to some other device for some reason, your hard copies will get you through the crisis. It is important to know who your shipper is, and have tracking numbers and a point of contact in the event that your shipment did not arrive or only a partial shipment was delivered. Establish a routine. Th is should be a part of your Must Do process.

Our company uses a variety of shippers for a variety of reasons. An account rep is assigned to us so that we have an advocate we can call if some-thing goes wrong. Know your reps and how to contact them. If someone in your company is responsible for the shipping process, you still need to know who your account reps are and have their contact information when your company contact is not reachable.

What can you do when nothing shows up and the show must go on? Punt! I make it a habit to pack and carry extra business cards, military prod-ucts catalogs, half a dozen notebooks and all weather pens for every show. I could get by if I had to, and believe me, I’ve had to. And so has just about every other exhibitor I know. Nobody wants to go through this scenario, but sometimes it just happens. Most attendees will understand.

If you did not have the foresight to pack some essentials, you can always log onto your company website from your hotel business center’s computer and download a catalog, a pricelist, or something like that, and have copies made to hand out at your booth. Under these circumstances, be creative. I have seen exhibitors go to the mall to buy games to play at their booth — action begets action. Th ings like a golf putting game, or a set of bowling pins and a ball, or a

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portable basketball hoop with nerf balls — anything that would involve some interaction with you and attendees — can draw them in.

Food can be a draw too, but you need to pay attention to any health reg-ulations or contract language that would prevent you from having food at your booth. Common sense might tell you not to have any food with pea-nuts or other food that can stir up allergic reactions, even without personal contact with them.

Some of my colleagues are pretty clever. One of the best diversion/attrac-tion devices an exhibitor employed was a business card laminator, which cost very little — under $100, but drew everyone into the booth for free laminated business card luggage tags. How smart is that? Plus the exhibitor received a business card from everyone who came to the booth. (How did that hap-pen? Didn’t that lieutenant colonel say he didn’t have a business card when he stopped by your booth?)

Take the time to prepare your emergency plan for situations just like these. Assemble your basic survival kit. Make sure you will be able to pack it in your checked luggage so it arrives when you do. If you do not want to haul it around, you could ship it to your hotel to arrive a day or two before you do, or know where you can buy what you need at the place you are going and the hours of business.

On with the show! It’s the fi rst day. You set up your booth and exhibit yesterday. Th e show opens at nine a.m. What time should you be there? No matter the show, things can happen overnight. If, for example, your exhibit is in a large outside tent, weather could have played havoc and brought the tent down. It could have rained and fl ooded the tent, ruining all the materials you had stored under your display table. But now, the tent is back up and the show must go on. If you show up at nine, you are in for a rude awakening.

Th e worst thing that happened to me was to fi nd that our product had been stolen. Th ere is not much you can do if that happens; what you must do is report it. Consider that grand larceny is the crime of theft of anoth-er’s property (including money) over a certain value (for example, $500), as distinguished from petty larceny in which the value is below the grand

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larceny limit. Some states only recognize the crime of larceny, but draw the line between a felony (punishable by state prison time) and a misdemeanor (local jail and/or fi ne) based on the amount of the loot. Th ank goodness our products have high appeal, but low monetary value. Th at might not be the case for your product. A good friend of mine discovered that their large shipping crates full of expensive knives had been stolen during a show. Ouch! Report any theft to the show organizer and, if the value of the missing items is over the larceny limit, report it to the police. Your company’s insurance policy may require a copy of a police report to recoup the loss.

So you’ve been reading “doom and gloom”. You most likely will not expe-rience this kind of calamity at most shows. However, you need to think about what you would do “if ”. A good rule of thumb is to arrive at least thirty min-utes before a show. My comfort level is showing up at least an hour before the show, even aft er all these years.

When all things are a go, you and the show are ready for the mass onslaught of attendees. Remember, the spotlight will be on you. You are the face of your company and all that it represents. In the next chapter we will look at what the attendee sees: booth display, collateral materials, and booth personnel. And we’ll cover such topics as communication and pro-tocol, time management, and ethics.


Take a pro-active approach. Research everything:

• Shows — who attends, who exhibits, objectives, agenda, location and time, competitors

• Marketing, product line, people, association websites

• Calendar of shows, links to resources, recaps of previous year’s shows

25


Create a master list for: military trade shows, show organizers, exhibitors. Update this list with any information that you come across in the course of the year. Question your customers and colleagues to make sure you are not missing an important show for your company.

Ask yourself, Why this show? Develop a list of established goals and make sure any new show or repeat show stands up to them. Th ere is no such thing as too many notes. Memory may remember the big picture and fail you on the details.

Polish your communication skills in listening, evaluating, and speaking to improve your people skills. Th is will help you gather personal and professional information from your contacts, giving you greater potential for rewarding and sustained relationships in the future.

Create “Must Do” lists to help you establish routines for all matters surrounding the shows you attend, including registration, travel, shipping, set-up, and recording contacts.

Plan and assemble a military trade show tool kit so that you are prepared for surprise situations and are equipped with the essentials.

Prepare an emergency plan and a basic survival kit for a time when all else fails — luggage doesn’t arrive, booth and equipment arrives damaged, weather disasters have you stuck in an airport for days. Use your imagination. If you can think it, it can happen.

26

CHAPTER 2

Building a Better Mousetrap

“Build a better mousetrap and the world will beat a path to your door.”

— Ralph Waldo Emerson

IN THE EXCITING BUSINESS OF MILITARY TRADE SHOWS, THERE IS

nothing more amazing to witness than the transformation of a large con-vention center such as the Walter E. Washington Convention Center in Washington, DC — home of the Association of the United States Army’s Annual Meeting in October.

Th is convention center is the second largest building in the nation’s capi-tal. It’s among the Top-10 Largest Convention Centers in the country. Th e building contains a 38-ton steel superstructure, or enough steel to build seven Eiff el Towers! Th e Center has enough power to support a town of 7,500 people.

Th e 2.3 million-square-foot building covers six city blocks and is as long as two Washington Monuments laid end-to-end. At the time, the excavation site of the new Convention Center was the largest in the Western Hemi-sphere, where more than two million tons of earth were moved.

During the 2011 AUSA Convention, exhibits were held in Halls A, B, and

27

CHAPTER 2: BUILDING A BETTER MOUSETRAP

C on the lower level, and Halls D and E on the upper level. Some events open to attendees were held in the 100- and 200-area meeting rooms. Th e Opening Ceremony, President’s Reception, Eisenhower Lunch, and the Mar-shall Dinner all took place in the ballroom on Level Th ree. Th ere were more than 8,550 traditional exhibit spaces and additional Business-to-Business Suites available.

Th e General Exhibitor Services Manual is a whopping 247 pages. It cov-ers everything from advance shipping, on-site exhibit construction, and a menu of exhibit space services and decorating options, to rules governing what you can and cannot do in your booth space, the height of your exhibit, and what kinds of fi nes could be assessed if the rules of engagement are not observed. And so much more!

Heavy pre-convention exhibit construction begins a full week prior to opening. For an exhibit space of the size Rite in the Rain contracts — a 10' x 20' area — we could begin set-up on the Saturday before the Monday opening. What a zoo! Row aft er row aft er row of palettes stacked sky high, shipping crates, construction crews, electricians, and forklift s cover the landscape. At fi rst glance, it looks like a good breeding ground for a Ste-phen King thriller.

Th e workforce includes every ethnicity. Th e ambiance beats loud and continuous from ghetto blasters — music spewing out in every language, in every rhythm. As you move from area to area, you fi nd yourself singing along, half dancing, half walking, 100% awestruck.

Fumes from the forklift s and service vehicles permeate the atmosphere. Th e air conditioning is not turned on until Monday morning, a couple hours before the show opens. Humidity hangs like a menacing fog. Food service and water are scarce and at a premium. Constant beeping noises blast ear-drums as forklift s back up to move around groups of shipping crates… times a hundred forklift s throughout the showroom fl oor. Power hammers and screwdrivers, radial saws, and other kinds of tools that make noise, all compete for dominance. Th ere’s no rhyme nor reason to anything. It’s total chaos. It’s Show Time!

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Learn about the convention center, hotel conference facility, military installation, or site of your next show. Locate and read the General Exhibi-tor’s Service Manual or contract language if there isn’t a manual. Know the full extent of what is available to you and understand, without question, what is not. Do this for each show you attend. Even though someone other than you fi lled out the exhibit contract, it will be you who they will come to on site for any questions or infractions. You must know what you don’t know. Not knowing can cost you and your company valuable time and money.

Building a Knockout Display

Th ere are many things to consider when making a decision on what kind of display is right for your business: size, display features, portability, price, and durability are just a few. Examine the following basic descriptions to compare before you make decisions on the types of displays you need for upcoming shows. Consider that they may not all need the same kind of display.

Display Equipment Rental: Do you really need to buy your own display? If you are 1) exhibiting for the fi rst time, or 2) going to exhibit in a larger or smaller space than what you are used to, or 3) looking to upgrade or down-size your existing equipment, then display equipment rentals can provide the right kinds of options. If you’re like most military sales professionals, you will be attending more than one show a year. As an exhibitor, you can save on labor costs, shipping, drayage, booth storage fees, and fees on furniture rental accessories that are included with the rental unit.

Display equipment rentals can be customized to fi t your company’s per-sonality, off ering varying functions, mobility, and professional appeal. Th ey can be customized with a number of colors, designed with catch phrases and logos, and are suitable for indoor or outdoor use. Typically everything you need comes with the rental: lights, chairs, the actual display device (booth, pop-up, etc.) and your very own custom graphics. Th e options are endless for a quality display at a fraction of the cost.

Technology has allowed display equipment rental products to fl ourish

29


by producing lighter, more versatile displays. Many display booths have wheels on their cases and handles that make transporting them easier. If you are transporting a display by yourself, check to see if you can manage it on your own, and that it has the potential to be checked onto an airplane.

On the fl ip side of portable displays are exhibits so large and customized with myriad features that contractors are hired to set them up. Large defense contrac-tors have their own set-up crews who are familiar with their display systems.

Size Counts: Read your exhibit contract to be sure you have the cor-rect exhibit space dimensions. It’s not practical if your display dominates the exhibit space or you don’t have enough room for your display at all. Th e reverse of that, where your display is dwarfed by the sheer size of your exhibit space, can have an adverse outcome as well.

Display Equipment Options

Table-Top Displays come in all sizes, but the idea here is that they stand alone on a table top or small surface of some kind. Common are the three-panel displays with graphics that Velcro into place and fold up into a briefcase-sized carrier, something you could carry onto a plane.

Pop-up Displays are made in such a way that you can easily carry them into an exhibit area and set up in a few minutes. Th e display simply pops up and graphics are put in place. Lighting may come as a part of the display, and some cases convert into a podium. Many pop-up designs can accommodate shelving, LCD panel monitors, graphic headers, and literature racks, making them one of the most versatile display options available. Pop-up displays can be table-top displays and are always portable.

Banner Stand Displays are ideal for small trade shows; they may be all that is required. Th ey are the easiest and most economical trade show display on the market. Banner stand displays are simple fl exible frames that hold graphically designed banners in place. Th ey can be used by themselves or used to enhance larger exhibit spaces, entryways, and lobbies — anywhere you want your message prominently and professionally displayed.

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MARCHING ORDERS

Portable Trade Show Displays are just what the name implies — light-weight, easily transportable displays that can be put together, usually with-out any tools. Some have interchangeable parts which give them a custom designed look, while others are all one piece.

Fabric Pop-up Displays have a fl at frame and accommodate graphics printed on lightweight fabric. Fabric pop-ups are a great choice if your graph-ics need rich color saturation and vivid images. Fabric graphics can be stored on the frame (unlike vinyl graphics) and can be washed.

Modular Displays are made up of many diff erent parts. Banner walls, computer stations, and a variety of counter space options are available. Th ey off er the ability to arrange the individual display equipment in a number of confi gurations diff erently from one show to another, using more or less equipment. Th ey are strong, yet lightweight, have beautiful fi nishes, and use a modular design for ease of shipping and set-up.

Th ere are endless varieties of display equipment options, from the very simple-but-eff ective briefcase that opens up to a table-top display to very sophisticated works of architecture. Th ey can be prepared for single use or for use again and again. You won’t incur shipping charges with some because they are so lightweight you can check them in or carry them on an airplane. Some displays are phenomenally expensive. Your display equipment should be carefully selected to meet your show objectives. Who are you trying to reach? What kind of budget are you operating with? Will you be using it again? How will you transport it, and how will you store it?

Spend some time searching diff erent Internet sites to get a feel for the diff erent kinds of displays, options, and pricing available. Search by using key phrases such as: trade show booths, trade show displays, portable show displays. Click on every link. Some sites feature short videos that demon-strate the ease in which their displays can be erected. Watch them.

Recent exhibitor surveys report that 77% of attendees walking through any given show are qualifi ed buyers. Th ey are going to buy from someone. Th e question is, will that someone be you? Taking the time to study your display options and the message your display conveys could make all the

31


diff erence between Stop and Go. Will the attendee like what they see and stop, or keep going? Your careful research of the options helps you come to the best decision for your company and target audience.

Now that you have your display options in place, it is time to check in at the Registration Desk, receive your exhibitor badge and updated show program, and set up your display. Following is a list of essential items for a variety of display set-ups.

Booth Set Up and Maintenance Tool Kit

Whether your display is simple or complex, you can never have enough tools or fi rst aid. Th is lis t may seem excessive until you need something and it isn’t there. Be prepared for the unthinkable, and you’ll have an excellent chance of being prepared for anything.

■ Water: 8 ounces for every hour for each person working the show

■ Multi-Purpose Tool (such as Leatherman, Gerber, or Benchmade) equipped with: two knife blades, fl at and Philips screwdriver, pliers, fi le, scissors, saw blade, and wire cutters. Infi nite options are available.

■ Tape: scotch tape, double-sided tape, strapping tape, duct tape, elec-trical tape

■ Glue: super glue, Elmer’s glue, epoxy

■ Stapler, staples, staple remover, paper clips, rubber bands, tape mea-sure, scissors

■ Sewing Kit with full size sewing needles, white and black thread

■ Glass cleaner, clean polishing cloth, paper towels

■ Electric: extension cords, power strip, extra bulbs for display

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■ First Aid Kit: List of booth staff and any allergies they may have, bandages, pain relievers, antiseptic, tissue, eye wash, hand sanitizer, breath mints, hand lotion, liquid bandage, nail clipper and fi le

■ Camera, disposable or digital

■ Pens, pencils, highlighters, markers, pencil sharpener, notepads, lead sheets

■ Corporate name badge, name-badge holder

■ Business cards (yours and key staff : Marketing, R & D, Director of Sales, Customer Service, etc.), business card display for table top

■ Shipping: Instructions for return shipping, pre-printed return labels, offi ce contact phone numbers, shipping carrier reps’ names and phone numbers, tracking numbers/bills of lading

■ Reusable collapsible waste basket and disposable liners

■ Fold-up portable carpet sweeper

■ Tool Kit Inventory Reorder Form

Mark all items in your tool kit and tool kit container with your company name and contact info. One company’s rep spray-painted bright fl orescent green dots on its tool kit and contents to make them easily identifi able.

If you loan items to other reps, note who they are so you remember to recover them. Th is lesson was learned the hard way when, several years ago, I loaned out “My Precious”, an original 1983 PST Leatherman Tool, that was not returned. While the Leatherman Company was gracious enough to replace the multi-purpose tool with an upgraded version of the original PST, I still miss “My Precious”, even aft er all these years.

Design your trade show tool kit. Do not skimp on quality. You want them

33


to stand up to the rigor of continuous use. Have one for each booth. Make sure that anyone working a show is oriented to the tool kit, its contents, and how to maintain it. Th ere is nothing worse than not having strapping tape at the end of the show, or a power cord if you are using any equipment requir-ing electricity. Heaven forbid someone should have an accident; where are the bandages when you need one?

Security is a big consideration when it comes to your display and prod-uct. Once your display is set up, what should you do with your product and equipment between the time you fi nish set-up and the show opening, and between the time the show closes for the day and reopens the next day? Th e idea of theft is one big ugly matter to think about, but it happens.

A tough booth case can double as a storage locker. Th ere are many display options that provide storage of valuable items that can be locked away. Even a suitcase with a lock on it can do much to dissuade theft . Th e less generic your storage solutions, the least apt someone is to walk away with them. If your product is of high value, do not store it in your exhibit space. When not in use, store it in a locked vehicle or with the hotel/convention security offi ce — or keep it with you and bring it in each day. Even if your items are not of high value, they could be high demand items. I recommend that you take every measure possible to secure them, regardless.

Make Your Giveaways Count

By this time, you now have spent a good deal of time and consideration on your display. You’ve chosen a display system that will be sure to attract your intended audience. Now what? Pencils, pens, note pads, plastic bags, lug-gage tags, squeeze balls, you name it — you’ve handed them out and you’ve picked them up at trade shows from just about every vendor on the planet. While most of the tradeshow freebies are probably uninspiring, the well-thought-out trade show giveaways do work.

Before your next trade show, put some eff ort into deciding what your company’s giveaway will be. Don’t cater to “the grabbers”. Grabbers come to

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MARCHING ORDERS

your booth, grab your stuff , dart back to the aisle and never talk or make eye contact with you. Your giveaway should work for you by giving attendees a reason to stop and talk. Give your freebies out by hand, individually, rather than creating that grab-and-run free-for-all. Eff ective giveaways provoke questions and give visitors a reason to pause long enough to learn something about your company. Give them something they will remember — something they will use — something that will bring you and your company to mind.

Th ere hasn’t been a trade show yet where someone doesn’t display a candy bowl. Attendees and vendors alike will sneak up on that booth, grab one, two, or fi ve pieces, and dash. No eye contact. No chance to talk about them, or your products and services. Everything in your exhibit must relate to attracting attendees to your booth to give you the opportunity to make a sale. A wise mentor once said, “If your handout doesn’t buy you a customer, don’t hand it out.”

Working with the military, you are bound to have heard the expression, “It ain’t training, if it ain’t raining!” I’ve been very lucky to represent a com-pany, where I can put their actual product in the hands of every attendee. Who wouldn’t have a use for a Rite in the Rain All Weather Notebook? Rite in the Rain is an environmentally responsible, patented, all-weather writ-ing paper that sheds water and enables you to write in any weather condi-tion. It’s as good in a hot, dry climate (to repel sweat, dust, and sand) as it is in the rain. It would be hard for most vendors to put their actual product in the hands of every attendee for many reasons: cost, size, and portability, to name a few.

Situated in New York State’s scenic Southern Tier since 1889, Ontario Knife produces one of the most comprehensive, wide-ranging product lines in the cutlery industry today. Ontario has built its reputation on a heritage of uncompromising craft smanship, quality materials and components, and a steadfast commitment to its workforce. It would be outrageously expensive to hand an Ontario Knife to every attendee. Instead, they hand attendees a fi shhook/knife blade sharpener that snaps easily onto any key ring; they then hold a drawing for a small selection of the best items near the end of the show.

35


BlueWater Ropes is a veteran-owned small business. BlueWater traces its roots to a family-owned business that began manufacturing ropes and cordage in 1903. Its modern history began in 1969 when it manufactured the fi rst American-made kernmantle caving rope. Th is rope went on to become the now famous BlueWater II Plus, the standard in quality and durability. Here again, to hand every attendee a BlueWater rope is out of the question, so instead, the reps hand attendees a key fob made from BlueWater rope.

Tactical Tailor manufactures quality tactical gear for military and law enforcement. Th ere isn’t much that reps would rather do than give every-one a 5-star rated, Th ree-Day-Plus Assault Pack, but that’s not how things work. Instead, the company manufactures a business card holder made out of top-grade Cordura, in fi ve camoufl age patterns to be handed out. Th is is the same grade Cordura the packs are made of, and people can feel the dif-ference when they hold the giveaways in their hands. Th eir business card holders are recognizable by the quality of the material and stitching, and the company logo on the cover.

Trade show attendees are more likely to stop by an exhibit that provides a giveaway. Giveaways help increase your sales interaction. Th ey help the attendee remember you, your exhibit, and your products. Increase the value of your giveaway and avoid stacking them. Tie giveaways to some form of registration, theme, or drawing. Hand out your giveaway aft er a discussion, as a way to show your appreciation for taking the time to stop to discuss their needs.

How many times have you walked away with a pen with an engraved company logo only to fi nd it either leaked or would not write at all, and you ended up throwing it away? What do you think about that company now? Is this what you’d want your potential customer to think about your company? Whatever you decide to hand out should refl ect the quality of the product and the company you are representing.

Business cards are the most aff ordable, and convenient marketing tool that you can hand out. Th ey fulfi ll a simple but essential business func-tion — to pass your business information from one person to another. Make

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MARCHING ORDERS

your business cards stand out from the crowd. Here are some things to con-sider when thinking about business cards:

■ First and foremost, your card must clearly show your contact details. Th at’s the number one priority. Even if your card is poorly designed, it must allow people to contact you. Kind of a no-brainer, but you’d be surprised how many cards hide the contact info behind some complicated graphics or illegible typeface.

■ Spend a little extra and print them in full color.

■ Add a photo of your product. Use a striking photo that illustrates the benefi ts of your product.

■ Business cards — especially full color cards — are good. You might even consider a “twofer” — a full-color perforated post card/business card combination. Th e postcard contains a coupon type off er, and the attached (perforated) business card can be neatly torn off and kept in your customer’s personal fi ling system.

■ If you have many products, picture a diff erent one, or a set of related products, on each new batch of business cards. People may remem-ber you for this and revisit you in the future just to see what’s on your next reprint.

■ Use the front of your cards for information, the back of your cards for marketing. Use the back side for such things as product lists, service capabilities, vision statements, or one time discounts.

■ Easy-to-read fonts are a must. Fancy fonts may look visually cool, but the idea here is that the font must be easy to read. Th is rule is applied to the young, old, male, female, or visually challenged, and for people where English may or may not be a second language. In other words, this rule applies to everyone.

37


■ Opt for the best quality paper stock you can aff ord.

■ A clean, uncluttered design shows that you care about appearance and immediately sends out a professional vibe.

■ Size deserves a mention. If your card doesn’t fi t into a holder or wal-let, it’s not likely to be kept close-at-hand.

■ Print them by the thousands and give them away generously.

Remember, your business card is the one thing your potential client is likely to hold onto long aft er the show is over. If you were going to spend more money on any one form of marketing, consider fi rst your business card.

Another form of giveaways is a drawing held at your booth. While fl at screen TVs, iPods, iPads, travel, and so many other things are hot ticket items, what kind of attendees do these types of giveaways draw? Is every attendee and vendor dropping their business card in your fi shbowl? How many actual prospects do those cards represent? To maximize your invest-ment, your prize must provide a direct link to your products and services.

Create interest throughout the show. Have drawings perhaps twice a day, or at lunchtime every day during the show. Th e likelihood that your winner is still at the show is good. You increase your opportunity to have a con-versation too, rather than holding a drawing at the end of the show, where your winner may not be present or is dashing off to a meeting or evening event. Th at could be a missed opportunity.

Th ink about why you have invested time and money to come to this show and who you really need to make contact with. If that person dropped their business card in your fi shbowl, and a civilian vendor walked through and dropped their business card in the fi shbowl, how would you feel if that vendor (heaven forbid if it was a competitor) won your drawing? You might consider discretely culling your cards fi rst, before your drawing. Th is way, you can be sure that your winner or winners are selected from your target audience.

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Reinvest in your image. Examine your collateral materials — all of them. Are they giving a consistent message? Do they display pictures of out-of-date products? Is all the contact information current? Is it refl ected on every-thing? If a business card were equal to gold in worth, is your business card solid gold? What does your prize for a drawing say about your company?

You may not be able to take on everything at once. When you have a clear idea of what needs to be done, prioritize in order of importance to your plan — business cards, pamphlets, catalogs, actual booth and graphics, logo wear, giveaways, and your product display. Take on one item at a time, from the top of your list to the bottom. Consider that you may capture signifi cant savings by grouping all your paper collateral printed materials together.

The Impact of Staff Training

Th e transformation on the showroom fl oor has occurred. Every space is equipped and decorated to its fullest potential. Th e displays are nothing short of awesome. Th e show opens in less than an hour. Th is is not the day to begin training your booth staff .

Your booth staff is the face of your company. How do they look? Do you have a show dress code? Do they know who your target audience is? Do they understand your company philosophy? Are they aware of your competitors’ strengths and weaknesses? Are they comfortable engaging with strangers? Do they fully understand their responsibilities in terms of the show sched-ule? Is there a “story” about your company or a particular message you want presented to attendees that they need to know? Does your booth staff have a pulse? Th at is to say, are they engaged, enthusiastic, and positive?

Th e fl ip (nightmare) side of this pops up when staff meanders in an hour aft er the opening, are hung over from the huge reception the night before, are glued to their cell phones or each other, and are wearing business casual when the dress requirement for this particular show is business. Without knowledgeable, well-trained booth staff , the best display, marketing mate-rials, and giveaways can be rendered useless.

39


Th e next chapter examines best practices and worst-case scenarios for trade show booth staff and the impact they have on a company’s success in attracting attendees who will convert prospects into customers. Can you identify the best attributes of a successful salesperson?

Lace up your bootstraps and get ready for an aggressive march. Fall in. Attention! Harch two, three, four!


Research the show location, exhibitor’s manual and contract language. Know what is expected from your company as its representative on site.

Re-evaluate your display and marketing collaterals on a routine basis to remain competitive and relevant.

Build a booth set-up and maintenance tool kit for simple and complex situations.

40

CHAPTER 3

Booth Babes , Blackberrys, and Blah, Blah, Blah

WIKIPEDIA DESCRIBES A HERDING DOG, ALSO KNOWN AS A STOCK

dog or working dog, as “a type of pastoral dog that either has been trained in herding or belongs to breeds developed for herding”. Th eir ability to be trained to act on the sound of a whistle or word of command is renowned throughout the world. Wouldn’t it be wonderful to develop such a system to herd prospects to your trade show booth?

In real life you have only seconds to attract and engage potential custom-ers, so how do you do it? How do you steer those great fl ocks of prospects your way? What happens when: you see people you want to meet walking toward you? Just as they near your booth, your phone rings and you answer it; it’s a call you’ve been waiting for all day. As you are talking, someone else steps in front of the people you wanted to meet and waylays them, turning them around and walking them away from your site. You can’t end your call. And the odds those prospects will walk back your way are slim to none. What could you have done diff erently to prevent this kind of hijacking?

Separate yourself from the pack. You have anywhere from three seconds to three minutes to get people’s attention, make a good impression, and get your message across. Remember, you are your company’s most important marketing tool. You should be well prepared — armed and ready to carry

41

CHAPTER 3: BOOTH BABES, BLACKBERRYS, AND BLAH, BLAH, BLAH

out your company’s mission for each particular show. According to recent surveys, 85% of the time that a sale is attributed to a show, is directly con-nected to the eff orts of the sales professional.

Are you aware that you represent the entire company when you are on the showroom fl oor? Do you have basic knowledge of the diff erent depart-ments within your company? Do you know the history of your company? When it originated? How many people it employs? Are you familiar with your company’s mission and vision statements and what is printed in the corporate literature and posted on your company website?

You and your colleagues are an information resource. Most people do not attend shows to buy, rather to collect information for future purchases. Th e good news is that most of the people you will encounter at trade shows have some part in the decision making process; they either are the primary decision maker or a major infl uencer to purchase. Th eir process acceler-ates when their experiences on the showroom fl oor are not only informa-tive but positive.

Th e best way to avoid this scenario from happening at all is to make it a practice to leave your booth to check voice messages and email, or wait until the traffi c fl ow has subsided. At most shows there are patterns of show traffi c; slow, steady, and full steam ahead. If you are unsure about what the pattern might be for the show you are at, ask.

Personal Training

Every day soldiers engage in PT (physical training) to keep them strong in mind and body. As a military sales professional, engage in PT (personal training) every day to keep yourself both physically and mentally fi t to face each show where you exhibit. You’ve already done your research on the show, exhibit, and collateral materials, and pre-show advertising. Now it’s time to prepare yourself. Here is a list of things you should understand for each and every show:

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MARCHING ORDERS

■ Company history (beginning, ownership, private or public, number of employees, etc.)

■ Company mission, vision, and goals

■ Target audience

■ Standard product line and/or services, features, and benefi ts

■ New products and/or services, features, and benefi ts

■ What sales message is to be delivered for each show/product/service

■ Company policies regarding show staff (hours of coverage, appear-ance, behavior, expenses, etc.)

Develop a script so that you know how to greet attendees. Th is should include: how to introduce yourself with a one-minute overview of your company, explaining why you are exhibiting at this show, asking questions to qualify the attendee as a good prospect, and adding another 30 seconds of detail on your products and/or services. Th is script concludes when you have obtained their contact information and handed them your business card, along with other relevant literature and handouts.

Assemble essential information in advance of each show:

■ Exhibit facility with complete address, including shipping dock address

■ Parking locations and fees

■ Ground transportation options with phone numbers

■ Map of exhibit facility

■ Your booth location, location of any vendors who sell your kind of products, and competitors’ booth locations

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■ Restroom location

■ Emergency exits

■ Shipping contractor booth location

■ Show organizer’s offi ce location

■ Booth registration; location of registration offi ce and hours of operation

■ Exhibitors’ set up and show hours schedule (typically diff erent than attendee schedule)

■ Map of hotels and restaurants surrounding the event, complete with addresses and phone numbers

■ List of anyone from your company making a presentation or events your company may be sponsoring

■ List of all competitors who are making presentations or sponsoring events at the show

■ List of all pre-show publicity, such as magazines, email, Twitter, Face-book, television, radio, and fl iers

■ Separate show agenda for attendees

■ List of all social functions. Note date, time, location, cost, dress code, and purpose

■ Local weather 10-day forecast (Hurricanes, tornados, snow, light-ning, and/or rain storms can dramatically aff ect your travel plans and attire.)

■ Company contact list (Make sure it is the most current list available.)

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Ethical Behavior

U.S. Armed Forces Code of Conduct :

I am an American fi ghting in the forces that guard my country and our way of life; I am prepared to give my life in their defense. I will never sur-render of my own free will.

If in command, I will never surrender the members of my command while they still have the means to resist. If I am captured, I will continue to resist by all means available. I will make every eff ort to escape and aid others to escape. I will accept neither parole nor special favors from the enemy. If I become a prisoner of war, I will keep faith with my fellow pris-oners. I will give no information nor take part in any action which might be harmful to my comrades.

If I am senior, I will take command. If not, I will obey the lawful orders of those appointed over me and will back them up in every way. Should I become a prisoner of war, I am required to give name, rank, service number, and date of birth. I will evade answering further questions to the utmost of my ability. I will make no oral or written statements disloyal to my country and its allies.

I will never forget that I am an American fi ghting for freedom, respon-sible for my actions, and dedicated to the principles which made my coun-try free. I will trust in my God and in the United States of America.

Codes of Conduct

Ethical standards, precepts, and commandments are codes of conduct that we live by. Honesty, integrity, and good behavior are some examples of ethi-cal standards. Th e Golden Rule or ethic of reciprocity is a maxim, ethical code, or morality that essentially states that one should treat others as they would like others to treat them.

Wikipedia writes: “An ethical code is adopted by an organization in an attempt to assist those in the organization called upon to make a decision. Usually most, if not all, understand the diff erence between ‘right’ and ‘wrong’

45


and apply this understanding to their decisions. Th e ethical code therefore generally implies standards at three levels: codes of business ethics, codes of conduct for employees, and codes of professional practice.

“A code of business ethics oft en focuses on social issues. It may set out general principles about an organization’s beliefs on matters such as mission, quality, privacy, or the environment. It may delineate proper procedures to determine whether a violation of the code of ethics has occurred and, if so, what remedies should be imposed.

“A code of conduct for employees sets out the procedures to be used in specifi c ethical situations, such as confl icts of interest or the acceptance of gift s, and delineates the procedures to determine whether a violation of the code of ethics occurred and, if so, what remedies should be imposed. Th e eff ectiveness of such codes of ethics depends on the extent to which man-agement supports them with sanctions and rewards. Violations of a code of conduct may subject the violator to the organization’s remedies which can, under particular circumstances, result in the termination of employment.

“A code of practice is adopted by a profession or by a governmental or non-governmental organization to regulate that profession. A code of prac-tice may be styled as a code of professional responsibility, which will discuss diffi cult issues, diffi cult decisions that will oft en need to be made, and provide a clear account of what behavior is considered ‘ethical’ or ‘correct’ or ‘right’ in the circumstances. In a membership context, failure to comply with a code of practice can result in expulsion from the professional organization.”

Your actions at the worksite are visible to all. Does your behavior change when you are on the road, exhibiting at or attending a show, far from the eyesight of anyone in your company? Contrary to assumption, the correct answer is, YES! Yes, because we should be more aware when away.

Hours of Operation /Time Management

Th e early bird gets the worm; the second mouse gets the cheese! It is not uncommon at any show for your most important contacts to arrive before

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or aft er show hours. As true as that statement appears, it is surprising to see many booth spaces unstaff ed at opening — and closed, sometimes hours before the advertised and contracted closing time. Even more surprising is to see companies closing down a day early — sometimes earlier.

Th ere are many reasons why someone might close early, but consider-ing the un-recoupable costs of being there, it is hard to understand why other options aren’t employed. For example, morale on the showroom fl oor drastically diminishes when attendees aren’t visible. Booth staff members kibitz with other booth staff members about the situation, and the venom of dissatisfaction darts through the showroom fl oor like a poisonous snake bite, prompting some exhibitors to shut down, tear down, and slither away in haste.

However, a particular show may be a “symposium” where the attend-ees are typically in session for a couple hours at a time, with time on the showroom fl oor scheduled between sessions. You can generally download a copy of the attendees’ agenda in advance of the show to know what kind of attendee fl ow to expect. In the downtimes, you could take advantage of sessions that are open to all, make one-on-one appointments with key contacts, take the opportunity to meet and network with other vendors, or catch up on email.

Gifting

If you represent a manufacturer of tactical goods, every other tactical dealer wants to try your products; it is the nature of the business. Does it make sense to give other sales professionals your company’s product just because you can, or just because you’re friends with the other rep? Th ere is a fi ne line that is easy to cross if you are not aware of your company’s attitude toward this kind of “gift ing”. It can go from a great advertising opportunity (expecting this individual to use your product in eyesight of your target audience) to theft . Make sure you know your company’s position on this matter. Docu-menting all gift ing is a prudent practice.

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Expense Accounts

Have you ever fudged on your expense account report? If you haven’t yet, there’s a good chance you may in the future. Aft er all, why pay for something yourself if you know your company will? For example, you treat your spouse or a friend to a business dinner by adding them to your tab. It sounds harm-less enough; it’s justifi able. You work hard; you should be able to include them on this expense item. Right? Wrong! You aren’t spending your money; you’re spending the company’s money.

It is fortuitous that most sales professionals don’t look at their expense accounts as an opportunity to steal from their company. Depending on how much you travel for your company, you may log thousands of air miles, occupy hotel rooms, rent automobiles, dine out, and entertain clients in a myriad of acceptable ways. Th is can add up quickly. Tens of billions of dol-lars are spent every year on expense accounts, making it one of the top cat-egories of corporate spending.

Here are some of the most common activities where abuse can occur: You may be headed to a conference at a resort location, complete with

world-class golf courses, spas, skiing, tennis, and other desirable ameni-ties. It would be simple enough to pad your trip with an extra day or two for a little more time on the slope, court, course, or massage table — on the company’s dollar. Th e amount compounds itself when you are traveling with your family, signifi cant other, and/or friends, by working their expenses into your expense report.

Who wants to stay in second-class business hotels that have few, if any, perks? You’d like to stay at the fi ve-star hotel when your company wants you to stay at the cheapest lodging you can fi nd. Many road warriors are members of loyalty programs and earn points that allow them legitimately to upgrade at no extra expense to the company, but others will upgrade out of desire and charge the whole thing to the company.

Who doesn’t want to fl y fi rst class? Nobody! Everyone wants to fl y fi rst class. If you belong to an airline loyalty program and rack up the miles,

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you have a good chance of being upgraded to fi rst class. Many people work for companies that have fl exible attitudes about upgrades on the company dollar, but most have companies that require booking coach fare. Abuse comes in when you knowingly book business or fi rst-class tickets against the company policy.

Does your company allow you a per diem — an amount your company sets for meals per day? How are you reimbursed for that? Many compa-nies have a fl exible allowance; it is more expensive to dine in New York or Washington DC, for example, than Little Rock, Arkansas, or Pierre, South Dakota. When you submit your expense reports, make sure you back up the claim up with an actual receipt. Some companies don’t require receipts, providing opportunity to the sales staff to charge them the full allotted per diem amount. For example, only $35-$50 was consumed per day, while the company was charged the full $100 allowed.

Have you ever lost or damaged your cell phone beyond repair? Have you fried your laptop? Or worse, was it stolen? Have you ever desired to upgrade to the most current Smartphone, laptop, iPad, e-reader, or other electronic tool, but couldn’t aff ord to… or didn’t want to incur the expense yourself? If you have legitimate damage or loss, or have antiquated equipment that is slowing down your eff ectiveness and effi ciency, and if replacement is within your company’s guidelines, then by all means, do so. Please don’t fall in the trap, as many do, and upgrade just because it’s cool to have the latest and greatest gadgets, on your company’s dollar.

Th ere are many areas where ethical behavior can come into question. How about lost or damaged luggage? What are you going to claim and charge back to the company’s insurance carrier? Or, you have a major wardrobe malfunction and you need a suit for a business meeting that takes place in the next couple hours; or do you just want the new suit you saw in a depart-ment store window? Gift s for clients can easily be gift s for family or yourself. Isn’t that a beautiful putter? Personal GPS? Digital Camera? iPad? Hmmm.

King Solomon, from the Book of Ecclesiastics in the Bible, was quoted as saying, “What has been will be again, what has been done will be done

49


again; there is nothing new under the sun.” Don’t go there. If your scheme is discovered, the least that could happen is your company will make you reimburse them. Consider the worst that could happen: 1) you are fi red, or 2) you are arrested for theft . Th ink twice. Don’t do it. It is not worth it.

“So… do you come with that tank?”

Forrest Gump said, “Life is like a box of chocolates. You never know what you’re gonna get.” Th e quote stays true to trade shows. Th e slang term “booth babe ” is frequently used to refer to a person who is a trade show model. Also known as: professional model, spokesmodel, brand advocate, brand ambas-sador, convention model, emcee, and presenter, booth babes can be male or female, and are generally good looking with exceptional physical attributes.

An image comes to mind when visualizing a booth babe… standing at the entrance of a company’s booth, dressed provocatively, and used as bait to lure potential business contacts, without providing any actual value or having any real knowledge of the company. Arguments have been made that the reason men do and have done most things in life is because they want to have sex with women. Th is drive is so strong that it is used by companies the world over to push product. It is easy to assume immediately that any attractive female is there simply for her physical appearance, not for the value of her knowledge.

It may surprise you, but many such booth babes are trained with enough information to be able to sing the praises of a company and their products and services with an authentic passion for them. People who are passion-ate about what they’re working with, know it like their own skin, and are very happy to go into the details when asked. Th ese are exactly the kinds of people I want selling for me.

Ever-fl uctuating social and business standards have shown a decrease in the use of such spurious models, especially noticeable in military trade shows. A prudent question to ask goes back to the vision and mission state-ments of your company, along with its moral and ethical codes. Does the

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use of booth babes undermine or reinforce how your company wants to be known?

Another facet to consider is the military’s focus on the family. How do you think a wife, husband, daughter, or son feels when walking the booth fl oor and approached by a booth babe, with suggestive language? Or what if they simply get too close, or reveal more of their physical attributes than what is considered morally decent? Some will laugh this off . Others may be off ended, or disgusted and protective of their family members. In the fi nal analysis, what will be their impression of your company if something like this happened in your booth?

Some companies sponsor events aft er the trade show hours that may include the use of booth babes, strippers, visits to sex clubs, all accompanied by free-fl owing alcohol and food. Th is can be very hard to resist, bringing to mind a popular quote from Star Trek, “Resistance is futile”, which is part of the standard message used by the Borg when they encounter an alien race they intend to assimilate into their collective. Resistance gets harder if you are with a group, and even more so if you have been consuming alcohol.

Most military conferences are professional development opportunities. Most conferences have recommended dress codes. Some require business-casual, while others require business-dress. As a military sales professional, you may be a booth babe yourself. Read the show contract for acceptable dress and other activities where your conduct could possibly come under scrutiny.

Locate and review a copy of your company’s Code of Ethics . Make sure you understand the fi ne print as well as the actions your company can take if you act inappropriately. If your company does not have a published code, take the initiative to propose the idea to Human Resources or someone in your company with authority.

Consider that if you make a decision outside a perceived code, the con-sequences could be more severe than if an actual code existed. Decisions made when emotions are high, without guidelines, are more likely to have a negative outcome than those with a mutually understood and agreed upon set of codes with responses that everyone abides.

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How you conduct yourself at a trade show should refl ect your company’s code of conduct and that of your own personal ethics and morals. Do you know what your company’s code of conduct is? Do you know what is at stake if you act and make decisions outside these guidelines?

Th ere are great resources on the Internet for craft ing a Code of Ethics (such as sites like, ask.com) or for the existing codes of ethics and conduct of major corporations. A simple Internet search: 10 Best Codes of Ethics or Top 10 Companies’ Codes of Ethics 2011 off er an even better overview.

How many Borg does it take to change a light bulb?

Only one, but everyone must be in agreement that the light bulb must be changed to increase effi ciency.

So how many military sales professionals does it take to staff your trade show booth ? Many factors must be taken into consideration to determine your staffi ng needs.

According to studies conducted by the Center for Exhibition Industry Research, (CEIR), 16 to 20 percent of attendees will have some level of interest in your products or services. At the top of your list: obtain an accurate count of the anticipated number of attendees registering for the particular show.

1. To calculate the number of potential prospects you can expect to see, multiply the number of registrants by 16% (or 20% if you are a high profi le company in this industry).

2. Next, multiply that number by 50% if the show is more general in nature (such as AUSA ), or by 30-40% if the show is specifi cally tar-geted to your specifi c audience (such as the Infantry Warfi ghter Con-ference, now known as MCOE Warfi ghter Conference).

3. Divide that number by the total hours of booth operation, per your show schedule. Th is will give you an estimate of how many attendees could potentially visit your booth every hour you are open.

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4. Finally, divide the number of visitors per hour (answer from #3), by the number of attendees or demonstrations you think your booth staff can handle in a 60-minute period of time. You should be able to calculate how many people you need to staff your booth through-out the show.

5. An average rule of thumb is one booth staff member for every 50 square feet. Multiply the number of booth staff you need by 50 (square feet) and you’ll know how much exhibit space is required. (Two booth staff for a standard 10' x 10' space; four for a 10' x 20', etc.)

Using the calculations above, review your shows and determine if you are over- or under-staff ed, and if you need more or less booth space to maximize your investment of time, staff , and resources for each show.

Four-Star Sales Professionals

Calculations for how many booth staff ers are needed are one thing. Suc-cess will depend more on the quality of your booth staff . Imagine that 55% of the total sales force has no sales ability at all and 25% of the sales forces that do have the ability to sell are selling the wrong products and services.

Common characteristics defi ne the most successful military sales profes-sionals. In an informal survey of business executives in the fi eld of military sales, most included these common characteristics to describe top perform-ers: talent, personality, self-starter, self-discipline, product knowledge, and customer knowledge. Top performers can better be defi ned as: confi dent, passionate, moral, ethical, organized, goal-oriented, dependable, reliable, likeable, relationship builder, positive, and enthusiastic.

Terri Levine, PhD, Th e Business Mentoring Expert, an experienced entre-preneur, assists entrepreneur-owned growth businesses worldwide as a busi-ness and executive coach and marketing consultant. She has more than 30 years of business experience, working with more than 5,000 owners and

53


entrepreneurs in a variety of industries. She is also a bestselling author and keynote speaker. For more information about Terri Levine, visit www.ter-rilevine.com

In her book, Ten Ways to Know You are a Teller or Seller , Terri goes into great detail to defi ne the diff erences between tellers and sellers. She has given me permission to share with you her simple, but telling, comparisons that distinguish between the two types:

Tellers SellersGive information Solve problemsLeave decision to the prospect Gain convictionPresent features Translate features into benefi tsAvoid rejection Risk rejectionTry to win by showing knowledge Win by closing salesUse rational level Use emotional and rational levelsReactive ProactiveWant structure and stability Accept uncertainty as the normIdentify needs Intensify needs and wantsEveryone must come to your door You go to everyone’s door

Review the comparison chart between Tellers and Sellers. Honestly assess where you fi t. Are you a teller or a seller? We all have what it takes to be suc-cessful. Top Sellers, as with great leaders, are not born; they are developed over time. You too can become a top military sales professional if you take time to develop yourself in these areas.

Don’t fear failure. Th e value of failure is the value of reaching for some-thing far beyond ourselves and how, even if we falter, it stretches us beyond our prior dimensions and emboldens us for the inevitable challenges ahead. T.S. Eliot once wrote, “Only those who risk going too far can possibly fi nd out how far one can go.”

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“Go where they are and they will come to you.”

Remember the general you met in the introduction to this book — the one who left me tongue tied? Meet Lieutenant General Edward Soriano , who remains the highest-ranking Filipino American offi cer to have served in the United States Army. Since retiring from active duty in March 2005, General Soriano has worked for Northrop Grumman as the Director of Training and Exercises for Homeland Security and Joint Forces Support, and is cur-rently involved with Deployed Operations, International Programs. Never sitting still for a moment, he also serves on numerous boards, including Home Front Cares, Goodwill Industries of Colorado Springs, and Wells Fargo Bank. Additionally he serves as a board member of the Mountain Post Historical Center at Fort Carson.

LTG Soriano gave me the most important single piece of advice as it per-tains to working with the military; “Go where they are, and they will come to you.” What does that mean? In the next chapter you will learn about the value and importance of relationship building through volunteerism, asso-ciation memberships, and sponsorship. You will also learn the diff erences and values among the levels of participation in military trade shows.

If you are a typical Road Warrior and work 24/7/365, how do you fi t it all in? Work, travel, home, play, volunteering, and other important activi-ties in your life are demanding of your valuable time. How do you make it work successfully? How do you prioritize all the demands so that you are doing the really important things to advance yourself both in terms of sales for your company and as a human being?

You’ve already been through boot camp. It’s now time to step up a notch. Advanced Individual Training (AIT) is where new soldiers receive specifi c training in their chosen MOS (Military Occupational Specialty). Th e length of AIT training varies depending on the MOS, and can last anywhere from three weeks to nearly two years. Th e current longest AIT training lasts 84 weeks (1 year and 8 months).

Fall in. Attention. Double-time. March!

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Develop a working script and update routinely so you are communicating what your company wants to share with prospective customers and to ensure you are comfortable when asked questions.

Prepare in advance a working checklist for every show.

Familiarize yourself with your company’s Codes of Conduct and the codes and rules that govern military trade shows.

Review the comparison chart between Tellers and Sellers. Assess where you fi t in, and strive to become the best seller you can.

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CHAPTER 4

“Go where they are and they will come to you.”

THERE WE WERE, SITTING FACE TO FACE. I’D NEVER BEEN IN A GEN-

eral’s offi ce before. As excited as I was to be there, I was uncommonly ner-vous. Th ere was a lot to take in: photographs of him throughout his career, his distinctive awards and medals, bookshelves heavy with volumes of military history, and photographs of his family that graced every corner of the room.

Th e surfaces of the tables and desks were covered with challenge coins, protected by heavy beveled glass to protect them from dust. I immediately understood their value as a tool to build morale. (Later on, I amassed a col-lection of my own.) Besides using coins to challenge, they are also used as rewards, or as awards for outstanding service or performance of duty.

Something else about this general that was diffi cult to take in; he was smiling! He looked welcoming and appeared to possess a wonderful sense of humor. Th is fact alone had me confused, because every photograph of any generals I’d ever seen was serious, showing a stone-faced expression. I never thought much about it before. Surely, generals must have been through a lot to warrant those expres-sions, lacking conceit about their own victories; aft er all, war is serious business.

LTG Soriano graciously poured a cup of coff ee for me and led me to the best seat in the offi ce. He shared a bit of his personal history and asked me about mine. Th en we got down to business.

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CHAPTER 4: “GO WHERE THEY ARE AND THEY WILL COME TO YOU.”

“Suezy, what do you want to accomplish for J.L. Darling Corporation ?” he asked.

“Sir, I want to put Rite in the Rain in the hands of every soldier on earth, and then I’ll work on the space program!” I was as serious as a heart attack, yet, he laughed hard. I followed suit; I laughed too, and the nerves melted away like an ice cream cone on a hot summer’s day.

When the laughter subsided, General Soriano drew me in, sensing he was going to say something quite profound. “If that is your mission, Suezy, then here is my advice to you…” I held my breath and drew in as close as was appropriate to hear everything he was going to say. I almost passed out. Th en he said, “Go where they are, and they will come to you.”

Ten words? Th at’s it? Th at was what I needed to learn? Th at was the pro-found nugget of wisdom I would need to accomplish my mission? In fewer words than his: YES — that was exactly what I needed to hear.

What General Soriano meant by “Go where they are, and they will come to you” is both simple and eff ective. Be there. Attend such events as a deploy-ment ceremony, a welcome home ceremony, Change of Command, Mass-ing of the Colors, fundraising golf tournament or marathon, or things like Green Day, Safety Day, Fourth of July, Family Day, or any other number of events where soldiers and families of soldiers are involved. GO!

Support the NCO Academy , ROTC Warrior Forge , and the annual Wom-en’s Conference . Volunteer your products? Yes, but more importantly, vol-unteer your time. Join associations, especially AUSA (Association of the United States Army), and participate in its mission and events that serve your local military community. GO!

Go, I did. Come, they did.

Professional Memberships

As a military sales professional, one of the most important things you can do is join military associations. Th is may not be on your top priority list, given all that you have to do and what little time you have to do it. Shift your

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thinking. Membership in military associations will help you make valuable professional contacts and gain access to a wealth of useful information. One way to further your personal sales goals is through becoming a mem-ber of a professional organization. Your membership will not only provide value to you and those you want to connect with, it will also enhance your performance, ultimately benefi ting your company or organization as well.

To best illustrate the benefi ts of membership for you, I’ll share a few stories about what I learned through the fi rst of many military associations I joined.

AUSA

Th e Association of the United States Army is a private, non-profi t educa-tional organization that supports America’s Army — Active, National Guard, Reserve, Civilians, Retirees, Government Civilians, Wounded Warriors, Veterans, and Family members. AUSA provides numerous Professional Development Opportunities at a variety of events both local and national.

At the community level, AUSA has 125 chapters located worldwide. Made up entirely of volunteers, it provides recreational and educational oppor-tunities to Soldiers and their families. Most importantly, they support both deployed Soldiers and the families left behind. AUSA and its chapters have contributed more than $2 million toward awards, scholarships, and support of soldier and family programs.

Th ere is much to see on the AUSA website: www.ausa.org. Find a local chapter near you. Search the calendar for local, regional, national, and inter-national events. Or read articles to gain access to important links.

General Gordon Sullivan, president of AUSA , and Command Sergeant Major Jimmie Spencer, Noncommissioned Offi cers and Soldier Programs, AUSA — both USA Army Retired — have 68 years of military service and 33 years of volunteer service between them. Together, along with hundreds of dedicated volunteers and servant leaders, they have overseen the transfor-mation of AUSA into a dynamic organization of 100,000+ individuals and

59


500+ sustaining members that represent soldiers, families, and the defense industry.

When you become a member of this organization, you will be able to meet them, socialize with them, share ideas, and work alongside them. Join and participate. Simply being a card-carrying member of an organization doesn’t necessarily mean you are a productive member. In order to develop your knowledge base, establish new friendships, and hone your selling skills, you must actively participate. If you are too busy to attend meetings or interact with other members, your membership will be worthless. Value comes from doing.

Immediately following the meeting with General Soriano, I joined the local Fort Lewis (now Joint Base Lewis-McChord — JBLM ) Chapter of AUSA . Very soon, I had picked up a new family: COL Michor Gentemann (Ret), Chapter President, and his wife Lee Gentemann; MG John Hemp-hill (Ret), and his wife Peggy Hemphill; CSM Herb Schmeling (Ret); LTC William King ; COL Carroll Dickson (Ret); Rickey Stevens (Geico); Terry Donahue (Pioneer Services); and the incomparable Virginia Kinakin , Chap-ter Treasurer, among countless others.

Th ere was much to learn. Th ese friends became my support system by providing coaching and mentoring, and introducing me to key military personnel that I would not have otherwise met. Th ey gave me answers to many questions such as: What is the diff erence between a sergeant, staff sergeant, and 1st sergeant? and Why are they all called sergeant? Speaking of sergeants, how come a Command Sergeant Major (CSM) and a Sergeant Major (SGM) are both called, Sergeant Major? Th ey also taught me to call a CSM, “Sergeant Major” and not, “Sir”.

At chapter functions, they introduced me to many military leaders and leaders-in-waiting, who would become long-lasting friends. Th ey gave me the opportunity to work beside them and to observe protocol, and they gave me valuable insight into the background of people I wanted to meet.

Th e very fi rst person I met under these circumstances was Colonel Rob-ert Brown , Commander of the 1-25th Stryker Brigade Combat Team . COL

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Brown is now Major General Brown , Commanding General of the Maneu-ver Center of Excellence (MCOE), Fort Benning, Georgia. COL Brown took the time to explain Army Transformation in a nutshell, and the importance and diff erences of a Stryker Brigade. He took it slowly, and in no time he had cleared the clouds of confusion so that I saw the bigger picture. I needed to see this to understand what lay ahead for us as Americans, and how this would shape the military sales department at J.L. Darling Corporation .

Th e very fi rst committee that my company took on as an AUSA spon-sor was the Henry H. Lind Non-Commissioned Offi cer (NCO) Academy at JBLM. Th is decision was made as a result of the wise counsel of COL Gen-temann and MG Hemphill. What did I know? Absolutely nothing! I did not know the importance of an NCO; I sure learned in a hurry.

Th e Non-Commissioned Offi cer Corps is oft en referred to as “the back-bone” of the armed services, because it comprises the primary and most vis-ible leaders for most military personn el. Additionally, they are the leaders primarily responsible for executing a military organization’s mission and for training military personnel to be prepared to execute their missions. NCO training and education typically includes leadership and management as well as service-specifi c and combat training.

Senior NCOs are considered the primary link between enlisted person-nel and the commissioned offi cers in a military organization. Th eir advice and guidance is particularly important for junior offi cers, who begin their careers in a position of authority but generally lack practical experience.

Can you see how important this decision to support the NCO academy could potentially be for a small business that makes tactical products spe-cifi cally designed for them and their environment? It isn’t rocket science; it is a gift , a beautiful gift of many groups coming together to further the mission… and this could just as easily be you and your company. But, you must do as a member; you cannot simply be a member.

You may meet 200, 500, or even 1000 members at one association meet-ing. You can hand out your business card to each and every one of them. However, attending and handing out your business cards alone will not get

61


you the kind of business leads you’re looking for. Nor will you get specifi c advice or develop meaningful relationships that way; that can take months, sometimes years.

Th e committees you volunteer to serve with, the events you help plan and participate in, and the programs you help facilitate — are where you will see the fruits of your eff orts pay off , where casual acquaintances become solid and mutual relationships. When you do this, more opportunities will open up to you. You learn about other facets of the organization, and other organizations that cross pollinate with the ones you align yourself with, maximizing your relationships with individuals belonging to more than one organization that serves the same community.

An oft en overlooked advantage of joining an organization is that you may fi nd yourself emerging as a community leader, or as a subject matter expert in a fi eld or topic of interest. If you do get active and fi nd yourself in this position, another opportunity to consider is writing articles for the organization newsletter or local news media, about the organization and what is going on with your committee or area of expertise.

Once you’ve made a commitment to join an organization, make a com-mitment to help it grow. By moving forward and becoming personally involved, you help the organization achieve its goals and you begin to see the fruits of your labor as well. Joining organizations requires some dedica-tion, but your involvement helps you stay on top of what’s happening in the industry and it may inspire new ideas to increase your business.

Many associations and organizations publish magazines, e-zines, blogs, and newspapers. Th ey can be a gold mine of information and opportunity. Typically, you learn about the focus and the leaders — the movers and shak-ers of the group. You learn the lingo. You’ll be able to see pictures and read articles of past events and look forward to future events featured in them.

Th e world of professional organizations for military sales professionals is an oft en overlooked, but signifi cant resource. Th ese associations and organi-zations may be narrowly focused or may appeal to a broad range of people. Th ey exist everywhere: locally, regionally, nationally, and internationally.

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Ask other military sales professionals what organizations they belong to and why. Th ere are no better people to ask than military trade show attend-ees; they most likely are members of the show’s sponsoring organization. Ask them: what other organizations they belong to? How oft en do they meet? Do they have conferences that vendors are allowed to attend? How big or small are the organizations? What is the signifi cant focus of the organization?

AUSA is as huge as a major corporation. Some military organizations are very small. Organizations can be made up of a few, tired and worn-out members, or they can have a robust and active membership base. Most organizations have a few things in common though; they provide industry specifi c publications, off er member directories, post important legislative issues, and off er a directory of their staff by departments.

Sponsorships

Military trade shows have tiered registration for members and non-members of their particular organization. Membership in the organization/association can translate into discounted registration with a variety of added incentives and benefi ts.

Sponsorship opportunities abound. Th ey are created to help you lever-age your participation at a particular show, which in turn helps you reach your targeted audience. As a sponsor, you maximize your visibility, enhance your brand identity, and receive a fantastic vehicle to distribute your com-pany’s message, products, services, and capabilities — important at every show you attend.

Other benefi ts, depending on which tier or membership/sponsorship you sign up for, are those that provide you the opportunities to meet, dine, and socialize with the movers and shakers of the show’s unique focus.

Keeping with AUSA as an example, here are some sponsorship oppor-tunities you could expect to see at most of its large venues:

Lounge Sponsor: Th e AUSA lounges serve as central meeting points for all conference attendees. Th ey also off er an open stage area where the military

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senior leaders and experts in a certain fi eld give presentations. Th ese spon-sorship opportunities are kept to a minimum.

Offi cial Show Guide Sponsor: Th e show guide has it all: a map of the show and a complete listing of all the exhibitors that includes a company descrip-tion, logo, and point of contact for each exhibitor. Th is entitles the sponsor to prominently advertise on and in the show guide.

Coff ee and Refreshment Breaks : to include breakfasts, lunches, recep-tions, and dinner. Th is type of sponsorship provides exposure with signage distributed throughout the exhibit area, lobby and meeting room entrances, along with your company logo printed on the napkins.

Attendee Packet Stuff er : Your product or message is put in the hands of every attendee. One company may be the conference bag sponsor, while sev-eral companies are stuff er sponsors. Th e conference packet or bag will also be stuff ed with a map, show guide, fi nal agenda, and other relevant printed items — all materials that attendees covet and hold onto.

Email Kiosk Sponsor (typically one sponsor opportunity) and Wi-Fi Spon-sors (limited number of opportunities): Kiosks are disbursed at strategic locations throughout the exhibit hall. Th is is a great service not only for the military personnel who are attending the show, but also for exhibitors who may not have access to the Internet at their booth.

Pre-show Events (such as marathons, golf tournaments, or historical tours): Th ese types of sponsorship opportunities are singular, separate from the registration sponsorship levels. In addition to the registration level you select if you were attending the conference, these may be the only sponsor-ships you have if you were not planning to have a physical presence at the conference.

Exhibitor Registration Sponsorship Levels

Copper, Cobalt, Bronze, Silver, Gold and Platinum — strike it rich with a unique sponsorship that off ers positioning and branding opportunities to place your company among “the best of the best”. Th rough exhibitor

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sponsorship, your company will be prominently showcased in advertis-ing, online marketing events (websites, e-blasts, blogs, e-zines), and a wide variety of other benefi ts.

With exhibitor registration, all exhibitors are allowed booth space. Depending on the level of sponsorship you choose, your location can be restricted or opened up to give you the kind of exposure you are looking for. Nobody wants a booth space in the back corner of the exhibit hall with two large pillars blocking the view and possibly restricting access to the space.

As with the sponsorship opportunities previously mentioned, exhibi-tor registration — discounted by membership in the organization — will, at a minimum, guarantee your exhibit space and place your company name, logo, and contact information in the directory. Jumping from Copper to Silver may add additional registrations for booth staff and include tickets to receptions, events, and meals. A jump from Silver to Gold may get you a ticket to the annual awards banquet or ball, and jumping to Platinum could place you at the head table with an introduction by the speaker at the banquet. You may even be given the opportunity to speak at the banquet.

It might make sense sometimes to be a sponsor of a show you do not plan to attend if you’ve been attending it for a few years. You could opt for a higher profi le sponsorship of a new show or a show where the attendees hold a higher probability to impact sales. Aft er all, if you are prospecting, why not go for the Gold?

Large organizations may have committees that track federal and state leg-islative developments that could impact their specifi c industry. Th ese orga-nizations have signifi cant political presence and infl uence that far exceeds that of individual members. Sponsoring at a higher level may be the key that opens doors for you, enabling you to mine the organization’s resources.

As you can see, the options for sponsorship and exhibitor registration and sponsorship levels are varied to match your objectives and budget. If you have never taken the time to look at all the diff erent opportunities, now is a good time to do so.

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The Master List

It’s been said before, but it bears repeating, you don’t know what you don’t know… so fi nd someone who does. Start compiling a comprehensive list of military organizations and associations.

One idea would be to separate your list by military branch , then by pro-ponent. For example: Branch: Army. Proponents: Adjutant General’s Corps, Air Defense Artillery, Armor, Army Medical, Aviation, Chaplains, Chemical Corps, Corps of Engineers, Field Artillery, Finance Corps, Infantry, Mili-tary Intelligence, Judge Advocate General’s Corps, Military Police Corps, Ordnance Corps, Quartermaster, Signal Corps, and Transportation Corps.

Th e next step would be to take one proponent at a time and search for any associations affi liated with it. One great place to search, for all branches: http://militaryconnection.com. Click on the Army Tab, then Army Orga-nizations, and search for one of the proponents you’ve identifi ed as critical to your success. Searching by Infantry, for example, produced many listings with live links to specifi c websites, oft en with more links to infantry related websites. Th is can be an effi cient way to obtain point-of-contact informa-tion to follow up with.

Other ideas toward identifying organizations and associations of a par-ticular group:

■ Ask customers from that group what organizations they belong to, and what shows they might host or attend.

■ Seek peer knowledge — it’s there for the asking. But also be willing to share your knowledge with others when asked.

■ Call an organization director and not only ask about their organiza-tion, but also ask what other organizations they might be aware of that support this same group.

■ Read industry-specifi c magazines, newspapers, online newsletter,

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e-blasts, and blogs, for leads to potential information about events and opportunities.

■ Utilize Facebook, LinkedIn, Twitter, and other social media to see what your customers are talking about. Th is is a good source of informa-tion, and it is social. “Go where they are, and they will come to you.”

A great example of this dynamic is a story concerning the Pennsylvania National Guard. J.L. Darling Corporation is a corporate member of NGAUS (the National Guard Association of the United States), comprising 57 sepa-rate state and territorial Guard Associations. It maintains membership in several state associations. As a benefi t of membership, the corporate liaison between industry and NGAUS daily sends out an electronic update of guard activity by state and territory, typically four or fi ve states in any given update.

On this particular day, the update came, and there it was — a headline about the Pennsylvania National Guard building the fi rst Stryker Brigade Combat Team (SBCT) of the National Guard. It would become the largest SBCT of the Army. Th is SBCT was in the early development stages.

In three weeks, the Army would be holding the annual Infantry Confer-ence at Fort Benning, Georgia. I immediately called the NGAUS liaison for contact information for the SBCT in Pennsylvania and called them as fast as I could. Time was of the essence. Was any of the Pennsylvania National Guard leadership from this new SBCT planning to attend the Infantry Con-ference? YES! Was there any way possible we could meet? YES!

Th ree weeks later, demonstrating Rite in the Rain before the leader-ship of this new brigade, they were able to see possibilities they had not yet considered. A beautiful relationship began that very day. We became corporate members of the Pennsylvania National Guard Association . BG Dean Oswald (Ret), Executive Director of PNGAUS , opened many doors of opportunity for us, as he did for all corporate members. He and his wife Karen have become good friends, as have many of the soldiers of the Penn-sylvania National Guard.

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This kind of relationship would not have happened with a passive approach. “Ask and it will be given to you. Seek and you shall fi nd. Knock and the door shall be opened to you.” — Matthew 7:7, the Bible.

Analyze the trade shows you have committed to and prioritize them by order of importance — the ones that have the greatest potential positive impact on your sales goals. Review the registration documents for these shows and look closely at the Sponsorship Opportunities and the Exhibitor Registration Sponsorship Levels for each one.

Your company is paying a premium to send you to the show. Besides registration, factor in airfare, hotel, car rental, meals, shipping, and other costs into the total outlay. Does it make sense to sponsor at the low rung of opportunity for your top priority shows, while sponsoring at a Gold level for a show much further down your list of importance? You may not make any adjustments to the level of sponsorship or registration you’ve already committed to, but this exercise may help you become more aware of all the opportunities you could be taking advantage of. Remember, if you focus on the sale, you will fail.

Higher level sponsorships aff ord you access to the people in a particular organization that you may not meet on the trade show fl oor. Th ese kinds of opportunities are ripe for building and nurturing relationships. Members of professional organizations help increase your knowledge of the indus-try. Th ey are generally happy to off er advice and referrals. People like to help people, especially when they learn how sincere you are about learning what they do.

Th e most signifi cant benefi t you receive from membership in a military-/defense-related association or organization is the people you meet. Th ese are your potential customers. Go where they are and they will come to you. Join. Get Active. Learn. Meet new friends. Reap the benefi ts. Th at’s an order!

Q. How is a marching step measured? A. Heel to heel. Q. What is accomplished by practicing drill? A. Team-work, confi dence,

pride, alertness, attention to detail, esprit de corps, and discipline. Q. How is schmooze success measured? A. Person to person.

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Q. What is accomplished by practicing schmooze? A. Team-work, con-fi dence, pride, alertness, attention to detail, esprit de corps, and discipline.

Attention! Fall in. Receive the report.


Research the professional military organizations and associations you become aware of, and examine the benefi ts to determine your level of participation to maximize your time at military trade shows, all of which will aff ect your bottom line.

Study the diff erences of sponsorship and membership to see which one or both meet your goals. Look for things that come with membership, such as booth space, advertising, meals, receptions, and events.

Create a comprehensive master list of military organizations and associations with detailed notes about any experiences you have with them.

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CHAPTER 5

The Schmooze Factor

“SCHMOOZE OR SCHMOOSE, ALSO SHMOOZE SLANG V. SCHMOOZED,

schmooz·ing, schmooz·es or schmoosed, schmoosing, schmooses; also shmoozed, shmooz·ing, shmooz·es: To converse casually, especially in order to gain an advantage or make a social connection. To engage in schmoozing with: how to be a military sales professional, how to be a businessperson, how to schmooze the offi cers. Th e act or an instance of schmoozing.”

In this chapter you will examine how to schmooze , how to transform a stack of business cards collected from military trade shows into a valuable network of contacts that become excellent customers, collaborators, advi-sors, mentors and, potentially, close friends.

Additionally, you will learn how and why schmoozing/networking with your peers is one of the most important things you can do. Networking is a supportive system of sharing information and services among individuals and groups having a common interest.

Relationships take time to develop. Routine mainte nance is essential. Th e relationships you make with people determine your success or failure in the military sales profession. Th ere’s no question in my mind about the diff erence between good sales people and great sales people in an industry like ours that is built so heavily on personal relationships. Th at diff erence

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belongs to those who master the art of the schmooze; they are the ones who build those stronger relationships.

When I say “schmooze”, I am not talking about insincerity; I’m talking about being able to connect with customers and prospects on an individual, caring level. Have you learned how to “schmooze”? Here’s where I really want to connect with you. I care. Follow me.

Th ere are hundreds of books on the topics of schmoozing and network-ing. Recently, the top-rated books listed on Amazon were based on these two topics:

■ Networking Like a Pro: Turning Contacts into Connections, by Ivan Misner, David Alexander and Brian Hilliard

■ Networking for People Who Hate Networking: A Field Guide for Intro-verts, the Overwhelmed, and the Underconnected, by Devora Zack

■ Dig Your Well Before You’re Th irsty: Th e Only Networking Book You’ll Ever Need, by Harvey Mackay

■ Th e Vault.com Guide to Schmoozing, See: Vault.com

■ It’s Not Your Smarts, It’s Your Schmooze: How to Succeed Without Being Brilliant, by Ty Freyvogel

Th e titles are clever. One title not on this 5-star ratings list is: I Hate Net-working, by Will Kintish. If this is you, if you hate networking, all the clever titles in the world may confuse you.

Th e good news is, they all contain the basic fundamental skills, and it’s those basics that will equip you with what you need. Here’s a clever title for you: Sensational Schmooze! Ok, maybe not so sensational, but they don’t call me “Th e Schmooze” for nothing!

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CHAPTER 5: THE SCHMOOZE FACTOR

Introverts (subjective) and Extroverts (objective)

Th ere are a lot of sales professionals who don’t know the basic fundamentals of sales/schmoozing/networking. Nor do they take the time to assess their personal weaknesses and strengths to know how and what to develop in their repertoire that would help them become successful. One of the myths about successful sales professionals is that they must be extroverts. NOT TRUE! I am an introvert, but I have learned how to be an aggressively shy person.

According to Jung’s theory of Psychological Types, we are all diff erent in fundamental ways. One’s ability to process diff erent information is lim-ited by their particular type. People can be either extroverts or introverts, depending on the direction of their activity: extroverts versus introverts. Extroverts are directed towards the objective world, whereas introverts are directed towards the subjective world. Here are the most common diff er-ences between extroverts and introverts:

EXTROVERTS

■ are interested in what is happen-ing around them

■ are open and oft en talkative

■ compare their own opinions with the opinions of others

■ like action and initiative

■ easily make new friends or adapt to a new group

■ say what they think

■ are interested in new people

■ easily break unwanted relations

INTROVERTS

■ are interested in their own thoughts and feelings

■ need to have own territory

■ oft en appear reserved, quiet and thoughtful

■ usually do not have many friends

■ have diffi culties in making new contacts

■ like concentration and quiet

■ do not like unexpected visits and therefore do not make them

■ work well alone

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It is oft en said, great leaders are born, not made. It is also oft en said that great leaders are made, not born. Sangeeth Varghese wrote in an article, Are Leaders Really Born?, “Leaders are rarely born because they oft en do not carry any legacy, nor are they necessarily from great families. People who have initiated and propagated great changes are seldom there because of a birthright. Th ey emerged as and remained great leaders through their own merit, beginning with a decision to take on leadership, and a determination to lead a cause that they believed in.”

He goes on to write, “Leaders seldom appear to have a past where they exhibited some extraordinary physical or mental capabilities. On the con-trary, many of the world’s great leaders had been branded below average or just average individuals at some point in their lives. Each of them emerged as leaders because they made a decision to lead. Leaders are hardly ever exceptional. And they need not be. Leadership is not something with which you are born, it is not inherited; it is something you decide to do. Leaders are those who are bold enough to make a decision when they are faced with a defi ning moment.”

Th e same thing can be said about successful sales professionals. Th ey are successful through their own merit and because they made a decision to learn the art and language of sales through networking and schmoozing.

I was once very shy. I would not make eye contact with a single soul for fear they would ask me a question. If we were in the same room and I thought you were making your way toward me, I’d walk out as fast as I could to avoid conversation. If somehow you caught up with me and asked me a question, unease would fall on me, nausea would take over, and I would clam up… go blank. Like a deer in the headlights, I would freeze up.

If I was going to be successful at anything, I instinctively knew I had to learn how to overcome this shyness. I had to learn how to be comfortably confi dent in social situations. Not only to be comfortable, but to be bold enough to make the initiating steps, to be the one asking the questions. And learn I did. Th e good news is, so can you.

Remember in Chapter 1, I talked about Toastmasters ? “If you want to

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develop a competitive edge, develop yourself fi rst.” Toastmasters has been helping people develop leadership, self-confi dence, and communication skills since 1924. Toastmasters can help you. Many people who join a local Toastmasters club were as shy as I was. Others join so that they can hone communication skills they already have. Practice makes perfect.

Toastmasters is a safe learning lab, a comfortable environment to prac-tice without the risk of rejection or fear of messing up or losing a customer. Members and visitors alike have one thing in common; they are interested in self-improvement. Most will have specifi c goals in mind. Most new members cannot believe the transformation they witness in others and how quickly their own transformation comes.

Soon aft er I joined, with only four club meetings under my belt, I took control of the next scheduled meeting as “Th e Toastmaster”. Th at meant I welcomed everyone, introduced guests and speakers, provided clever and informative segues from one element of the meeting to the next, and kept everything within the allotted time. And then the magic happened. At the very end of the meeting, aft er my concluding remarks, everyone applauded raucously and uproariously. Th ey wrote personal notes letting me know spe-cifi cally what they liked, how I could improve one aspect or another, and they encouraged me to stick with it. I was doing a good job.

I’m sharing this story with you because it was a pivotal point in my devel-opment as a successful sales representative. Th e light bulb came on. In this environment I would thrive. It wasn’t so much that I needed to learn what to improve, as much as to learn what good skills I already possessed that had been suppressed for so long. Th e opportunity to observe and emulate extroverts without fear and the encouragement were missing elements BT (Before Toastmasters ). Who can resist that kind of appreciation that includes applause for everything you attempt, just because you did attempt? Th is is where my true sales journey began. I take Toastmasters with me to the bank every payday.

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The Bare Bones of Schmoozing and Networking

Being a schmooze isn’t always seen in a positive light. Still, success relies on who we know and how we are perceived; so schmooze we must. Learn-ing how to schmooze can help you build your social capital. According to James S. Coleman, a renowned American sociologist, “…social capital is productive, making possible the achievement of certain ends that would not be attainable in its absence.”

Here are the top-fi ve critical building blocks you need to develop your social capital :

1. Prepare . It is one thing to “go where they are”, and another thing altogether to know where you’re going. Research, as much as you can, the: who, what, when, where, and why of a military trade show or organization. Th e Internet makes this very easy. When on a show site, click every link. Read about the event’s focus, who the speakers are going to be, and why them? Research them. Read any newsletters or blogs linked to the site. Make a list of people you’d like to meet so you can reach out to them while there. Th e show organizer might be able to make introductions or a meeting possible; ask in advance.

Additionally, if you are concerned that your shyness will interfere with your success, prepare yourself in advance. Th ink about what you’d like to learn from this particular group and develop a set of questions to ask them. Likewise, anticipate questions you may be asked and practice short, concise answers, and stick to them. Embellishing on your practiced responses may take you down a rabbit hole where you cannot fi nd a way out. So stick with what you know and what you’ve rehearsed.

Facts do not fail. Don’t make up an answer. It’s OK not to know every-thing. If you develop competency with this approach, the fi nesse will come with practice. Your delivery has to overcome common interruptions and distractions, so stick with what you know.

One way to disguise shyness is to smile. A few short humorous anecdotes in your arsenal that you can use in casual conversation will encourage that smile waiting to appear.

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Acquaint yourself with the names of people you speak with. Repeat their names oft en when speaking with them. Th ere is nothing sweeter than the sound of one’s name or voice. Ask questions and let them do the talking.

2. Never leave home without your business cards . Remember from Chapter 2: business cards are the most aff ordable and convenient marketing tool that you can hand out. Th ey transfer business information from one person to another and are the most widely used tool for doing so.

At a minimum, business cards must convey who you are, who your com-pany is, what you do, how to reach you in the offi ce, how to page, email, or fax you, how to call you on your mobile device, and how to fi nd your com-pany website. Adding icons for your company’s social networks (Facebook, LinkedIn, and Twitter, for example) is also a great idea. Print your business cards by the thousands and give them away generously.

A hardcore networking schmooze will also carry business cards of their most trusted colleagues (for referrals) and those of their company’s owners, sales and marketing directors, and other department heads.

When receiving someone else’s business card, write a short note on the back where you met them, a common interest or contact, and what action you need to follow up with. If they do not have a business card, ask for their information and write it down in front of them.

I mark my business cards by rank on the front of the cards collected: one star, two stars, three stars, and four stars (for military generals). At the end of the day I start with any followup work, beginning with the highest rank, four stars. Th at four-star contact may be a lance corporal in reality, but something about that person was most important to both of us at the time. Develop your own system of identifi cation according to importance.

Following up on any conversation or exchange of business cards is essential; it is not an option. A good rule of thumb: follow up within 48 hours — the sooner the better. Th is will cement in the contact’s mind that you valued your meeting and it left a strong impression.

Put a tickler in your system to contact them at a later date. Put notes in

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the tickler to remind you of the salient points of your previous conversation and fi nd ways to do something for them: introduce them to someone that may further their agenda, or invite them to tour your plant, or ask for an introduction to someone they know that you’d like to meet. It is not enough to collect business cards or complete the initial followup to create the kinds of relationships you need to succeed. You must build the relationships from this point on, and that takes purposeful planning and execution.

3. Listen . Many people have much to tell people who have little desire or need to listen. Let’s face it; we all like to talk about ourselves and the outstanding products and services we off er. Still, the more listening you do, the better. As the old adage says: the next person who speaks, buys.

One excellent way to be sure you are listening is to ask questions. Open-ended questions that require more than a yes or no response allow others more opportunities to engage; people love to talk about themselves and share their expertise. Be there to learn, not lead the conversation.

When focused on the individual or group you are speaking with, make sure that your phone is on silent and out of your eyesight. Watching a clock, laptop, people walking by, or some other activity going on around you, shows that you are not present in the conversation. How embarrassing it would be if you were asked a question about something just discussed and you hadn’t heard what was said. Sometimes this is the kiss of death. Active listening is not an option; it is imperative.

4. Share . “Th ousands of candles can be lit from a single candle, and the life of the candle will not be shortened.” (A Buddhism quote.) As you develop contacts, both peers and clients, make note of what they do that stands out in your mind. It doesn’t always have to be related to business. Determine what you have in common with them, what they do that is common to someone you know, or what they do that you want to learn more about. Off er your expertise in your area of profi ciency to answer questions they may have. Th is knowledge comes from asking questions and listening.

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Th e getting-to-know-you phase can take a long time, or no time at all. It depends on how active a listener you are and how you respond to cues from your contacts.

Sharing information with peers is one of the most important things I do to keep my network strong. What do I share? What I do not own. Th at is to say, the only thing I would not share is proprietary information, or informa-tion given under confi dentiality. Other than that, what I have is yours for the asking: contacts, referrals, show information, technology ideas, books, blogs, websites, recommendations for dining, lodging, equipment — what-ever it is, it’s yours. Th is is one of the reasons for writing this book. You cannot possibly know what you don’t know, so tap into the people around you and ask. What I have received from others has not taken from them, but enhanced our relationships.

Sharing time with peers is perhaps the most important thing I do to feed and fuel my networking and schmoozing practice. How and when do I share time with them? Any time I possibly can. Most oft en, I plan to have meals with them at shows we both attend. If they are local, or are going to be in my area, I invite them to dinner or a tour of our plant or some local event.

When in Rome, do as the Romans! Th at is to say, wherever your show is, before or aft er show hours, gather one or as many peers as you can, and go to the local museum, kayak or canoe a river, take in the large attractions like Sea World, Disney, or NASA Space Center. Debrief aft er a show in an airport lounge. Extend your stay with vacation days, and spend time golf-ing, skiing, hiking, and being with each other.

Th e more you know about your contacts, the closer and tighter the bond becomes. Th e more you trust the exchange of information and referrals, the more likely you are to initiate an exchange yourself.

With clients, the same applies. If at all possible, attend ceremonies for your best military clients when invited: change of command, promotions, and retirements. Be sure to note family members’ names and anything of sig-nifi cance that you want to remember. If they share it with you, write it down.

In my Outlook Address Book, I note things like spouse’s name and

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occupation, children’s names and ages, pets, hobbies, and things they like and don’t like. It would be advisable to note religious and political preferences so you don’t say anything embarrassing later on. Just a note: a bullet point, not a narrative, will do the trick. Routinely, I sync Outlook with my Black-berry so that when I am on the road; all that information is at my fi ngertips.

It’s OK to ask your clients how they would like you to stay in contact with them, and the frequency. Some people only want to communicate with you via email, while others will give you their personal cell numbers or “friend” you on Facebook. Th ese kinds of actions show that the real possibility of a relationship is open to you. And if that’s the case, they will be initiating contact with you. HOOAH!

5. Be Yourself . You see people every day, who have traits or characteristics you want to emulate. It’s a good thing to have people to look up to, and it’s good to incorporate the best of what they off er into your shtick. But it’s bet-ter to be authentically you. Shakespeare said it best in “Hamlet” when he wrote, “Th is above all: To thine own self be true, and it must follow, as the night the day, thou canst not then be false to any man.”

Th e character traits of authentic people begin with the word, integrity. We all want to be successful, but to what extent? Authentic people will do the ethical thing even if it means the loss of personal gain.

You are always dealing with people. Th e big question is: how are you treat-ing them? Do you treat them with respect or are you judgmental or conde-scending? Authentic people are fair and just. It has been said that authentic people make more friends in two weeks by becoming interested in other people than in two months by trying to get other people interested in them.

When I fi rst entered the military sales fi eld, I was pretty hung up with the military rank protocol, until one Colonel I met said to me, “Ease up, Suezy. Just be yourself, you are not in the military and you don’t have to act like you are. And that’s an order.” Roger that!

I took my cues from the people I saw as leaders in our industry. While I have not tried to be them, I have been able to modify my behavior and

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incorporate some of their best practices into my repertoire. It is important to have strong mentors, not only to show us what to do right, but to let us know when we might be doing something wrong unknowingly and, better yet, give us options to consider.

It would be wrong not to acknowledge the people who have infl uenced me the most in the world of military sales. Besides my fi rst military con-tact, LTG Edward Soriano, and the team of servant leaders of the Fort Lewis (now JBLM) Chapter of AUSA , they are, in no particular order and with the most sincere thanks and fondness for all: Tim Davis, Director of Gov-ernment Sales, Cascade Designs, Inc.; Sue Green, Contracts Administrator, Ontario Knife Company; Sam Matthews, Sales and Marketing, Hanz Leg-endary Extremity Wear, (formerly known as Danalco); Betsy Leggat, Senior Military Program Manager, Camelbak Products, LLC; Bob Lundquist, Foot-wear Sales & Marketing, and Sean McDearmon, Army Branch Specialist, W.L. Gore and Associates; Victoria McDermott, Director of Military Sales, Phantom Products, Inc.; CSM Frank Grippe, Command Senior Enlisted Leader, U.S. Central Command; Charlie Baisley, National Sales Manager, Marine Corps Expos; Sergeant Major David G Best, USAREUR Retention SGM; Tim Hartlage, Vice President of Sales, Heater Meals; Mitch Sherman, Government Sales Manager, Kwickpoint; Mike Turner, Jack Carpenter, and Carl Christen, Military Sales, ESS Goggles; Tanya Brooks, VP Sales, McNett Corporation; Dan Packard and James Radigan, Military Sales, Revision Eyewear; Th omas House, TCM-Soldier, SEP Program Manager, U.S. Army; Alex Brody, Assistant Director, Industry Aff airs, AUSA; Roger Olsen, CWO (Ret), Tacoma Chapter of the Navy League; and from my own company: Becky Groves, Director of Sales; Ryan McDonald, Director of Marketing; Brad Jensen, Marketing; and Todd and Scott Silver, Co-Presidents / Co-Owners of J.L. Darling Corporation .

Th e contributions of these people to the success I’ve had are monumental and immeasurable. In terms of sales success — yes, there has been success for which there are measurements; personal success cannot be measured. What they collectively poured into me and what fi ltered out gave me the most

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freedom to be me. For anyone reading this book, having the freedom to be yourself will be the best social capital you can bring to the enterprise, period.

Being authentic is not as easy as one might think. It’s one thing to be you around family and friends, and another thing to be yourself in business. Th ere are so many expectations of who we “should be” in business. Many people alter their personalities; they are so caught up with posturing and pretending that they lose sight of themselves. When that happens, others see them for the impostors they are. If this describes how you are feeling about yourself, let it all go. Stop doing for others and start being true to you. We are all “a work in progress”.

Take time to nurture your networking and schmoozing skills. Building the right support system with the right mentors and coaches is the fi rst step. Th ink about the people you know who exemplify the attributes described above as you develop a list of potential mentors. Make a point to contact them to see if they are open and receptive to the idea of mentoring you. Let them know specifi cally what you are looking for. Do you want them to be open to phone calls, email, or possibly meeting with you in person? One person may have a great way to track leads, another person might be a good source for helping to educate you on military protocol, while another may have specifi c expertise with a military branch.

Give what you can to help them; ask for and take what you can from them to help you. You will build your integrity, credibility, legitimacy, and fi nally, authenticity through these eff orts. Success follows naturally.

Attention! Mark Time, March!

On the Road Again

Being a military sales professional may mean that you are on the road a lot. Sales forces can be local, regional, national, and international. At some point in time, you will be required to attend one military conference or another. For most of us, we are on the road a lot.

In the next chapter you will learn best practices for securing air, hotel,

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and rental car reservations, as well as what not to leave home without, and how to keep things simple, safe, and sane while on the road.

Do I have your attention? (Th at would be a “Roger, Ma’am.”)


Study the diff erences between Introverts and Extroverts Chart to see where your strengths and weaknesses lie, to develop better sales skills.

Be bold. Make a plan and take the necessary steps to self-improve at all levels. Step out of your comfort zone.

Build your social capital. Refer to the top-fi ve critical building blocks described in this chapter.

Develop the schmooze factor in you by any and all means. Maintain your authentic self in the process and build on your strengths.

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CHAPTER 6

On the Road Again

TWO NEW SUITS, AN EVENING GOWN, ONE NEW PAIR OF SHOES, A

gift for a friend, and enough “business casual” clothes for two weeks on the road, plus toiletries and miscellaneous items — all ruined in a suitcase that had been sitting for several hours on the tarmac in Atlanta during a severe thunderstorm. By the time it arrived at my destination in Pennsylvania, the suitcase had been torn apart and most of the contents were gone.

Another time: three military shows in succession, each in a diff erent loca-tion — Fort Leonard Wood, Missouri; Camp Lejeune, North Carolina; and Dallas-Fort Worth, Texas — disaster struck in the form of violent tornados, giant hail stones, and fl ash fl ooding. On the way to Fort Leonard Wood, driving a compact Nissan Versa rental car, on a black-as-tar night, the wind pushed the Versa back and forth over the lanes and into the oncoming lane. Fortunately there was no traffi c. Not one car in sight in any direction. Th e Versa was lift ed off the road entirely. I could hardly breathe; I was terrifi ed. Th e wind played with us like a child’s top, spinning here, spinning there, until it fi nally dropped the car on the pavement, landing on all four tires. I have no idea how I made it to St. Robert, the little town near the entry gate of Fort Leonard Wood, in one piece, but I did.

Two years ago in September, I fl ew to Atlanta, picked up a rental car, and headed for Columbus, Georgia for the annual Infantry Warfi ghter’s

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Conference. Approaching Columbus, the speed limit dropped and the lanes merged to fewer lanes with the shoulder blocked by concrete construction barriers. Th e traffi c volume was high. I was in the middle lane with cars packed tight on all four sides.

All of a sudden, the driver of the car in front of me swerved into the traffi c on its left , exposing the obstacle the driver was trying to avoid, which by that time, I could not. I was forced to drive over an Arrow — a little red wagon — that was spinning around in the lane directly in front of me. I pressed through the hard bump and grinding noise of metal on metal and just kept going because of the heavy traffi c. Besides, there was no shoulder to pull over onto. Amazingly, the tires didn’t blow out and my engine didn’t blow up; I was alive. Th ough intent on the road in front, I couldn’t help but see through the review mirror the car behind me swerve, causing a serious multi-vehicle pile-up. It was later reported there were two fatalities. Th ank you, God, for your protection.

In February 2010, the Washington DC region experienced a record win-ter for a city that had received more than a foot of snow only 13 times in 140 years. Th irty hours of steady snowfall, which at times reached blizzard intensity, caused power outages as the snow piled onto trees, electric lines, and cables, causing them to snap. President Obama called it Snowmaged-don. A weather wizard dubbed it Apocalypsnow. Washingtonians might have settled for Apocalypsnowmageddon. Many of us who were stranded thought it was a fi ne time for a fl ash snowball fi ght in Dupont Circle, north of the Capitol Mall. Some of my pals reported seeing me in the mob covered with snow on the nightly news.

Th ese are illustrations of things gone awry during normal travel to and from military shows: food poisoning, bedbug bites, extreme heat, snow, ice, and hail storms, hurricanes, tornados, earthquakes, lost luggage, can-celled fl ights, and airplanes sitting idly on the tarmac, holding passengers hostage without water, restrooms, food, or heat — all songs most road war-riors can sing along with. Lost ID, cell phones, laptops, cameras, jewelry, and luggage — the list never ends. You might just lose your mind. Yes, travel is indeed glamorous!

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In this chapter, you will fi nd tricks of the trade and lessons learned to help take the terror out of travel, with one caveat: whenever one writes something about anything to do with technology, it is passé before the ink dries on the page. Technology changes things faster than you can sometimes keep up with; but for all of that, there is still more technology.

If you’re a beginner, a roadie instead of a warrior, you will learn here the basics (and they seldom change) of securing an airline reservation, navigating the airport, negotiating ground transportation and hotels, fl ying comfortably and safely, and things you should never leave home without. Th is chapter may seem more like a marathon than a march, but March On you must.

Air Travel

Th e reservation process is one that demands your attention to detail. Th ere are myriad options to explore, and more online sites crop up each week. Exhaust all avenues for securing a reservation. Here are some of the most recognizable travel sites online: Expedia, Travelocity, Cheaptickets.com, Hotel.com, Travelzoo.com, Priceline.com, and Hipmonk.

Make a point to check three to fi ve sites and compare itineraries and prices. Check the individual airline websites because they may have more fl ights available and better pricing. It does not always come down to price. You must know your priorities.

If you are traveling cross country, you may have a non-stop fl ight, but quite possibly you will have a connecting fl ight. You need to pay close atten-tion to layover times; did the airline allow enough time for you to change planes? Sometimes the layover is so long that it delivers you at your destina-tion late at night. You could leave at 6am from Seattle, Washington and end up at Fort Bragg, North Carolina at 11:45pm. Th at’s a long day. Sometimes it may behoove you to fl y at night, landing at your destination in the morn-ing. With discipline, sleeping through the night with a morning arrival gives you the whole day ahead to accomplish what you need to, and it saves the company one night of lodging.

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Register for Frequent Flier Programs . Most programs cover several air-lines. Th ese programs are called Code Share Partners, Mileage Plan Part-ners, or simply, Airline Partners. For each mile you travel you earn mileage points. As you move up the ladder in the rewards program, you may earn more than one point per mile. Most airlines have mileage plan credit cards. If you book your fl ight using those credit cards, under that award plan, you may earn from one to three points per mile.

Double check to make sure your miles for any fl ight are recorded. Make sure that when you print your boarding pass you see your airline mile-age plan and number or status (MVP, Sky Elite) printed on the face of the boarding pass. If not, ask the gate agent to add it before you board. If you were on a fl ight where your mileage plan was not recorded, you still have recourse. Check online or call the number on the back of your mileage plan card to fi nd out what the particular process is so you can get credit for the miles you fl ew.

I live near the Seattle-Tacoma (Sea-Tac) International Airport, home of Alaska Airlines, which ranked highest in airline customer satisfaction among traditional carriers for the fourth consecutive year by (J. D. Power and Associates in its 2011 North America Airline Satisfaction Study). Delta is an airline partner of Alaska Airlines. I fl y 98% of the time on Alaska or Delta, enough to keep me in MVP Gold and Sky Priority status.

Frequent fl ier status allows you to board early. What a wonderful thing it is to know you’ll have a place to stow your carry-on items. Presently, before boarding is fi nished, the overhead bins will be full and you may fi nd your-self with no room for your carry-on. Sometimes you have no choice but to hand over your carry-on to the fl ight attendant to gate check. Th at can be frustrating.

Regarding luggage : double check the weight and size of each piece of luggage before you arrive at the check-in counter. Airlines collect fees for the number of bags you check, and will assess overweight fees. You can log onto the airline’s webpage to learn what your baggage limitations and fees might be. One of the most annoying things while the boarding process is in

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full swing is the person who walks onto the plane with oversized luggage. Th is slows down the process for everyone. If this is you, it is guaranteed you will be the recipient of looks of hate and discontent from other passengers.

Many styles of personal hand-held travel scales are available. If you google “travel scales” you’ll fi nd a huge assortment within a wide price range. If you don’t have one, that’s ok, you can still use a scale at the airport before you are ready to check in. I look for airline counters with no agents work-ing them and use their scales (which are always on). Th at way, if you have over-packed, you’ll have time to rearrange the contents so you are in com-pliance with the weight restrictions. If your bag is overweight and you have no options, you either pay the overweight fee or you’ll be off ered a plastic bag with a zip tie for your belongings. You may be assessed a fee for it as an extra piece of luggage.

Once elite status is achieved, you have access to better seating on the plane and can even be bumped up to fi rst class, if you are lucky. Th ese seats typically have an upgrade fee associated with them, allowing people with-out elite status to pay a premium for them. Th ey are commonly referred to as bulkhead, exit row, and business class seating, and off er possibly wider seats and more leg room.

When you have determined the travel website where you are going to book your reservation, there are a few other things to consider before accept-ing the online reservation.

Double-check your actual destination to make sure you have selected Jacksonville, Florida, not Jacksonville, North Carolina. Th is is a very easy mistake. Consider that there are 28 cities named Springfi eld and a dozen of them are located in the midwest.

Verify which airport you are fl ying into. For example, when fl ying to Washington DC, you can fl y into Dulles, Reagan National, or Baltimore airports. Th e airport you select makes a diff erence in commute time to your fi nal destination. Th ere can be signifi cant diff erences for cost between the three airports and they may or may not off er non-stop fl ights, so time will defi nitely become a factor with connecting fl ights.

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In addition, using Washington DC (from Sea-Tac International Airport, as an example), you would need to either arrange for a rental car or take the Metro or train from Dulles (or Baltimore) to Washington. Choosing the rental car also may incur more expenses with hotels, which charge $25 or more a night for parking. And don’t forget the gasoline to refi ll the car before returning it.

Just for drill, I searched Expedia, Delta, and Alaska Airlines websites for the same trip in March 2012, departing from Seattle. Alaska Airlines, my airline of choice, off ered a 5½-hour nonstop fl ight for $509, landing at Reagan National airport. Delta had several choices estimating 6 to 9 hours of travel time at $449 with one connecting fl ight, landing at Dulles airport. Expedia had the most choices from a wide variety of airlines, estimating 6-9 hours beginning at $321 with one or more connecting fl ights, landing in Baltimore. Factor in a 3-hour time zone diff erence between Seattle and Washington DC, the nonstop fl ight makes the most sense to me, so I can be fresh and alert for the next day’s business.

When doing business in Washington DC, I choose to fl y into Reagan National, which puts me close to my fi nal destination. I can either take a cab for around $25 one-way, or walk across the terminal and catch the Metro that stops within two blocks of my destination for a $3 roundtrip token. When you look at this example, the savings — not using a rental car and factoring in the savings of time — add up to the smart choice solution. Here again, you must know your preferences and parameters fi rst.

Th e best time to book fl ights is just aft er 6pm on a Tuesday, the exact day fl ight schedules are released by the airlines. Booking tickets as soon as possible is still the best way to get the cheapest airfares, period.

Once you’ve made your decision on which airline and fl ight combina-tions meet your needs, it’s time to select your seat assignments. Are you a person who likes to look out the window or use the window as your pillow so you can sleep during your fl ight? Maybe you’re like me — don’t fence me in! I prefer the aisle so I can get up whenever I want to without having to disturb others who may be sleeping.

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If you are an elite member of a diff erent airline than the one you are reserving, you may have to wait until your reservation is completed before logging back in to pre-select your seats. If you’re unhappy with your seat selection, check back on the day of fl ight to see if other seats have become available in your class. Seating upgrades maybe available for a fee on the day of the fl ight, even if you are not a mileage plan member. Request an upgrade if you qualify through your airline’s mileage program. Some mile-age programs that automatically request an upgrade for you will show on your reservation itinerary.

It is prudent to record your Airline Confi rmation Code, ticket number, and record locator in your calendar and mobile device calendar. I do both just in case my cell phone battery loses its charge. Finally, verify that the name on your reservation matches the name on your identifi cation: pass-port, driver’s license, and frequent fl ier program.

Don’t Leave Home Without It

On the last business trip I took, my phone charger stayed at home. ARGH! Either I would have to purchase a replacement or fi nd someone who used the same kind of charger and borrow it. Fortunately, it was a short trip. Another time, I left my passport at home. I wasn’t planning on traveling out of country. What I failed to capitalize on was my proximity to the Canadian border. An opportunity came up within a small circle of military sales pro-fessionals to visit Niagara Falls on the Canadian side of the border. I missed out on what turned out to be a very cool excursion.

A passport is not the only thing you don’t want to forget if you are trav-eling. You may already have a list, but here are the “Must Not Forget ” items on my list for you:

■ Carry proper identifi cation such as your driver’s license, passport, and frequent fl ier ID card, and loyalty member cards for things like AAA, AARP, rental cars, and hotels.

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■ Secure cash and access to more cash if needed: traveler’s checks, credit cards, debit cards. If using a credit or debit card, know how much cash you can withdraw daily. Double check for the expiration dates of your credit cards before you leave. Know what to do if your company credit card is maxed out or it expires before you receive your replacement card.

■ Notify family, employer, close friends, and possibly your neighbors, of your itinerary. Make an extra copy to pack in the luggage you plan to check.

■ Mark your luggage with proper identifi cation secured in two or more places. Sometimes luggage tags are ripped off . Consider laminating your business cards and taping one or two of them in diff erent places on your suitcase. Th at will not only provide identifi cation in case your tag is missing, but it will also help you identify your baggage from all the others on the carousel. Keep a photograph of your luggage and note the make, model, and cost, in case it becomes damaged or lost. (It’s also a good idea to make a list of everything you packed, in case your luggage is lost or damaged.) Take a picture of your actual lug-gage and save the fi le to your cell phone. You are more apt not to be separated from your cell phone when you need information like this.

■ Record your travel agent or airline phone numbers in your speed dial. Frequent fl ier phone numbers are diff erent than regular cus-tomer service numbers. Th e same applies for your hotel, rental car, and host or point of contact for your military trade show. If you have fl ight delays or cancellations, you’ll want to call your hotel; there is a good chance they will work with you to avoid any fees for late arrival. Some show coordinators will off er to set up your booth and display, even staff it for you until you arrive, if needed.

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■ Print your boarding pass , if at all possible, before you arrive at the airport. When sent electronically to your phone, the bar code on your boarding pass can be scanned by the gate agent at some air-ports. But if your battery is not charged or the airport scanner is not working, the delay at the gate can be embarrassing and frustrating. Some airlines charge a fee to print boarding passes at airport kiosks. You can print a boarding pass from your home, business, or hotel printer. Some hotels have a fee associated with printing boarding passes, while others have designated kiosks just for that purpose, at no charge.

Navigating the Airport

Familiarizing yourself with an airport is easy to do before you leave home, directly from the airport and airline websites. Th ey will inform you what you need to know before you arrive. For example, not all airports require two to three hours prior to boarding time. What time do you need to arrive for your fl ight? What restrictions are placed on what you can carry aboard the airplane?

Meal availability and selection, on-board movies, and Internet capabili-ties are all things you can learn about on the airline or airport websites. Are you traveling with a minor, pet, or a working dog for health reasons? You can fi nd information on what is required for these kinds of things online as well. Some airline and airport websites have live chat lines where you can get your questions answered quickly by communicating with a representa-tive electronically.

A good rule of thumb is to obtain a boarding pass at least 30 minutes prior to your scheduled departure time. Online check-in makes this easy and helps protect you from getting bumped, and is available 24 hours prior to departure. Check in early and remember to look for better seats if you’re not happy with your seat assignment.

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When you arrive at the airport, look for special lines for elite travelers if you are one. Double-check the tag that the gate agent secures to your lug-gage; be sure it accurately refl ects your name and destination. Really! Take a second look. Sometimes agents will accidentally pick up the wrong luggage tape. If you look, you might see that the identifi cation tape has someone else’s name and destination on it. Big bummer if that happens to you. Roger that!

Double check airline reader boards for departures constantly; they change all the time. If you brought an empty water bottle with you, fi ll it only aft er you clear security. If you checked to see if your airline has food available on your fl ight and what options they off ered, and you weren’t happy with the options, this would be the ideal time to purchase food and beverage before boarding.

Have your boarding pass and ID ready at the security check. Do not wait until the last minute to look for your driver’s license. If you have liquids in your carry-on, make sure they meet the airline security requirements and have been placed in a quart-sized zip-lock bag. Boarding your fl ight as soon as possible helps to ensure you have a place on the plane for your carry-on.

Up, Up, and Away

Flying is much more pleasurable if you dress in loose, comfortable layers. You need to think about what you are wearing and what you have carried on with you. If the luggage you checked has all your clothes packed in it, what you are wearing on the fl ight might become very important to you. If your luggage gets lost, you may not have time to go shopping for another outfi t. You may also bump into clients in the airport or on the same fl ight. Would you want them to see you in sweats if business attire is what they are wearing?

Common courtesy is something we all should know, and probably do. However, in case you forget, the fl ight attendants will enlighten you with their pre-boarding announcements in the gate area, as well as aft er you have taken your seat on the plane. If you are getting ready for your very fi rst fl ight, here are some of the things you should pay attention to.

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Stow carry-on luggage overhead and your personal items underneath the seat in front of you. If you are sitting in an exit row, all items must be stowed until the seat-belt sign is turned off and it is safe to get up from your seat (10,000 feet at a minimum, and when the pilots have moved away from signifi cant turbulence).

Turn off your cell phone, laptop, and any electronics — anything with an on/off switch, until notifi ed it’s OK to turn them on (10,000 feet in the air).

Pack your own pillow, blanket, noise canceling headphones, earplugs, and eye masks in your carry-on if you think you’ll need them. Pillows come in many forms, but the ones I prefer are infl atable. Not all seat backs are the same. Infl atable pillows give you the ability to add the right amount of air for ultimate comfort to your neck, shoulders, and head.

Bring your laptop, iPad, or notebook to work on. It’s a great time to catch up on letter writing, thank-you notes, work, email, Facebook, or your jour-nal. Maximize your time while in the air. Bringing a newspaper, magazine, or book gives you something to read until you reach cruising altitude.

Bring several business cards and a couple copies of your current resume with you; you never know who you’ll be sitting next to. I’m very happy with my present employment situation, but like many military sales profession-als, I have other interests, including my own business, Th e Speech Doctor, which off ers keynote speakers and training in individual and group com-munication, and leadership. I have met new clients on fl ights that I would not have met otherwise. Many have developed into fantastic speaking and training opportunities for me.

Learn and practice stretching and breathing exercises while in fl ight. Th ey can be done easier from an aisle seat and can be done standing or sitting. Google in-fl ight exercises; you will be amazed at the depth of information on the Internet on this subject. Check out my friend, Phil Black’s website, www.fi tdeck.com and search for Travel under the Fitness Decks heading. Th e travel deck, a fl exible, waterproof deck of cards, is designed for travelers who spend a lot of time in airports and airplane seats. It contains illustra-tions describing 18 diff erent stretches and exercises you can perform in your

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airplane seat; there is no need to move about the cabin. Th ese exercises will increase your circulation, keep your joints moving, help you to de-stress, and maintain proper posture during your fl ight.

Ground Transportation

How long you will be gone may be a clue to how you arrive at the airport (and hotel once you reach your destination). Airport parking is expensive and the least safe of most options. Park-and-rides off er a great service, but there are many diff erences you should be aware of.

Two questions to ask yourself: 1) Is cost your primary consideration? 2) Is safety your primary consideration? It takes a little practice to have it all. Park-and-ride lots can be small with just enough parking spaces for a few vehicles, very large with spaces for thousands of vehicles, or any size in between. Most spaces in normal park-and-ride lots available to the public are sized for vehicles about the size of a car. I get nervous when I see a park-ing lot full of SUVs.

With some parking facilities , you park your car someplace on an unat-tended lot and leave your headlights on until the shuttle van arrives to drop off new arrivals and pick you up to take you to the airport. Many times I am parking my vehicle at 3:45 am, and may arrive home late at night or early the next morning when it is still dark with nobody around. Even with my car doors locked, I do not always feel safe.

Many people prefer covered parking over outdoor parking because it prevents the inside of their car from heating up on hot or sunny days, and it also prevents you from having to pick up your car while exposed to rain, snow, sleet, hail, wind, or ice. One day I came home from swelteringly hot Orlando, Florida to one of the worst blizzards on record in the greater Seattle area. Th e shuttle bus arrived at the airport to pick me up without a hitch, but I was unable to drive my car away from the park-and-ride. It and the thousands of other cars parked outside were completely covered with a thick blanket of ice. It was two days before I could pick up my car.

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Some park-and-rides off er a variety of services while your vehicle is in their care: tune-ups, oil changes, and other maintenance, as well as clean-ing services, from the bare minimum (wash and vacuum), to full-fl edged detailing. Th ese services come at a premium. Your value may not be the cost, but rather the convenience in time saved and work done when you aren’t using your car. Some park-and-rides off er customers a free bottle of water or coff ee upon their return. Many have frequent user plans for busi-ness rates, advance online reservations, and many off er the ability to earn mileage points on your frequent fl ier plan.

Depending on where you are traveling, you might be able to arrange transportation with an airport shuttle service , metro bus service , taxi , or limo , train , and, in some locations, light rail.

If you are going to rent a car, there are many considerations. All of the rental car companies have one thing in common — cars. Th at could be where the similarities end. Do they stock the type of vehicle you are looking for: compact, midsize, SUV, truck, van, or 4WD? What about a particular brand you are familiar with and trust? Do you need all the room that a town car off ers, or would a smaller vehicle suffi ce? Does it matter to you if the car rental facility is on airport property, or that you are bussed to an off site location?

Make your best attempt to understand your rental car agreement. What do you do in case of an accident? Always pay for your rental with the same credit card that you used to reserve it in case you have an insurance claim. Be aware of surcharges. Following are some of the more common surcharges to be on the lookout for.

EZ Pass Toll Payment transponders: Th ese are coded decals secured to the front windshield. As you approach a tollgate area, there are specially marked lanes for EZ pass commuters. When in them, a camera scans your pass and you automatically incur a charge. I recently used it to pay two $1 tolls, but was charged a $9.50 service fee for every day I had the rental car. Ouch!

GPS navigation systems : If you own one, such as a Garmin or Tom Tom, bring it with you. If you turn on the system that comes installed in your

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rental car once, you will be charged a service fee each day for the duration of the rental agreement. Th e same applies to things like satellite radio and child safety seats. Anything extra you touch, will incur fees.

Th ere are late return fees and road service fees if you run out of gas or lock your keys in the car, or lose your keys, or worse yet, you break your key in the lock. Did you know that you could be charged administrative fees if you are issued a parking ticket or traffi c citation? Everything has the potential to cost you if you are not aware. Beware!

What do you do if you feel you have been improperly charged? Dis-pute any surprise charges. Place a hold on the charge with your credit card company. Like a mini-bar in a hotel room, don’t try unless you’re willing to buy. In the example of the EZ Pass toll I was charged, I disputed it and the charge was subsequently waived. It might have been because I am a 5-Star Gold Customer with Hertz, but I don’t think that’s the case. If you are not an elite customer now, they want you to be later. So again, dispute any charges you feel are unfair.

Rental car agents will strongly urge you to take a loss damage waiver for $60 to $250. Don’t take it. It limits your liability in the event you bring the car back with damages. Your own auto insurance company may cover you. More than likely, the credit card company used to secure and pay for the reserva-tion will provide some protection. In the case of the accident I had, forced to run over the little red wagon, I followed all the procedures for Hertz, Allstate (I’m in good hands), and Visa. In the end, I had no out-of-pocket expenses; what was not covered by Allstate (my deductible), was covered by Visa. It is a cumbersome process, but it will pay off to follow it through.

Check to see if you are covered abroad; does your policy cover rentals and business travel? Does it pay full value of a loss, administration fees, towing, and loss of use? Does it cover a second driver, theft , fi re, fl ooding, or other acts of nature? What if you cross state lines? What do you do? Don’t take it. Here are a few real life scenarios to consider.

Damage Claim : I was billed $305 for “damage” aft er the car was dropped off aft er hours with no agent in the lot. What would you do? Don’t pay it.

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Fully inspect the car before you drive off the lot with an attendant. Note any damage of any kind, even the smell of smoke. Ask for a signed, dated copy of the rental agreement before you drive away. Do the same when you drop off the car. If there is no attendant, and it’s aft er business hours, take pictures with your mobile phone or camera, to document the car’s condition in case it becomes a question later.

Gasoline : If you don’t return the car with a full tank of gas, you may be charged $8-$10 per gallon to have the rental agency fi ll it up. Hertz’s fuel option reads: “buy a full tank of gas at the prevailing local per gallon price”. Th at sounds like a good deal, but you’ll pay for a full tank even if you used only two gallons. What do you do? Always fi ll the tank up before you drop it off yourself.

Upgrades : Inventories on rental car lots are thinner than they have ever been. Be very careful when pressed by the agent to take an upgrade; they typically are costly. What do you do? Don’t take it. If the agent talks down a model in your size class, ask about other cars in that same class you origi-nally asked for. Example: You rent a basic Chevy. Th e agent tries to get you to upgrade to a larger car for $7 more a day. Ask for a loaded compact Kia EX (in the same size class as the Chevy) at a lower price with fewer miles on it.

Finding the best deal: Check multiple sources; Expedia, Travelocity, and Priceline, for example, then contact the service provider you fi nd through them, directly, to negotiate the cheapest rate. If it is a matter of price only, consider Hotwire.com. Th is is a discount travel site that off ers deals without disclosing the name of the rental agency until booking is completed. Always pay by credit card — never cash. Dispute any charge you do not think you should be billed.

Ask for discounts : AAA, AARP, Military, Sam’s Club, labor unions, pro-fessional associations. If you are attending a large conference or convention, they may have partnered with a rental agency for a group rate.

By being aware of these common issues, you stand to protect your wallet and your sanity. It’s no fun hassling with rental car and insurance companies.

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Hotels

A picture is worth a thousand words — Not! Th e world of online hotel reser-vations takes some savvy skill. It is not uncommon to hear someone boast, “I got a hotel for only $69 a night,” to later confess that their hotel was located 18 miles out of town, they had to rent a car at $79 a day (last minute rental — no economy cars on the lot), pay parking fees at the conference site at $12 a day, plus pay for the gas to top off the tank when returning the rental car ($28). All that, and the hotel was in deplorable condition. It had no amenities: no continental breakfast, gym, business center to print board-ing passes, and was not near anything like a restaurant, shopping mall, UPS or FEDEX center. In reality, that cheap hotel ended up to be one expensive venture, averaging $180 day.

Using this same scenario, on the other hand, I paid $112 per night at a Hilton Garden Inn, directly across from the conference site. I took advantage of the free, round-trip hotel shuttle, eliminating the need for a rental car. Th is particular hotel had an onsite restaurant, free newspaper, free Inter-net connection, a nicely appointed and secure gym, and it served hot, fresh baked cookies in the aft ernoon. Because I am a Diamond member of the Hilton hotel chain, I received two free bottles of water in my room, and received a free room upgrade to a junior suite, earning Hilton and Alaska Air mileage points.

I did not get covered with bedbug bites that my friend did in the cheap hotel scenario described earlier, nor was I kept up all night because that hotel sat adjacent to a railroad switch yard that was very busy around the clock. Did I mention that the cheapie sat next to a livestock feedlot? Th e smell was overwhelming and permeated everything. What a bargain!

When exploring your options to get best rate and availability, consider free continental breakfasts, concierge lounges, business centers, faxing, Inter-net (phone, cable, wireless), free printing of boarding passes, parking fees, proximity to event, shuttle service, safety, as well as mileage and hotel points you might earn if you are a member.

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If you are new at this, ask people you know for referrals. Read the online reviews by most-currently posted, to give you an idea if a hotel will meet your needs. Look at how many diff erent hotels fall under a particular hotel chain and if you can fi nd them in the locations you need. Hilton properties, my preference in hotels, include Waldorf Astoria, Conrad, Hilton, Double-Tree, Embassy Suites, Hilton Garden Inn, Hampton Inn, Homewood Suites, Home 2, and Hilton Grand Vacation resorts. Th ey are located all over the world and are a brand I have come to trust.

Determine your needs and let them be known; don’t compromise. Reserve a late arrival if needed. At check in, do not let your room number be announced, written, or reviewed in the presence of other guests; do not make it obvious that you are alone.

Check your accommodations before you unpack. Check all rooms, the bathroom in particular. Is it clean? Does the toilet fl ush? Check security. Do the door and window locks work? Does the phone work? Are there working light bulbs in every lamp? Does the clock, TV, and TV remote work? Are you close to elevator or ice machine; they make a lot of noise. Does your room smell like smoke or something else? Do not be timid about changing your assigned room until you are completely satisfi ed.

If there is no safe in your room, it’s a good idea to bring combination locks for your suitcases to lock up valuables when you are away from your room. Never leave any credit card receipts, address books, or anything else containing personal information, lying around your room when you are not there. Never leave your phone in the room or your laptop turned on when you are not occupying the room. Always use password protection on any electronic device when possible.

When it’s time to check out, review your bill for appropriate charges and credits, and confi rm that your frequent fl ier and hotel points have been awarded. Check every drawer, closet, and bathroom to make sure you have left nothing in the room. I once left my laptop, of all things, in a hotel room. I did not discover this until I had checked in and passed the security checkpoint at the airport. I had to call the hotel, make sure they put their

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hands on my laptop, and arrange for a cab to pick it up and deliver it to the airport — which meant I had to go through the security screening process again. Shish! Leave a note in your hotel room stating your time of depar-ture and destination. Th is may sound funny, but if something happened to you (if you did not reach your destination), this may help people fi nd you.

Simple, Safe, and Sane

Some things about travel seem as if they should be no-brainers. In fact, they should never be taken for granted. Other things fall into the category of “you don’t know what you don’t know”. For extra measure, and to keep you functional and safe on the road, here are a few extra travel tips for you to consider. Some may be reiterations, but bear repeating.

■ Purchase a hand scale for weighing luggage and weigh every time.

■ Always carry identifi cation. If you have a passport, always carry it with you, even if don’t plan to travel out of country.

■ Don’t limit yourself to food choices on the hotel restaurant menu. Look for alternatives from the room service menu. Solicit the advice of the hotel concierge for restaurants, entertainment, directions, local attractions, and reservations for featured events. Ask for local delivery menus.

■ Make copies of all credit cards — front and back — and give them to someone not traveling with you, for emergencies.

■ Develop systems for managing your responsibilities while on the road, such as online banking and bill paying, shopping, fl oral deliv-eries, and things like booking medical appointments. Using travel time wisely gives you more time for yourself, family, and friends when you get home.

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■ Take proper steps to get a good night’s sleep in your hotel. Pack a few spring-loaded clips to close your curtains completely. Roll a towel lengthwise to close off the space below the entry door to your room. Th is will not only eliminate more light coming into your room, but will also damper noise from the hallway. I always wad a small bit of tissue and put into the peephole on the door so nobody can look in.

■ Check your pillows. Are they too thin, too plump, down or foam? If they are not to your satisfaction or comfort level, call the front desk and ask if other kinds of pillows are available. Do you have enough blankets? Usually there is a spare in the closet or dresser drawer. If not, call the front desk and ask for what you need.

■ Don’t limit exercise options to the hotel exercise room. Ask the hotel concierge about city walking or running paths. If they are avail-able, most hotels will have a map highlighting them. Th ere may be a local YMCA which off ers day passes if you’re not a member, along with many options that hotel exercise rooms typically don’t. More oft en, hotels are off ering in-room fi tness options that have become increasingly popular.

■ Utilize your cell phones, Blackberry or similar devices for download-ing all travel related documents, travel calendar, and address book. Most plans allow for multiple email accounts on one device. I use Verizon and have a national plan with unlimited calling and texting. Occasionally, when traveling off -continent, I’ll utilize Verizon’s plan that gives me international coverage for just the time I need it. Inter-national plans are available if you frequently travel internationally. You could always opt to use an international phone card when trav-eling abroad occasionally.

■ Bring an extra pair of prescription eyewear if at all possible. At a min-imum, carry a copy of your written prescription or scan an image of

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it to save it on your mobile phone. Make a list noting medical aller-gies, doctor, dentist, optometrist, pharmacy, and insurance agent, as well as people to contact in case of emergencies. Keep a copy of this list in your wallet so that a medic could fi nd it if something happened to you. Give a copy to your employer, spouse, and any point of contact you name on this list. I almost died once because I was administered penicillin and was given more as my condition worsened. Th ank goodness a nurse found my Medic Alert card in my wallet and discovered I am allergic to penicillin.

I’ve heard a lot of travel nightmare stories, and I bet you have too. For-tunately, for as much as I travel, and for as long as I have traveled, my list of travel woes is short and the list of travel highs is long. Advance preparation and organization are critical to a smooth travel experience. With practice, they can turn a ho-hum trip into an event to remember every time. Prac-tice makes perfect.

From Just a Job to Something Quite Remarkable

Stories of tornados, hurricanes, car accidents, and lost luggage represent a very small part of the military sales professional’s travel potential. No matter which show, location, duration, weather, or situation, there is always some chunk of time left over for you. It’s up to you to decide what to do with it.

Th is is where a little online research comes in handy. Google locations where you are traveling to fi nd local attractions and events. Most cities have multiple calendars of events posted, as well as restaurant guides.

One thing that brings people together is food — we all have to eat some-time. It is so much nicer to dine with other military sales professionals than to dine alone. Some of the advantages might be: meeting new people, shar-ing information and experiences, and deepening relationships.

I have compiled a list of unusual, out-of-the-way, off -the-beaten-path, and favorite restaurants around the country. You can fi nd this list in the

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Appendix in the back of the book. When you fi nd a good one, share it with your peers. One of the most pleasurable and remarkable restaurants on my list is Trattoria Bella Sera in El Paso, Texas. Th e owner and head chef, Chris-tina, is from Verona, Italy. She shares recipes that have been handed down from generation to generation. She and her husband, Mario, are known to treat their customers like family, oft en taking time to visit guests at their table or treating guests to a plate of fresh sausage she just cased or off ering a short glass of her homemade limoncello to end the night. Trattoria Bella Sera is one of the fi nest Italian restaurants in the country. You might miss it though if you were driving past; it is a quaint hole-in-wall.

Do you need a little nudging? Here are some of the things I never would have experienced on my own. Remember, the company has already paid to send me to the destination, cover my lodging, ground transportation, and show expenses.

While attending a large Special Operations Forces show in Tampa, Flor-ida, I had enough time to partner up with trade show mentor and friend, Tim Davis, Director of Government Sales for Cascade Designs, for an adventure I will never forget. We drove an hour away to rent a canoe to paddle to an environmentally protected section of the Hillsborough River. Th e paddle trip cost very little. Th e water was high, and turned a 5-½-hour paddle into 3-½ hours of delight. We sighted many exotic birds and some not so exotic; we paddled past a vulture sanctuary where approximately 200 vultures stood feeding on the bank of the river.

We encountered alligators, big and small, near and far, and one particu-larly snarly gator that kept watchful eyes on me. Tim’s eyes were on me too; his tolerance level kept me on the fringe of danger but in the safety zone.

Th is same friend, and another of the same ilk, Sue Green, Contracts Administrator for Ontario Knife Company, hoodwinked me into the roller-coaster-ride-of-a-lifetime at Busch Gardens, in Tampa. Th e whole thing was a misunderstanding on my part when they called to ask, “Do you have time to go to Busch Gardens with us?” I wasn’t thinking clearly at the time. I mistook Busch Gardens, a huge amusement park, for Butchart Gardens — a

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very beautiful garden in Victoria, British Columbia. I had no idea Butchart had a garden in Florida, and what I found out in the end was, they don’t!

Eventually the time came to ride the ugly rollercoaster with its longest stretch of vertical drop and longest stretch of riding upside down. I still can’t believe how or why I said yes. I know I never will again. Strapped into the seat by only a seatbelt shaped like a big X, feet dangling below, we blasted off into oblivion. Everything was a blur from then on. Th ere is no word to describe the terror that welled up inside me.

Once the car came to its fi nal stop, Tim, Sue, and the ride attendant peeled me from the car and carried me to a bench. A few minutes later, Tim came back with our personal items and a picture worth a thousand words: Tim and Sue with big smiles on their faces, arms up in the air, shouting, laugh-ing, having a good time, and me leaning as far forward as my body possibly could, my face beet-red and purple, eyes bulging out of their sockets while I screamed my lungs out. Th is will never happen again! But the memory is worth rehashing every now and then.

While working a show in Carlisle, Pennsylvania, show organizers arranged a narrated tour of the famous Gettysburg battlefi eld for all who wanted to go. If you are ever presented with an opportunity like this, the answer is always YES. Th e bus ride alone through the Pennsylvania coun-tryside was worth it, but the tour was something none of us will ever for-get. Our guide was a leading authority on Gettysburg. Once the bus was parked, he ordered all of us out, and we hiked the battlefi eld as his narration brought historic events to life. Many of us remarked that we could almost smell the gunpowder.

On our way back to Carlisle, we stopped at the famous Dobbins House for lunch, with a menu that dates back to the mid-1800s. Th e house has a secret crawl space that served as a station to hide runaway slaves on their perilous journeys to freedom on the Underground Railroad. Aft er the battle of Gettysburg, and the armies had departed, the house served as a hospital for wounded soldiers of both the North and the South.

Here are some ideas for you to consider on your next trip. You can do

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these alone; but from my experience, things are better done with others — the more the merrier.

If you visit an area with a ski hill, see if there is a tram that operates all year, and ride all the way to the top. If you use an iPad, check to see if there are any Apple classes you can join in your free time. If you visit an area with professional sports teams, check for a game you’d like to attend.

Museums, manufacturing plants, public markets, free concerts, local theater, caving, river raft ing, birding, hiking, skiing, roller skating, city bus and harbor tours, spas, shopping, and Imax theaters — the list is as long as your imagination. If you own a camera, by all means, take it with you. Photo ops abound.

Taking part in these kinds of activities go a long way to counter the demands of travel. Th ey expand your view on the world and help enrich relationships in this industry. Let’s face it; there are certain times of the mili-tary trade show year that take you away from your home and families for weeks at a time. It’s nice to know you can develop relationships with others that give you a sense of family, one of belonging, and off er unique oppor-tunities to share the world around you.

Is That All There Is?

To help you fi nd travel accommodations and things to do, I have listed some of my preferences in the Appendix at the back of this book. You may want to peruse this information before going out on the road, or returning to the road.

Th is may be your fi rst show, but one hopes, not your last show. Th e more you go, the more you know. Many military sales professionals will never know as much as you do right now because they either don’t care or someone else makes all their reservations for them. Here are the things you should know for sure. If you are not the one making your reservations, be responsible to know your options in case the reservation-maker cannot be reached when something in the plan fails. By doing this, you may fi nd a

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better way, a better solution for your company that saves them money and possibly time — and shines a bright light on you for looking out, not only for your own interests, but for theirs too. Aft er all, company money is pay-ing for all of this.

In the next chapter you will learn that your work has only begun. Attend-ing and working a show is only the beginning. You will learn simple organi-zation techniques to keep you on track with eff ective followup with contacts you have made, along with some suggestions on routine maintenance to keep them for as long as possible.

You will also learn some diff erences in communication between: face-to-face interaction with individuals versus groups, active versus retired service members, email versus snail mail, and more about leveraging your relation-ships with clients and colleagues to your company’s advantage.

Finally, you’ll fi nd ways to grow and learn from self-evaluation and feed-back from others. AARs (Aft er Action Reports), show surveys, and feedback solicited by the airlines, hotels, and rental car companies are all a part of the program. If you do not take the time to respond to requests for feedback, things may never improve. If you experienced something that was not up to par, they need to know. If your experience exceeded your expectations, they deserve to hear that just as much.


Know your priorities before looking for any accommodations. Factor in company policy, personal safety, and preferences.

Research multiple scenarios for the best outcome: word of mouth, online sites that feature many options, or the direct carrier’s website.

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Orient yourself to hidden contract language; know your rights and options. How soon can you change an airline reservation before you are charged a change fee? Th ink about what you learned in this chapter regarding car rentals. Understand all cancellation policies: When can you make a cancellation? Will canceling cost you anything?

Develop a routine that works for you and do not deviate, even when you think you’ve become a pro. Th ings change oft en and sometimes dramatically, occurrences that could have a defi nite impact on your methodology.

Double-check everything: show dates, when you need to arrive to set up and when can you tear down. Have you selected the best airport? When in doubt, call the show organizer. Does the show have block rates for hotels, airfare, or ground transportation? Are there other business opportunities you can uncover while attending a show? If so, would it make sense to add another day to take advantage of them?

Ask. You get what you pay for, so if you are not getting what you think you should, or you need something you can’t put your hands on, ask. You might not get the results you wanted, but you’ll get nothing if you don’t ask. Nine times out of ten, I get more than I bargained for. Tact, diplomacy, and sincere appreciation go a long way to achieving satisfaction.

Fall in! Attention! Close Ranks, MARCH!

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CHAPTER 7

Is That All There Is?

WHAT A GREAT SHOW. THE ATTENDANCE WAS MORE THAN PRO-

jected. You could not have asked for better qualifi ed attendees. Your booth was in a prime location and received more than its share of leads. You are a Rock Star. You are on top of the world. Th is is going to refl ect well on you back at headquarters — what a success for your company. Aah — time to relax!

In this chapter you learn that now is not the time to relax; aft er the party is where the real work begins. Time is of the essence. Th e people you just met are the reason you exhibited at this show in the fi rst place. Every day you wait to follow up with your hot new contacts gives them time to cool off . Timely and eff ective military trade show followup is the key to a suc-cessful marketing campaign.

Before you do anything else, you must follow up with the contacts you made. In Chapter 5, you received many important things you can do to be proactive with followup:

■ Keep notes about the contacts you meet — even if it’s a quick note on the back of a business card.

■ Put ticklers in your system to follow up with notes about you con-tacts’ concerns and interests.

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■ Find out as much about prospects personally so you can potentially help them in other ways, such as providing an introduction to some-one they’d like to meet.

With military customers it is always a prudent idea to ask how they would like you to follow up. Th en follow through.

Many show organizers provide a list of attendees . Th is in no way is an indication that everyone on the list wants to be contacted aft er the show. Most shows today off er bar code scanners for a fee, so that you can scan each and every attendee badge to gain their contact information. It would seem that approval is implied by the simple act of scanning their badge, but that too in no way is any indication of their approval for future contact.

Th e best way to know if you have their approval is with an outright question.

EXAMPLE: “Major Walker, I’d like to follow up with you by sending you an example of the solution we spoke about, and to set up a time to speak with you aft er you’ve had a chance to review the information. Is this email address the best one for me to use?”

EXAMPLE: “Sergeant Collins, thanks for asking about our government pricing. I’d like to send you the current PDF version of our government scheduled pricing with stock numbers. What’s the best email address to use? May I add you to my followup list when we update our government pric-ing? Is there someone else in your organization I should be sending this to?”

One thing to keep in mind is time. Is it really important to follow up within 24 hours? Th ese prospects are attending the same show as you. Th ey may actually have more days of meetings beyond the military trade show exhibit schedule and might not be back in the offi ce or be able to spend any meaningful time with email until they are back in their offi ce. Th e point here is to ask.

EXAMPLE: “Lieutenant Wiggins, I can get this information to you within the next few minutes; when do you need it? Is there someone else you’d like me to send it to?”

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CHAPTER 7: IS THAT ALL THERE IS?

Th e more you personalize and tailor your comments for each contact, the better. How could you possibly do that with such a busy show and all those people? While it sounds impossible, the important thing is to strike while the contact is hot. Th at is to say, do it now; tomorrow the opportunity may not exist. You will need to refi ne your spiel at your booth so you not only get your important message out, but you concretely have a personal interaction and gather the needed intelligence for eff ective follow up.

Learning how to do this takes time and practice, but the rewards are signifi cant. When you have specifi c information about your contacts, it makes future communication with them more noticeable and memorable. Most of the time, I follow up via email. Here’s an idea: When you have down time before a show, construct a generic followup email so that when you’re ready to do the aft er-the-show work, you can insert the snippets of relevant information specifi c to each contact, and even go a bit further with what you put in the subject line.

EXAMPLE: “Re: Followup from AUSA /Custom Field Book/COL Brown 1-25 SBTC. Of the several hundred followup emails I’ll send out aft er this show, I’ll be able to identify this particular recipient from all others.”

No one can tell you how to organize your contacts and followup; that is another subject altogether and it is up to you. What I am telling you is to fi nd a way to organize your contacts and followup work. Th ere are many commercial programs available, such as Goldmine and ACT. I use Outlook, creating a fi le for each show and a folder for each contact fi led under the show fi le. Anytime I send or receive email from a contact that relates to a certain show, it is dragged into the corresponding folder. It is possible that you can have military customers who attend several shows where you exhibit, whose focus and purpose for being at each one may be diff erent. If that is the case, keep the correspondence separate. If their business is the same at any show they attend, make a fi le just for them and drag all their email into it. Regardless where you put them in Outlook, you can search by name or email address to fi nd any email to or from that person with a few keystrokes.

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Gratitude Is Latitude

One of the most eff ective followup tools you can use is gratitude. Grati-tude can be demonstrated in many ways, from a simple thank-you in an email — or a hand-written note, which may have greater impact. When writing thank-you notes, be as specifi c as you possibly can. For example, instead of writing, “Th anks for everything!”, consider: “All the advance work you put into this project made it very easy for us on this end. Th ank you so much.” If you take the time to learn more about your customer, other ways may be just as eff ective.

When emailing , especially when using a form letter with inserted infor-mation, make sure you send it only to the intended recipient. Before you press the SEND button, re-read the email to make sure that dates or phrases are still relevant. If you are writing to 1LT Banks, make sure the salutation says, “Dear 1LT Banks” and not “Dear Sergeant Kinder”.

If you are sending the same email to several people at one time, use the blind copy (Bcc) feature in your email program. Th is will help prevent unwanted responses being sent to everyone. Th ere are a number of reasons for using this feature:

■ To prevent an accidental “Reply All” from being sent to the entire recipient list instead of a reply that is intended for only the message originator.

■ To send a copy of your correspondence to a third party (for example, a colleague) when you don’t want to let the recipient know that this is being done (or when you don’t want the recipient to know the third party’s email address, assuming the other recipient is in the “To” or Cc fi elds).

■ To send a message to multiple parties with none of them knowing the other recipients. Th is can be accomplished by addressing a mes-sage to yourself and fi lling in the actual intended recipients in the

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Bcc fi eld. However, this does not ensure that the Bcc addresses will be hidden from other Bcc addresses in all implementations.

■ To prevent the spread of computer viruses, spam, and malware by avoiding the accumulation of block-list email addresses available to all Bcc recipients. Don’t be the one who transmits the havoc and mayhem that can follow.

Sending an email that requires a response from a group is a diff erent kind of email. It would be appropriate to show the recipients on the “To” line. Typically, however, when thanking someone, you are communicating only with that person, not the group.

One simple safeguard to follow: never put in the recipient email addresses until you have read and re-read your message, verifying the salient informa-tion you want to impart. When you are confi dent that everything is perfect, add the recipient’s email address.

Sometimes you will be the recipient of an email from one of your valued contacts, referring you to someone else. It is not uncommon in that situation to fi nd that the sender added other people on the Cc line. Th is is a courtesy that needs to be acknowledged ASAP. When I receive an email like this, I respond fi rst to the sender and then to the people on the Cc line.

EXAMPLE: “General Adams, it’s great to hear from you again. Are you coaching your son’s soccer team this year? We have a new All Weather Soc-cer Notebook you need to try out — you have as much rain as we do here in Tacoma. Th anks for the introduction to Major Guiles and Captain Bates. I’ll be gentle with them. I’m looking forward to seeing you in Orlando in July. Please give my best to Mrs. Adams.”

And then: “Hello Major Guiles and Captain Bates! You’ve come highly recommended by General Adams. He told me about your program and some of the needs you expressed to him. I’m going to be in Austin next week; can we set a day and time to meet? My schedule is pretty fl exible. Please let me know what would work best for you. I’d be more than happy to send the requested samples or bring them with me next week.

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With thanks and appreciation, Suezy”Th ere are all kinds of ways to express gratitude, but there is only one per-

fect way to express it — authentically. Be yourself. Do not try to sound too professional for the sake of being a professional. You want to be the same person in your email and other forms of communication that your contacts will meet face to face.

Face Time through Social Media

Consider the value of LinkedIn and Facebook social media pages. Many of my military customers use it; so do I, along with most of my colleagues and peers. Military organizations and units oft en have their own pages. Dedi-cate yourself to seek out your customers on social media. It becomes easy to see their real likes, dislikes, and preferences. Take a few minutes each day to scan your social media sites. Note anything you need to act on. Post a quick note or helpful link to your page. Make sure that whatever you are posting is not off ensive or controversial; if you are reading their pages, they may be reading yours.

Birthdays, new babies, grandchildren, promotions, favorite sports and teams, deployments, homecomings, changes of command — the list of oppor-tunities is endless.

EXAMPLE: “BG Scott, congratulations on your promotion. Th ank you for your years of service and leadership. We need more visionary leaders like you.”

By posting something like this on their page, their friends will also see it. Th ere is nothing like making a statement such as this in person where oth-ers are in earshot of this praise. But when you aren’t standing face-to-face, using the social media comes close to achieving the same aff ect.

EXAMPLE: “Welcome Home, TSgt Powell. It sure is great to see you on home terra fi rma! I can’t wait to see you at the next Leader’s Conference. I bet looking into your son’s eyes for the fi rst time was quite a welcome homecoming gift . Th ank you so much for your service and many sacrifi ces.”

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Recently, one of my favorite customers, a Lieutenant Colonel from Indi-ana National Guard, posted a series of holiday pictures on his Facebook page. One picture in particular showed his daughters in their kitchen, decorating Christmas cookies. In the lower corner of the photograph was a very deli-cious looking pie.

EXAMPLE: “LTC Cool, your daughters are beautiful and so are the cook-ies they are decorating, but I’m a pie girl myself — What about that pie?” He wrote back to tell me that if I hovered my mouse over the pie, it would tell me what kind of pie it was. Chocolate Chip Cheesecake — no fair! He also added, “Th anks, my daughters take aft er their dad!” Oh brother! Th e next time I’m in Indiana, I’ll call him on the pie — it’s only right.

Th ese kinds of exchanges are fun and friendly and serve to let us see each other as humans fi rst. If you are not plugged into social media, get started today — Facebook and LinkedIn at a minimum. You’ll not only be posting to your contacts, but their contacts will see your posts too — people you may not yet know. In my opinion, this is a critical success factor.

LinkedIn is a valuable sales professional’s tool. It’s a great place to gain introductions and referrals. It’s also a gold mine of information when look-ing for a new job. Tap into your network and see the connections that work to your best advantage. Be sure the information you post on your LinkedIn site is verifi able — many people will take the time to check your story.

One way to maximize your LinkedIn contacts is to ask them for recom-mendations and be willing to reciprocate. Here are a few suggestions when writing or asking for recommendations that I encourage you to consider:

Have an agenda for what you want in a referral from someone else. Let them know your objectives, your ideal target, and what your targets would look for in a recommendation. Ask your contact to build their referral based on those specifi c needs. Likewise, when asked to recommend someone, ask them what they are looking for most, and make sure they are specifi c. It is OK to add a personal side note, but the objective here is to show their quali-ties in ways that you have experienced them and in ways they will benefi t someone searching for them.

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Be real. Be honest. Don’t over-glorify. Th ere is nothing worse than a rec-ommendation that is all fl uff .

EXAMPLE: “Suezy is the most awesome military sales professional on the planet.” While that may be true (smile) it is not the message I want on my site. Something like, “Suezy is a results-oriented sales professional whose strength lies in her ability to build strong relationships with customers and other sales professionals — a strong networker who is always willing to share the bounty and cross-refer.”

Keep your information current. Th is includes education, employment, and achievements, as well as updating old referrals. I’d like to believe that in time, we evolve to something greater than referrals written more than two years ago.

Visit your site regularly to see what others are doing. Audit your contacts for any status changes. Change your message so that LinkedIn will send out a status update, inviting your contacts to see what’s new on your site.

Take advantage of other attributes: join groups that your customer base belongs to. Use the Book List feature and post what books you have read, are reading, and want to read, and be sure to review them when you are done. Link your travel through Tripit and LinkedIn on your LinkedIn site. Th is way, your contacts will know when you will be in their area. You’ll receive updates on your travel plans and Tripit will log your miles for the year. As I write this, I am fl ying to San Diego, and then driving up to Camp Pendleton for the annual Marine West Expo. I know I have many contacts there. TripIt sent me a reminder to let me know who they are. I touched base with them before I left for San Diego to arrange a meeting or group dinner.

The Importance of Evaluation

You’ve heard me speak of Toastmasters a few times. One of the most impor-tant aspects of its educational program is evaluation. A speaker speaks and is immediately followed by an evaluator who evaluates the speech based on a set of pre-determined criteria. A good evaluation will not only tell speakers

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what the speaker does well, but things they might consider changing, along with examples of how that change might look or sound.

Another use for evaluation in the Toastmasters educational program is for leadership development. As volunteers practice leadership, they receive feedback and suggestions on how to strengthen their skills. It is important to share what they do well so they can capitalize on their existing strengths, but it is also important to share their weaknesses so they can improve and grow.

Evaluation is important in our world of military sales in many areas, including the airlines you fl y with, hotels you sleep in, restaurants you dine in, and vehicles that you rent, and, most importantly, on you and your prog-ress as a successful military sales professional. Th e show promise — did it meet your expectations? How about your marketing eff orts? Did you meet your sales goals and objectives for this show?

If you are unhappy with any part of your trade show experience and remain silent, shame on you. Nothing will ever change. In fact, things could get worse. Show organizers depend on specifi c feedback to plan for the next year’s events. If other exhibitors experienced what you did, there’s a good chance that you’ll all be unhappy next year. Th is is your golden opportunity to be a change agent or, as Gandhi said, “Be the change you want to see in the world.”

If you are given an evaluation form for a show, fi ll it out with specifi c comments. If the form does not have enough room to express your concerns, note on the form that you would like to be contacted, or take the initiative to contact them personally.

EXAMPLE: “I was looking forward to this show. Th e idea of 12,000 quali-fi ed attendees had me pretty excited. It was frustrating that there were less than 5,000 attendees, and it’s questionable how many were qualifi ed decision makers or infl uencers; the cost per attendee more than tripled. My expenses hit the roof when I had to ship so many products back to the plant. I am going to have a hard time justifying the cost of registration for next year. How are you addressing this year’s shortfall to ensure that exhibiting next year will be benefi cial?”

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EXAMPLE: “What a surprise it was that you had time set aside for the exhibitors to address the general assembly to pitch their products. Rarely do we get this opportunity. Th is is of great value to our company and we appreci-ate it. One of the bonuses came aft erward when the attendees were on break and bolted to our booths to get a second look and have a conversation. Th is is what it’s all about. I hope you repeat this next year. Th ank you so much.”

EXAMPLE: “Th is is a great show for us, the right mix of attendees, location, cost. It’s awesome. One area where you could improve is to forget having exhibitors on the last day. Th e attendees have a lot of time in the fi rst three days. By the third day, traffi c comes to a standstill by lunchtime. Having to be open for three hours on the fourth and last day, when you have sessions during more than half the exhibit time, is not cost productive and removes all incentive to stay. Th e morale on the trade show fl oor goes downhill quickly. People start tearing down their displays early; some don’t even show up. It costs us an extra night in a hotel, meals, another day with the rental car, and we may or may not have a fl ight available at that time of day and may have to fl y out the next morning. If attendees were still coming through the exhibit area that would be one thing, but I really don’t attend trade shows to spend that much time with other vendors. I am there for the customers.”

I attended a show recently where this issue was resolved with win-win results. Th e show organizers wanted vendors on all four days, so the next year, they off ered us a choice to exhibit on Monday-Wednesday, or Tuesday-Th ursday. What a great solution for everyone.

Your Quality of Life on the Road

Hotels, airlines, and rental car companies have the same goal: they want your repeat business . Th ey are genuinely interested in your experience. Many hotels now off er you the opportunity to rate their hotels and your experi-ence right on their website or through a notable site such as TripAdvisor.com. If you receive a review request electronically aft er your trip, please take the time to fi ll it out.

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Hilton took advantage of this and the results translated into you, their return guest, being able to choose things that you like best to give you a more individual experience. I love two fresh water bottles when I arrive, and I like earning Hilton Honors Points and Alaska Airline Mileage Points at the same time. A friend of mine likes selecting snacks in advance so they’ll be waiting for her in her room when she arrives. She prefers all Hilton Hon-ors Points; she earns enough airline points in other ways. We both plan our vacations using these fabulous points at Hilton properties around the globe. What do you value?

Alaska Airlines responded to complaints from passengers for how long it took to reclaim their luggage. Today, Alaska Airlines is the only airline to guarantee delivery of your luggage in the baggage claim area within 20 minutes, or you can earn 2000 miles or receive a $20 discount code. What do you value? Th is is one reason I have not switched loyalty programs with another airline. Alaska Airlines delivers!

Hertz has a loyalty program that has your car waiting for you without standing in long lines. When you approach the Hertz Gold parking area, you fi nd a reader board with your name posted on it, telling you where you can fi nd your car. I appreciate this convenience.

Internal Audits

It is one thing to look externally at all these providers, but another to look internally to see how your methods hold up to your expectations. Did your booth and product reach its proper destination? Was the shipment accu-rate? Was the product in good condition and packaged correctly? Were the marketing pieces successful in drawing your customers to your booth? Did you have too much, too little, or just the right balance?

Writing an aft er-action report of your whole experience, inside and out, is benefi cial to everyone. Make sure a copy of it is attached to your show folder — electronically or with a hard copy. Th is will be valuable information for your sales and marketing directors as they plan a calendar and budget

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for next year. Doing this a few weeks or months down the road is the wrong time to write an aft er-action report. Do it while it is fresh in your memory. Keep a list of the pros and cons of the show as it happens, then go into detail when the show ends.

Get to know your show organizer and also the people in your plant that make it happen for you when you’re on the road. It is important to thank them for all they do. Acknowledge their eff orts in a positive way, even if some things are not up to par. Th en, when you do have an issue, there is balance, and they won’t feel attacked.

These boots are made for walking!

I was both scared and awed at the prospect of attending my fi rst big show, the Modern Day Marine Military Expo (MDM ) in Quantico VA — oh, so many years ago. I kept a journal.

Th e Day Before: Tomorrow I board Alaska Airlines for a non-stop fl ight to Washington DC, landing at the famous Reagan National Airport. I have my Hertz rental car reserved and plan to drive that heavily traffi cked DC/Virginia corridor. Th ank heavens I packed my Garmin to help me navigate. Now I pray I don’t take any wrong off -ramps.

I’m so green, never attended a military trade show before, and I know so little about the military — period! How can I learn the difference between ranks? And what the heck is the diff erence between HOOAH and OORAH? (Now I know: HOOAH is Army, OORAH is Marine.) Why is it not cool to call a Marine a soldier? Aren’t all people who serve in our military called soldiers?

My boss, the Director of Sales, will be with me, but while she’s attended many kinds of shows before, she has never been to the big one: MDM . Th ey’re expecting approximately 12,000 to 15,000 attendees. Th en there’s next week, when we’ll travel back to DC to exhibit at AUSA , the annual Army Show; they’re expecting 35,000 there. Will my boss like what she sees? Will I get my groove on? Will I connect the dots? I want to succeed more than anything else.

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Day 1: We hit the beach at Quantico to set up, and everything is over-the-top: the size of the exhibit area, whew! We unpacked the ton of product we shipped, and set up our booth to the backdrop of Marine helicopters tak-ing off and landing nearby. And the construction! And all those Marines! What have I got myself into?

I feel just like I did as a kid, scared to dive into the deep end of a swim-ming pool. But I fi nally plugged my nose, took a running leap into the air to perform a perfect feet-fi rst landing safely in the water. Th is time I cinched up my bootstraps for Day One of Military Trade Show Sales Pro-fessionals’ Boot Camp at MDM . I didn’t stop marching until my head hit the pillow. Even now I can’t sleep. I’m replaying every minute of the day, all the people I met, and all the notebooks we handed out. I’m also feeling the adrenaline building again in anticipation of Day Two. It’s going to be hard to sleep tonight. Roger that.

Day Two of My Initiation: Guess what! We had to shut down aft er only a half-day because we got wind of a hurricane (sorry about the pun). We were told they cause a lot of havoc on base and in the surrounding area. We scrambled to pack up and load everything into our rental vehicle, and we got out just in the nick of time. Several feet of water quickly fi lled the area where we were exhibiting. Power was cut off to thousands of people. Fortu-nately, we moved quickly enough and were out of harm’s way. What a rush!

Days Th ree, Four, and Five: With the big one (MDM ) replaced by a hurri-cane, my boss and I returned to DC to ready ourselves for AUSA .

Again, I am totally overwhelmed. I’m in our nation’s capital for the very fi rst time. I could easily run into some of our government’s top military and government offi cials. I’m awed at seeing fi rsthand the iconic build-ings, statues, parks, and neighborhoods that I have fantasized about since John Kennedy became President of the United States.

As we checked into our boutique hotel, Th e Morrison Clark Inn (a historic Victorian mansion built in 1864), we noticed several security lim-ousines parked out front, with security guards wearing earpieces and dark glasses — just like in the movies. Th en, OMG, there they were! Members

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of the Kennedy family, right there in our hotel lobby. We were told they had dinner reservations in the intimate dining room of the Inn.

(To help me remember) I learned that the Women’s Army and Navy League bought the Morrison home in 1923 and converted it into an inex-pensive place for America’s enlisted men to stay while in Washington. First Ladies traditionally presided over the military club, hosting teas and fun-draisers to maintain its operations. Grace Coolidge headed the receiving line when the facility opened in 1923; Mamie Eisenhower and Jacqueline Kennedy were also active in the organization.

Final Day: My head has been spinning. AUSA was a great success (I think). My heart was pounding the whole while. I never saw so much brass and polish in one place. I’m learning the diff erence between NCOs and Enlisted. Plus, I learned who not to call soldier. When I asked why, I was told, “Because, Ma’am, a Marine is not a soldier, a Marine is a Marine — OORAH!”

We’re on the plane headed home now, and I’m still breathless.In my mind I hear the sound of tympani drums beating. I distinctly

hear a deep, rumbling voice telling me, “Proctor. Get your head out the clouds. Fall in. Attention. Forward march. Halt. Change step. March. Halt. Double time. March! Proctor, are you with me?”

“Sir, Yes Sir!” I’m in the Army now. HOOAH!


Follow up, then follow through with contacts while the iron is hot.

Determine and implement a contact organization system that works best for you.

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Be diligent, consistent, and timely in recording any encounter with your contacts.

Take advantage of the opportunities available to you on social media such as Facebook, LinkedIn, Twitter, and YouTube.

Familiarize yourself with current email, texting, and social media etiquette.

Learn the importance of evaluation — of others and of service providers, as well as of your staff and your own actions. Make evaluation a habit.

March On!

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APPENDIX

U.S. Army Marching Orders

Fall in — Individuals form a formation at the position of attention.

Fall out — Individuals drop out of formation. By custom, offi cers usually take a single step backward with their left foot. Non-commissioned personnel take a step back with the left foot, then with their right, and then perform an about face.

[formation], ATTENTION — Individuals snap to the position in which they are standing straight, looking forward, and not moving. When called while in Forward March, the formation will begin to march in cadence. Th e com-mand, Route Step (forward), March, is given when there is no need to stay in step.

Present, ARMS — Individuals execute a hand or rifl e salute and hold it until given the command, Order, ARMS.

Order, ARMS — Individuals bring their hand or rifl e back down to their side.

Open ranks, MARCH — Movement in which each row (rank) spreads out from another row.

Close ranks, MARCH — Movement in which the formation is restored to its normal interval.

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APPENDIX: IS THAT ALL THERE IS?

Dress right, DRESS — Movement in which individuals except those on the extreme right side raise their left arms parallel to the ground and lock their heads to the far right in order to get the proper distance from each other. Th is is maintained until the command, Ready, FRONT. At which point, the individuals return to the position of attention.

Parade, REST — Individuals spread their feet about 12 inches while bring-ing both of their arms behind their back interlocking their hands. Th e back of the left hand rests against the back. Th e back of the right hand rests on the palm of the left , with the left thumb locked over the right hand and the right thumb locked over the left thumb. If armed, individuals put their left hand behind their back, extending their rifl e while the butt remains on the ground next to their right foot.

Stand at, EASE — Individuals perform the command of parade rest, but their eyes and head follow the person in charge.

At EASE — Individuals are permitted light movement given their right foot does not leave the ground; they are not allowed to talk.

Rest — Individuals are permitted light movement and may also engage in quiet conversation as long as their right leg is planted on the ground. Can also be expressed by the command, Relax.

Forward, MARCH — Individuals begin marching, from the left foot and a 30-inch step (Army) or 24-inch step (Air Force) at 120 steps per minute.

Company/Platoon/Squad/Detail, HALT, — Used to stop a unit (formation) from marching by calling it either on the right or left foot.

By Th e Right Flank, MARCH — Th e whole formation turns 90 degrees and continues to march.

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Right, FACE — A command given from a halt towards a formation to turn 90 degrees to the right or left as one unit.

About, FACE — A 180-degree turn facing the opposite direction, executed to the right.

Uncover, TWO — All persons using the right hand grab their cover on Recover and remove the cover on TWO.

COVER — Used to align to the person in front of them in formation, when used aft er the command, Uncover, TWO, all persons replace their cover and remain holding their cap with their right hand until TWO is given, where they return to the position of attention.

Right (left ) step, MARCH — Individuals take side steps to the right (left ).

Column Half Right (called on the right foot), MARCH — A 45-degree pivot to the right (left ) while marching.

Right Oblique, MARCH — Every individual executes a 45-degree pivot to the right while marching.

Column right (called on the right foot), MARCH — A movement in which the entire formation executes a series of turns depending on their position. Th e goal of this movement is to get the entire formation to turn to the right (left ) while keeping the same people in the same positions known as Col-umn Formation.

Rear, MARCH — A turn 180 degrees while marching, also executed to the right.

Change step, MARCH — Individuals execute a movement in order to get on step with the formation.

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Route step — Individuals walk normally without being in step. Oft en used on long marches or when crossing a bridge to avoid creating harmonic rhythms.

Extend to the left , MARCH — A movement in which the formation widens (usually used during PT).

Close Ranks, MARCH — A movement in which the formation narrows in width.

Mark time, MARCH — Marching in place.

Half step, MARCH — Marching at half the distance, oft en bringing the upper leg parallel to the ground, 15-inch Steps.

Double time, MARCH — Marching at twice the cadence of Forward March; 100 to 180 steps per minute, something of a light jog. Th e unit is still required to keep in step.

Right shoulder, ARMS — Th e rifl e is placed on the right shoulder. Th e right hand holds the butt of the rifl e and the forearm is parallel to the ground, also keeping a 90-degree angle between the forearm and arm.

Left shoulder, ARMS — Same as right shoulder arms except on the left side.

Port, ARMS — Th e rifl e is carried diagonally in front of the body by both hands.

Counter-column, MARCH — Th e platoon is ordered to reverse direction while marching or from the Halt. Th e columns neatly turn in on themselves and at the end of the movement the entire marching column has reversed direction. Also known as “circle counter”, or “counter march”.

Route step, MARCH — Th e formation is not required to march in step, but is required to stay aligned.

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Master Lists: Military Trade Show, Associations, and Support

Our Troops Resources

Military Trade Show Master Lists

On any of the following websites, you can fi nd lists of military trade shows. Look for links to events, meetings, or conferences. You have the opportunity to review information on past events and upcoming events for the current year. Some sites off er a link to an annual meeting, with dates and locations noted for several years out.

Example — on the www.ngaus.org website, you can access a listing of the National Guard’s Annual Meetings. Th is site off ers additional links to each state guard association. When you click on them, you fi nd their conferences and events — for 57 state and territory guard associations. In addition, this site provides myriad links to other relevant sites worth your time to study.

www.ausa.orgwww.marinemilitaryexpos.comwww.ngaus.org www.fb cinc.orgwww.governmentmeetings.comwww.epponline.comwww.allconferences.com/Society/Militaryhttp://defensetradeshows.comwww.technologyforums.com

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www.ndia.org www.tsnn.comwww.militarytravelzone.com/military-trade-shows.htmlwww.americangunshows.com/GunShows/MilitaryShows.htmwww.harris.com/tradeshows.asphttp://tradeshow.free-press-release.com/exhibition,92,militarywww.ncmbc.us/2011DefenseTradeShow.phpwww.idga.org/eventswww.army-technology.com/exhibitionswww.eventsinamerica.com/trade-shows/government/militaryhttp://militaryconnection.com/professional-conferences.asp

Military Associations Master Lists

On any of the following websites, you fi nd lists of military professional orga-nizations with links to regional and local chapters.

For example, on www.ausa.org, you have access to the national associa-tion events as well as access to links to every AUSA chapter in the world. What a gold mine of information!

www.ausa.org www.mca-marines.orgwww.ngaus.org www.navyleague.orgwww.afa.orgwww.uscg.mil/associations www.roa.org www.moaa.orghttp://usmilitary.about.com/msub21.htmwww.fas.org/man/assoc.htm

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Support Our Troops Resources

Th ere are hundreds, if not thousands, of troop support organizations and eff orts — too many for me to list or even know about. In http://troopssup-port.com you fi nd a comprehensive listing of some of the most well-known troop support eff orts. Th e remaining eff orts are some of my favorites.

http://troopssupport.comwww.ArmyWifeNetwork.com www.familymanager.com www.America4RMarines.org www.woundedeodwarrior.orgwww.meganmcclungmemorialrun.comwww.warriorsandquietwaters.org

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Major U.S. and Canadian Airlines Information

Airlines of the United States

AirTran AirwaysIATA Designator: FL, ICAO Designator: TRS, Call sign: CITRUSOrlando-based low cost carrier serving the eastern and central United States, its main hubs are at Hartsfi eld-Jackson Atlanta International Air-port (ATL), Atlanta and General Mitchell International Airport (MKE), Milwaukee.

Alaska Air Group — Alaska Airlines / Horizon AirIATA Designator: AS, ICAO Designator: ASA, Call sign: ALASKASeattle-based Alaska Air Group with its subsidiaries of Alaska Airlines and Horizon Air. Alaska Airlines is a major U.S. carrier with its hubs at Sea-Tac Airport, Ted Stevens Anchorage International Airport, Anchorage, and Portland International Airport, Portland. Horizon Air is a regional low-cost airline that serves 52 cities in the United States, Canada and Mexico.

American AirlinesIATA Designator: AA, ICAO Designator: AAL, Call sign: AMERICANFormerly the world’s largest airline (still No. 2) with its main hub at Dal-las/Fort Worth International Airport (IATA code: DFW).

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American Eagle AirlinesIATA Designator: MQ, ICAO Designator: EGF, Call sign: EAGLEFLIGHTAmerican Eagle Airlines is based in Fort Worth, Texas. American Eagle and Executive Airlines based in San Juan, Puerto Rico are regional affi li-ates of American Airlines. Th e American Eagle network is the largest regional airline system in the world, with over 1700 daily fl ights to more than 150 cities throughout the United States, Canada, the Bahamas, the Caribbean and Mexico.

Atlantic Southeast Airlines (ASA)IATA Designator: EV, ICAO Designator: ASQ, Call sign: ACEYAtlantic Southeast Airlines is a major U.S. airline carrier with its main hub at Hartsfi eld-Jackson Atlanta International Airport (ATL).

ComairIATA Designator: OH, ICAO Designator: COM, Call sign: COMAIRComair, a subsidiary of Delta Air Lines, is a major U.S. carrier and is one of the world’s largest regional airlines. Comair has its main hub at Cincin-nati-Northern Kentucky International Airport (CVG), Cincinnati.

Continental AirlinesIATA Designator: CO, ICAO Designator: COA, Call sign: CONTINENTALContinental Air Lines is a major U.S. airline based Houston, Texas. United Continental Holdings, Inc. (NYSE: UAL) is the holding company for both United Airlines and Continental Airlines. Together with United Express, Continental Express and Continental Connection, these air-lines operate a total of approximately 5,800 fl ights a day to 371 airports throughout the Americas, Europe and Asia.

Delta AirlinesIATA Designator: DL, ICAO Designator: DAL, Call sign: DELTADelta operates an extensive domestic and international network and is

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the world’s largest airline operating under a single certifi cate. Delta’s main hub is at Hartsfi eld-Jackson Atlanta International Airport, Atlanta.

Frontier AirlinesIATA Designator: F9, ICAO Designator: FFT, Call sign: FRONTIERFrontier Airlines is a major U.S. airline carrier a wholly owned subsidiary of Indianapolis-based Republic Airways Holdings Inc, an airline hold-ing company that owns Chautauqua Airlines, Lynx Aviation, Republic Airlines and Shuttle America. Frontier operates approximately 550 daily departures and arrivals from its three hubs at Denver International Air-port (DEN), General Mitchell International Airport (MKE), Milwaukee, and Kansas City International Airport (MCI).

Hawaiian AirlinesIATA Designator: HA, ICAO Designator: HAL, Call sign: HAWAIIANHonolulu-based major airline of the United States. It is Hawaii’s fi rst and largest airline. Th e airline operates its main hub at Honolulu International Airport (HNL).

SkyWest AirlinesIATA Designator: OO, ICAO Designator: SKW, Call sign: SKYWESTA major U.S. regional airline headquartered in St. George, Utah. SkyWest serves as a feeder airline for various major carriers. SkyWest’s largest sta-tions are Denver International Airport (DEN) and Salt Lake City Interna-tional Airport (SLC).

Southwest AirlinesIATA Designator: WN, ICAO Designator: SWA, Call sign: SOUTHWESTA major American low-cost carrier based in Dallas, Texas. In 2010, Southwest was the largest airline in the United States based on domestic passengers carried.

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Spirit AirlinesIATA Designator: NK, ICAO Designator: NKS, Call sign: SPIRITWINGSLow-cost carrier operating scheduled fl ights throughout the Americas. Spirit maintains bases in Fort Lauderdale, Atlantic City, and Detroit.

United AirlinesIATA Designator: UA, ICAO Designator: UAL, Call sign: UNITEDWas the World’s second largest airline and still is a major U.S. airline with its main hub at Chicago’s O’Hare International Airport (ORD).

U.S. AirwaysIATA Designator: US, ICAO Designator: USA, Call sign: USAIRA major American carrier, it operates hubs in Charlotte, Phoenix and Philadelphia.

World AirwaysIATA Designator: WO, ICAO Designator: WOA, Call sign: WORLDWorld Airways is a major American non-scheduled airline headquartered in Peachtree City, Georgia.

Allegiant Airlines IATA Designator: G4, ICAO Designator: AAY, Call sign: ALLEGIANTScheduled Air Carrier, sometimes misspelled as Allegent Airlines, off ers scheduled and charter airline operations throughout the United States. Allegiant off ers discount fl ights and vacation packages, and airfare and hotel packages.

Sun Country AirlinesIATA Designator: SY, ICAO Designator: SCX, Call sign: SUNCOUNTRYMinneapolis/St. Paul based low-cost airline with its main hub at Minne-apolis-Saint Paul International Airport (MSP).

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Former U.S. Airlines

Aloha AirlinesIATA Designator: AQ, ICAO Designator: AAH, Call sign: ALOHAWas a Honolulu-based regional airline, an inter-island carrier with its hub at Honolulu International Airport. Ceased operation on March 31, 2008.

American Trans AirIATA Designator: TZ, ICAO Designator: AMT, Call sign: AMTRANLater renamed to ATA Airlines was an American low-cost carrier with scheduled service and charter operations. From its hub at Indianapolis International Airport, ATA served major business centers and the most popular vacation destinations. Th e airline ceased operation in April 2008.

America West AirlinesIATA Designator: HP, ICAO Designator: AWE, Call sign: CACTUSWas one of the U.S. top ten passenger carriers, with its primary hub at Phoenix Sky Harbor International Airport. America West Airlines merged with U.S. Airways in 2005, the company adopted the better-known U.S. Airways brand.

Hooters AirWas an airline with Non-Stop Service from Myrtle Beach to Las Vegas, Hooters Air Flights are Public Charters operated by Pace Airlines. All commercial services were suspended on January 9, 2006.

Midwest AirlinesIATA Designator: YX, ICAO Designator: MEP, Call sign: MIDEXWas a U.S. domestic airline catering primarily to business travelers. In March 2003, the carrier simplifi ed its name from Midwest Express Air-lines to Midwest Airlines. Ceased operation in 2010 (merged with Fron-tier Airlines).

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Northwest AirlinesIATA Designator: NW, ICAO Designator: NWA, Call sign: NorthwestNorthwest Airlines was a major U.S. airline, for some times it was the world’s fourth largest carrier. Northwest has merged into Delta Air Lines (completed end of January 2010).

Song AirlinesSong Airlines was Delta’s smartish low-fare service for the East Coast, the West Coast, Florida, San Juan and Aruba, with V.I.P. seating, personal video monitors, satellite TV, and gourmet food. Song’s last fl ight took off on April 30, 2006.

TedWas United Air Lines low-fare service from February 2004 until January 2009.

Trans World Airlines (TWA)IATA Designator: TW,Trans World Airlines, commonly known as TWA, was an American air-line, acquired by American Airlines in April 2001.

Airlines of Canada

Air CanadaIATA Designator: AC, ICAO Designator: ACA, Call sign: AIRCANADANational fl ag carrier and largest airline of Canada. Air Canada’s largest hub is at Toronto Pearson International Airport.

Air Canada JazzIATA Designator: QK, ICAO Designator: JZA, Call sign: JAZZCanada’s largest regional airline based at Halifax Stanfi eld International Airport, Jazz maintains hubs at Toronto Pearson International Airport,

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Vancouver International Airport, Montréal-Pierre Elliott Trudeau Inter-national Airport, and Calgary International Airport.

Air TransatIATA Designator: TS, ICAO Designator: TSC, Call sign: AIR TRANSATCanadian airline based in Montreal. Air Transat off ers scheduled and charter fl ights to 90 destinations in 25 countries.

Sunwing AirlinesIATA Designator: WG, ICAO Designator: SWG, Call sign: SUNWING Canadian airline based in Toronto. Sunwing off ers scheduled and char-tered services within Canada, and to the United States, Mexico and the Caribbean.

WestJetIATA Designator: WS, ICAO Designator: WJA, Call sign: WESTJETCanadian low-cost carrier and the second largest Canadian airline. West-Jet off ers scheduled and charter air service to more than 70 destinations in Canada, the United States, Mexico and the Caribbean. WestJet’s main hub and headquarters are based at Calgary International Airport (YYC).

Air LabradorIATA Designator: WJ, ICAO Designator: LAL, Call sign: LABAIRRegional airline based in Goose Bay, Newfoundland and Labrador. Lab-rador Airways operates scheduled daily passenger and freight services throughout the Canadian provinces of Labrador and Quebec.

Air NorthATA Designator: 4N, ICAO Designator: ANT, Call sign: AIRNORTHCanadian airline based at Whitehorse International Airport, Yukon. “Yukon’s Airline” operates scheduled passenger, charter, and cargo services with fl ights to the Northwest Territories, Alaska, British Columbia, and Alberta.

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Canadian NorthIATA Designator: 5T, ICAO Designator: CDN, Call sign: CANADIANCanadian North, previously a division of Canadian Airlines International, operates scheduled passenger services to major communities in the Northwest Territories and Nunavut.

First AirIATA Designator: 7F, ICAO Designator: FABCanadian airline with hubs at Yellowknife Airport and Iqaluit Airport, off ers scheduled passenger and cargo service between 30 northern com-munities. Th e air carrier is wholly owned by the Inuit people of Quebec.

Former Canadian Airlines

JetsgoIATA Designator: SG, ICAO Designator: JGO, Call sign: JETSGOJetsgo was a Canadian low-cost carrier based in Montreal. Th e airline was launched in June 2001 and declared bankruptcy in 2005.

TangoIATA Designator: AC, ICAO Designator: ACATango, short for “Tan and Go”, was the low cost off -shoot of Air Canada, established in 2001, the airline ceased operations in 2003.

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Major U.S. and Canadian Airports with Airport-links and IATA 3-Letter Codes

U.S. CITIES AND AIRPORTS

City and Map Offi cial Airport Website State IATA

Atlanta

Hartsfi eld-Jackson Atlanta Internationalhttp://www.atlanta-airport.com

Georgia ATL

Anchorage

Ted Stevens Anchorage International Airporthttp://www.dot.state.ak.us/anc

Alaska ANC

Austin

Austin-Bergstrom Internationalhttp://www.ci.austin.tx.us/austinairport

Texas AUS

BaltimoreBaltimore/Washington International — BWI Airporthttp://www.bwiairport.com

Maryland BWI

BostonLogan Internationalhttp://www.massport.com/logan-airport

Massachusetts BOS

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Charlotte

Charlotte Douglas Internationalhttp://charmeck.org/city/charlotte/Airport/Pages/default.aspx

North Carolina CLT

ChicagoChicago Midway Airporthttp://www.ifl y.com/chicago-midway-international-airport

Illinois MDW

Chicago Chicago O’Hare Internationalhttp://www.ohare.com Illinois ORD

CincinnatiCincinnati/Northern Kentucky Internationalhttp://www.cvgairport.com

Ohio CVG

Cleveland

Cleveland Hopkins Internationalhttp://www.clevelandairport.com

Ohio CLE

Columbus Port Columbus Internationalhttp://columbusairports.com Ohio CMH

Dallas

Dallas/Ft. Worth International — DFW Airporthttp://www.dfwairport.com

Texas DFW

Denver Denver International Airporthttp://www.fl ydenver.com Colorado DEN

Detroit

Detroit Metropolitan Wayne County Airporthttp://www.metroairport.com

Michigan DTW

Fort Lauderdale

Fort Lauderdale/Hollywood Internationalhttp://www.broward.org/airport/Pages/Default.aspx

Florida FLL

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Fort MyersSouthwest Florida Internationalhttp://fl ylcpa.com

Florida RSW

HartfordBradley Internationalhttp://www.bradleyairport.com/home

Connecticut BDL

Honolulu

Hawaii Honolulu Internationalhttp://hawaii.gov/dot/airports

Hawaii HNL

HoustonGeorge Bush Intercontinentalhttp://www.houstonairportsystem.org

Texas IAH

HoustonWilliam P. Hobby Airporthttp://www.houstonairportsystem.org

Texas HOU

IndianapolisIndianapolis Internationalhttp://www.indianapolisairport.com

Indiana IND

Kansas City Kansas City Internationalhttp://www.fl ykci.com Missouri MCI

Las Vegas McCarran Internationalhttp://www.mccarran.com Nevada LAS

Los Angeles

Los Angeles International — LAX Airporthttp://www.lawa.org/welcomeLAX.aspx

California LAX

MemphisMemphis Internationalhttp://www.memphisairport.org

Tennessee MEM

MiamiMiami International Airporthttp://www.miami-airport.com

Florida MIA

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MinneapolisMinneapolis/St. Paul International http://www.mspairport.com

Minnesota MSP

Nashville Nashville Internationalhttp://www.fl ynashville.com Tennessee BNA

New OrleansLouis Armstrong Internationalhttp://www.fl ymsy.com

Louisiana MSY

New YorkJohn F. Kennedy Internationalhttp://www.jfk iat.com

New York JFK

New YorkLaGuardia Internationalhttp://www.panynj.gov/airports/laguardia.html

New York LGA

NewarkNewark Liberty International http://www.panynj.gov/airports/newark-liberty.html

New Jersey EWR

OaklandMetropolitan Oakland Internationalhttp://www.fl yoakland.com

California OAK

OntarioOntario Internationalhttp://www.lawa.org/welcomeONT.aspx

California ONT

OrlandoOrlando Internationalhttp://www.orlandoairports.net

Florida MCO

PhiladelphiaPhiladelphia Internationalhttp://www.phl.org/index.html

Pennsylvania PHL

Phoenix Sky Harbor Internationalhttp://skyharbor.com Arizona PHX

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Pittsburgh Pittsburgh Internationalhttp://www.pitairport.com Pennsylvania PIT

PortlandPortland Internationalhttp://www.portofportland.com/PDX_Home.aspx

Oregon PDX

Raleigh-Durham

Raleigh-Durham Internationalhttp://www.rdu.com

North Carolina RDU

Sacramento Sacramento Internationalhttp://www.sacramento.aero California SMF

Salt Lake City Salt Lake City Internationalhttp://www.slcairport.com Utah SLC

San AntonioSan Antonio Internationalhttp://www.sanantonio.gov/aviation

Texas SAT

San Diego Lindbergh Field Internationalhttp://www.san.org California SAN

San FranciscoSan Francisco Internationalhttp://www.fl ysfo.com/web/page/index.jsp

California SFO

San Jose Mineta San José Internationalhttp://www.sjc.org California SJC

Santa AnaJohn Wayne Airport, Orange Countyhttp://www.ocair.com

California SNA

Seattle

Seattle-Tacoma International — SeaTac Airporthttp://www.portseattle.org/Sea-Tac/Pages/default.aspx

Washington SEA

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St. Louis

Lambert-St. Louis Internationalhttp://www.lambert-stlouis.com

Missouri STL

TampaTampa Internationalhttp://www.tampaairport.com

Florida TPA

Washington D.C.

Dulles International Airport http://www.metwashairports.com/dulles/dulles.htm

Washington D.C. IAD

Washington D.C.

Ronald Reagan Washington National http://www.metwashairports.com/reagan/reagan.htm

Washington D.C. DCA

CANADIAN CITIES AND AIRPORTS City and Map Offi cial Airport Website State IATA

CalgaryCalgary International Airporthttp://www.calgaryairport.com

Alberta YYC

Montréal

Pierre Elliott Trudeau International Airporthttp://www.admtl.com/Passagers/Accueil.aspx

Quebec YUL

OttawaOttawa Macdonald-Cartier International Airporthttp://ottawa-airport.ca

Ontario YOW

Québec

Quebéc City Airport, Jean Lesage International Airporthttp://www.aeroportdequebec.com

Quebec YQB

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Toronto

Lester B. Pearson International Airporthttp://www.aeroportdequebec.com

Ontario YYZ

Vancouver

Vancouver International Airporthttp://www.yvr.ca/en/Default.aspx

British Columbia YVR

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Travel Booking Websites

Air and Combination Booking (Air, lodging, ground, and events)

Expedia.comTravelocity.comKayak.comPriceline.comHotwire.comOrbitz.comBookingbuddy.comTripmama.comTripAdvisor.comBing.com/travelAirfareWatchdog.comWhichBudget.comYapta.comTripIt.comCheapOair.comBookMyAward.com Vayama.com Hipmonk.comLastminutetravel.comWholesalefl ights.comSmartfares.com

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Flycheapo.comFarecompare.comFarecast.comJetSetter.comEgencia.com

Lodging

Hotels.comHostelz.comPriceline.comLateRooms.comBedandbreakfast.comCheapTickets.comTripAdvisor.comHomeAway.comHomeExchange.comJetSetter.com

Car Rental

Hotwire.comKayak.comCarrentals.comTravelocity.combnm.comOrbitz.comPriceline.comExpedia.comHipmonk.comTravelzoo.com

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Hotel Chains

Hilton Worldwide — www.hiltonworldwide.com Hilton HHonors Rewards, Waldorf Astoria Hotels & Resorts, Conrad Hotels & Resorts, Hilton Hotels & Resorts, DoubleTree by Hilton, Embassy Suites, Hilton Garden Inn, Hamp-ton, Homewood Suites by Hilton, Home2 Suites by Hilton, Hilton Grand Vacations

Marriott — www.marriott.com Marriott Rewards, Ritz-Carlton, JW Marriott, Autograph Collection, AC Hotels, Courtyard by Marriott, SpringHill Suites by Marriott, TownePlace Suites by Marriott, Marriott Executive Apartments, Marriott Vacation Club, Grand Residences by Marriott, Bulgari Hotels & Resorts, Edition, Renaissance Hotels, Marriott Hotels & Resorts, Fairfi eld Inn & Suites by Marriott, Residence Inn by Marriott, Marriott ExecuStay, Th e Ritz-Carlton Destination Club, Marriott Conference Centers

Holiday Inn — www.holidayinn.com Priority Club Rewards, Intercontinen-tal Hotels & Resorts, Crowne Plaza Hotels & Resorts, Hotel Indigo, Holiday Inn, Holiday Inn Express, Holiday in Resort, Holiday Inn Club Vacation, Staybridge Resort, Candlewood Suites

Hyatt — www.hyatt.com Hyatt Gold Passport, Park Hyatt, Andaz, Grand Hyatt, Hyatt, Hyatt Regency, Hyatt Place, Hyatt House, Hyatt Vacation Club

Starwood — www.starwoodhotels.com Starwood Preferred Guest (SPG) Rewards, Le Meridien, Westin, Th e Luxury Collection, Aloft Hotels, Four Points by Sheraton, Sheraton, Element by Westin, St Regis, W

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Choice Hotels — www.choicehotels.com Choice Privileges Rewards, Com-fort Inn, Comfort Suites, Quality Inn, Sleep Inn, Clarion, Cambria Suites, Suburban, Econolodge, Rodeway Inn, Ascend Collection

Best Western — www.bestwestern.com

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Ground Transportation

Rental Car Companies

Hertz — www.hertz.comAvis — www.avis.comEnterprise — www.enterprise.comAdvantage — www.advanatage.comDollar — www.dollar.comBudget — www.budget.comNational — www.nationalcar.comAlamo — www.alamo.com

Airport Shuttle Services

Super Shuttle — www.shupershuttle.comBlue Van Airport Shuttle — www.shuttlefare.comGo Airport Shuttle — http://goairportshuttle.com

Rail Services

Amtrak — www.amtrak.comUnited Rail Passenger Alliance — www.unitedrail.org

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Travel Blogs

invespwww.invesp.com/blog-rank/General_Travel invesp: Top 150 general travel blogs all in one place. Blog Rank uses more than 20 diff erent factors to rank the blogs in any category.

Th at said, here are my favorite travel blogs:

Traveling with MJwww.travelingwithmj.com Traveling with MJ; Mary Jo is an avid traveler, and when she’s not on a trip, she’s planning the next one. She always has a bag packed, ready for the next great adventure. In addition to traveling, Mary Jo likes lingering over a cup of coff ee, wandering in a museum, sipping wine at a cafe, enjoying a relaxing massage, and sharing it all with friends and readers. Her most recent travels were to Portugal and Italy.

Peter Greenbergwww.petergreenberg.com Peter Greenberg is America’s most recognized, honored and respected front-line travel news journalist. He is Travel Editor for CBS News, appearing on CBS Th is Morning, CBS Evening News with Scott Pelley, and CBS Sunday Morning, among other broadcast platforms.

Johnny Jetwww.johnnyjet.com Th is is the place where travel experts share their tips and expertise to make you the expert. It’s also a place to have fun, explore, learn and just kick back.

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Go Visit Hawaiiwww.govisithawaii.com Unbiased advice from Sheila Beal–a seasoned Hawaii traveler who’s ready to help you stretch your Hawaii vacation budget.

Hotel Belle Annie Fitzsimmonswww.anniefi tzsimmons.com A regular weekly contributor to Forbes.com on travel and hotels, Travel + Leisure, National Geographic’s Intelligent Travel, and Th e Huffi ngton Post. She also works with women’s travel network See-JaneFly and writes a hotel blog for the private social network a SmallWorld (Facebook for Jetsetters), with nearly 1 million members. Previously, Annie consulted for top luxury brands on their content strategy and worked with Travel Channel star Kirsten Gum.

Tim Leff elwww.timleff el.com Award-winning travel writer, author of Th e World’s Cheapest Destinations, Travel Writing 2.0, and Make Your Travel Dollars Worth a Fortune: Th e Contrarian Traveler’s Guide to Getting More for Less. He is also co-author of Traveler’s Tool Kit: Mexico and Central America, and is editor of the narrative web publication Perceptive Travel.

Uncornered Marketwww.uncorneredmarket.com Daniel Noll and Audrey Scott are the husband-and-wife digital storytelling and photography team behind Uncornered Market. Th ey travel deep and off -beat, aiming to connect the world through people, food, and adventure. Five years and 70 countries later, they are still going… and still married.

DeliciousBabywww.deliciousbaby.com In January 2012, DeliciousBaby was the #5 most popular independent travel blog (and the most popular family travel blog) according to rankings by invesp, which take into account several diff erent factors, including audience, subscribership, and page rank. DeliciousBaby

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outranks blogs owned by National Geographic, USA Today and the Travel Channel. Th e New York Times describes DeliciousBaby as “one of the top family travel sites on Google.”

Christopher Elliottwww.Elliott.org Christopher Elliott is a consumer advocate for a variety of media organizations. Cranky Flierhttp://crankyfl ier.com Brett Snyder is Chief Cranky Dork of Cranky Flier, LLC; if you want to know all there is to know about airlines, airports, and air travel, Th e Cranky Flier is where you should start fi rst. Th e Cranky Flier off ers its readers some great analysis on airlines as well as airport travel.

Th e Vacation Galshttp://thevacationgals.com Jennifer Miner, Kara Williams, and Beth Blair are three professional travel writers — and moms — who are eager to share our favorite destinations for family trips, girlfriend getaways and romantic escapes with their readers. Th is award-winning travel blog also covers awe-some travel gear, the latest travel news, and helpful travel tips.

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Some of My All Time Favorites

Lodging

Indianawww.frenchlick.com French Lick Resort, French Lick

North Carolinahttp://hiltongardeninn.hilton.com Hilton Garden Inn Raleigh-Durham Air-port (see also listed under Restaurants) Fantastic renovation with a hip vibe.

Oregonwww.hotelelliott.com Hotel Elliott, Astoria

Pennsylvaniawww.thecarlislehouse.com Th e Carlisle House, Carlisle

Texashttp://riverwalkvista.com Riverwalk Vista, San Antoniowww.driskillhotel.com Th e Driskill, Austin

Tennesseewww.gaylordhotels.com/gaylord-opryland Gaylord Opryland Hotel, Nashvillewww.peabodymemphis.com Th e Peabody, Memphis

Vermontwww.vtculinaryresort.com Th e Essex — Vermont’s Culinary Resort & Spa

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Washington, DCwww.morrisonclark.com Morrison Clark Innwww.bedandbreakfastdc.com Bed & Breakfasts, Apartments, Inns, Histori-cal Homes, Washington

Restaurants

Alabamahttp://olheidelberg.com Ol Heidelberg, Huntsvillewww.paneevinopizzeria.com Panee Vino Pizzeria, Huntsvillewww.gscountrykitchen.com G’s Country Kitchen (Soul Food), Huntsvillewww.bonefi shgrill.com Bonefi sh Grill, Huntsvillewww.urbanspoon.com/r/74/783657/restaurant/Alabama/13th-Street-Bar-beque-Ladonia-Phenix-City 13th Street Barbeque, Phenix City

Arizonawww.caferoka.com Café Roka, Bisbeewww.copperqueen.com Copper Queen Hotel & Restaurant, Bisbee

Arkansaswww.ciaoitalianrestaurant.com Ciao Italian Restaurant, Little Rock

Californiawww.stonebrew.com Stone Brewing Company, Escondidowww.thefi shermansrestaurant.com Fisherman’s Restaurant & Bar, San Clementewww.jackandgiulios.com Jack & Giulio’s Italian Restaurant, San Diegowww.bombayrestaurant.com Bombay, San Diegowww.twobrotherspizza.net Two Brothers from Italy, Oceanside

Floridawww.bernssteakhouse.com Bernds Restaurant, Tampawww.columbiarestaurant.com Columbia Restaurant, Ybor Citywww.seadogcantina.com Sea Dog Cantina, Tampa

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Georgiawww.countrysbarbeque.com Country’s Barbeque on Broad, Columbuswww.meritagecafe.net Meritage Cafe, Columbuswww.uptownfi shouse.com Uptown Fish House, Columbuswww.urbanspoon.com/r/118/1536740/restaurant/Vintage-222-Columbus Vintage 222, Vintage 222, Columbus

Massachusettswww.unionoysterhouse.com Union Oyster House, Boston

New Mexicowww.billycrews.com Billy Crews Dining Room, Santa Teresa

North Carolinawww.icehouseswansboronc.com Icehouse Waterfront, Swansborowww.themarinacafe.com Th e Marina Café Night Club and River Cruises, Jacksonvillewww.hilltophousenc.com Hilltop House Restaurant, Fayettevillewww.luigisnc.com Luigi’s Italian Restaurant & Bar, Fayettevillewww.maxandmortizfay.com Max & Moritz Artesian German Bakery & Restaurant, Fayettevillewww.carrabbas.com Carrabba’s Italian Grill, Fayettevillehttp://hiltongardeninn.hilton.com Hilton Garden Inn Raleigh Durham Airport — Th e Great American Grill: Fresh from a recent $3.6-million dol-lar renovation, the Hilton Garden Inn Raleigh-Durham Airport features a chic new restaurant with completely revamped breakfast, lunch, and dinner menus and an expanded bar area. Incredible chef and menu.

Oregonwww.fortgeorgebrewery.com Fort George Brewery & Public House, Astoriawww.bowpicker.com Bowpicker Fish & Chips, Astoriahttp://tpaulsurbancafe.com T. Paul’s Urban Café, Astoria

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www.wildpearcatering.com Wild Pear Restaurant, Salemwww.bentleysgrill.com Bentley’s Grill, Salemwww.bistromaison.com Bistro Maison, McMinnville

Pennsylvaniawww.piatto.com Trattoria Piatto, Carlisle www.thegreenroom.us Th e Green Room Bistro & Juice Bar, Carlisle www.cafebruges.com Café Bruges Belgian Restaurant, Carlisle www.marketcrosspub.com Market Cross Pub, Carlisle www.katiesamishkitchen.com Katie’s Amish Kitchen, near Strasburg

Texaswww.trattoriabellasera.com Trattoria Bella Sera, El Pasowww.cattlemanssteakhouse.com Cattleman’s Steakhouse, Indian Cliff ’s Ranch, El Pasowww.fi gtreerestaurant.com Fig Tree Restaurant, San Antoniowww.littlerheinsteakhouse.com Little Rhein Steak House, San Antoniohttp://janetscakery.com Janet’s Cakery, Corpus Christi http://kikosmexicanfood.com Kiko’s Mexican Food, Corpus Christiwww.motherscafeaustin.com, Austin

Vermontwww.vtculinaryresort.com Th e Essex — Vermont’s Culinary Resort & Spa, Essexwww.henoft hewood.com Hen of the Wood, Waterbury

Virginiawww.zumrheingarten.com Zum Rheingarten German Restaurant, Quanticowww.timsrivershore.com Tim’s Rivershore Restaurant and Crabhouse, Dumphrieswww.dumfries-va-pizza.com Padrino’s II Italian, Dumphrieswww.rudees.com Rudee’s On the Inlet, Virginia Beach

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Washington, D.C.www.nota’s.com Restaurant Nora www.wearefoundingfarmers.com Founding Farmerswww.limarestaurant.com Lima Restaurant & Loungehttp://latomatebistro.com LaTomate Italian Bistrowww.thecapitalgrille.com Th e Capital Grille in any of their 46 locations, including Washington D.C.www.washingtonian.com/sections/restaurants/100best2011/index.html Th e Washingtonian’s 100 Best Restaurants for 2011

Sights and Things To Do

www.pstramway.com Th e Palm Springs Aerial Tramway constructed in rug-ged Chino Canyon on the north edge of Palm Springs. More than 12 mil-lion people have been safely transported by the Tramway into the majestic mountains overlooking the Coachella Valley since the attraction opened in September 1963.

www.canoeescape.com/hillsboroug h.htm 16 miles from downtown Tampa, Florida: escape to nature on a 2-hour to full day, downstream, quiet-water, paddling adventure through a 16,000-acre cypress swamp wildlife preserve full of Florida’s unique fl ora and fauna. Perhaps paddling close to a sunning alligator, a threatened limpkin, 6 turtles congregating on a log, or catching that large-mouthed bass will be your most prized memory. In all seasons, the Hillsborough River astounds with its beauty and abundant wildlife. From the thousands of white ibis in the fall; the sightings of deer, wild hog, and turkey in the winter; the proliferation of songbirds in spring; alligators, vul-tures, and cooling shade on a summer’s day, the Hillsborough River brings a new surprise and delight around each bend.

www.stahmanns.com Stahmanns Estate Grown Pecans, La Mesa, New Mex-ico, Th e Pecan Trees at Stahmann Farms are always beautiful regardless of the season. However, over 78 years ago when W.J. Stahmann and his son Deane

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Stahmann purchased this stretch of countryside in the Mesilla Valley thirty miles north of El Paso, the area was little more than a barren wasteland of shrub, sand dunes with innumerous hidden potential. Th ey planted over 4,000 acres of pecan trees in the early 1930’s on two separate plots of land, the 2,900 acre Santo Tomas Farm, and the 1,100 Snow Farm, and became the largest pecan producing family in the United States. Years later, when Deane Jr. planted 2,000 acres of trees in Australia, the Stahmanns became the Largest Pecan Producers in the World!

http://explorechicago.org/city/en/millennium.html Millennium Park, Chi-cago, IL. Discover a state-of-the-art collection of architecture, landscape design, and art that provides the backdrop for hundreds of free cultural programs, including concerts, exhibitions, tours, and family activities. In Millennium Park, you’ll fi nd a new kind of town square — a lively, spec-tacular gathering spot located in the heart of the city and a destination for Chicagoans and visitors alike.

http://tn.gov/environment/parks/NatchezTrace Natchez Trace State Park, TN Natchez Trace State Park is named for the famous “Natchez to Nash-ville” highway, an important wilderness road during the early 18th century. A western spur of Th e Trace ran through a portion of what is now the park. Th e park was built as part of President Roosevelt’s New Deal program. Th e land was bought from residents who could no longer make a living farming the land because of extensive erosion problems. Th e Natchez Trace Parkway is a 444-mile drive through exceptional scenery (MS, AL, TN) and 10,000 years of North American history. Used by American Indians, “Kaintucks”, settlers, and future presidents, the Old Trace played an important role in American history. Today, visitors can enjoy not only a scenic drive but also hiking, biking, horseback riding, and camping.

http://en.wikipedia.org/wiki/File:Th e_Lavender_Pit,_Bisbee,_AZ.jpg Th e Lavender Pit, Bisbee, AZ As you drive through Bisbee it’s almost impossible

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to miss the vast open pit mine along the highway. Th e Lavender Pit, named for Harrison Lavender, began production in 1954 and was in operation until 1974. Copper was found in the Warren Mining District, better known as Bis-bee, at about the same time that silver was found in the Tombstone Hills. Th e Copper Queen developed more slowly than the Tombstone mines, but she held out longer. During the past century Bisbee has produced more gold, silver and lead than any other district in Arizona, in addition to nearly eight billion pounds of copper. Th e underground mines, closed about 1975, are now open to tourists and Bisbee has found new life as an artists’ colony.

Caves

http://touristinformationdirectory.com/cave/list_of_caves.htm List of Caves in the United Stateswww.goodearthgraphics.com/showcave/al.html Alabama www.indianacaves.com Indiana http://cumberlandcaverns.com Tennessee http://missouricaves.com Missouri and Arkansaswww.kentuckycaves.org; http://www.mammothcave.com Kentuckyhttp://dnr.state.il.us/lands/landmgt/PARKS/R4/caverns/Cave.htm Illinois

Museums and Historical Sites

http://mam.org Milwaukee Art Museumwww.mfa.org Museum of Fine Arts, Boston MAwww.gardnermuseum.org Isabella Stewart Gardner Museum, Bostonwww.nvam.org National Veterans Art Museumwww.si.edu Smithsonian Museums, Washington DCwww.newseum.org Newseum, Washington DCwww.ushmm.org United States Holocaust Memorial Museum, Washing-ton DC

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www.artic.edu Art Institute of Chicagowww.carlisle.army.mil/ahec U.S. Army Heritage & Education Center, Car-lisle PAwww.dobbinhouse.com Dobbins House Tavern, Gettysburg PA Home of the Underground Railroadwww.usmcmuseum.org National Museum of the Marine Corps, Triangle, VAwww.nationalinfantrymuseum.com National Infantry Museum, Colum-bus GA

Fun stuff !

www.riteintherain.com Rite in the rain is a patented, environmentally responsible, all-weather writing paper that sheds water and enables you to write anywhere, in any weather. Th is 100% recyclable wood-based paper sheds water, moisture, dirt and grime and myriad of other substances allow-ing you to continue to write on your notepad or copier paper. Ensure your project stays productive and insure your data! Rite in the Rain –”Outdoor writing products for outdoor writing people”

www.toastmasters.org Toastmasters International is a world leader in com-munication and leadership development. Our membership is 270,000 strong. Th ese members improve their speaking and leadership skills by attending one of the 13,000 clubs that make up our global network of meeting loca-tions. Membership in Toastmasters is one of the greatest investments you can make in yourself. At $36 every six months, it is also one of the most cost-eff ective skill-building tools available anywhere.

www.fi tdeck.com FitDeck, Inc. was founded in 2004 by fi tness entrepreneur and inventor Phil Black. Black came up with the idea to create FitDeck aft er combining the fun of a card game he used to play in college with the rigors of his Navy SEAL training.

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Th e impressive breadth of the FitDeck product line is a product of Black’s unique and diverse background: Yale University, Harvard Business School, U.S. Navy SEAL and Navy SEAL Instructor, former Goldman Sachs Invest-ment Banker, Certifi ed Personal Trainer, Firefi ghter, Entrepreneur, Author, Speaker, husband and father of four boys.

Check out FitDeck Travel — Perfect for frequent fl iers.

www.historictours.com Today, as Th e Nation’s Storyteller, Historic Tours of America entertains over two million guests every year at their tours, attrac-tions and historic ships. Millions more visit Historic Tours of America festi-val marketplaces and themed retail gift stores, and the great American cities of Boston, Key West, San Diego, Savannah, St. Augustine, and Washington, DC. Under the heading on the website, click on, What We Do, then Land Tours, then the location you’re travelling to. Th e Old Town Trolley Tours are a great way to see and learn about the history and neighborhoods of a city for an aff ordable price.

www.gogoair.com Gogo In-Flight Internet, Gogo provides in-fl ight broad-band Internet service, streaming video and other connectivity services for commercial and business aircraft . In June 2011, the company formally changed its name from Aircell to Gogo as part of a rebranding eff ort. Prior to the rebrand, Gogo’s commercial air service was known as “Gogo Infl ight Internet.” Aircell remains the name of the company’s business aviation divi-sion. Gogo allows airline passengers to connect to the Internet through a system of cell towers on the ground. Th eir Air to Ground (ATG) system is a 3G (soon to be 4G) wireless technology.

www.fearoffl ying.com Conquer the fear of fl ying through the SOAR Video Course available online and with DVDs.

www.XE.com Currency conversion for reliable, mid-market exchange rates. Along with an easy-to-read grid of conversion rates on the home page and

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a host of other tools, this site off ers calculators for travel expenses, credit card charges and, obviously, currency conversions.

www.AvoidDelays.com Flight information, created by the National Air Traf-fi c Controllers Association (NATCA), can help you plan a smooth trip by advising you on the best time of day to fl y from a specifi c airport and which terminals to avoid for connecting fl ights. You can also view live updates of fl ight delays, and sign up for free email and phone alerts.

www.WebFlyer.com You can see how your frequent fl ier miles convert between programs, learn about changes to your frequent-fl ier program and discover how to maximize the value of your mileage awards when you redeem them for merchandise or services.

www.SeatGuru.com (part of TripAdvisor) With some airlines, better seats come at a price. Seat Guru fl ags the seats that cost extra, as well as those that have the most (or least) legroom and reclining room.

www.InsureMyTrip.com You never know when an emergency situation will spoil your travel plans — such as, say, an Icelandic volcano leaving travel-ers stranded all over the world. Buying travel insurance from agencies and travel providers, such as cruise lines, is usually a crummy deal because of price markups and restrictions on fi ling claims. At InsureMyTrip.com, you can compare plans and prices from multiple insurance providers with just one search and narrow your search results by specifying the kind of cover-age you need.

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Glossary

AAR — aft er action report.

apocalypsnow — popular term for heavy snowfall.

apocalypsnowmageddon — popular term for continuous heavy snowfall.

Bcc — an email blind carbon copy — an electronic mail header which lists addresses to which a message should be sent, but which will not be seen by the recipients.

BlackBerry — a wireless smart phone that combines diff erent functions into one portable electronic device. Some of its features include web browsing, email, text messaging and other normal phone functions. It is ideal for busi-ness people as it also off ers schedule management. It has been developed by RIM (Research in Motion), a Canadian company, since 1999.

booth babe — a person hired to drive consumer demand for a product, ser-vice, brand, or concept by directly interacting with potential consumers. A vast majority of promotional models are female and typically is intended to be attractive in physical appearance. Th ey serve to provide information about the product or service and make it appealing to consumers. While the length of interaction may be short, the promotional model delivers a live experience that refl ects on the product or service he or she is representing.

Borg — fi ctional hostile alien hive-race in the “Star Trek” series, noted for “assimilating” defeated rivals, fi rst introduced in “Th e Next Generation” TV series (debut fall 1987). Th eir catchphrase is “resistance is futile.”

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business attire — For men, this category still demands a tie and it’s still worn with a dress shirt. However instead of a suit, this category includes a tailored sport coat worn with dress trousers. For women, this category can look numerous ways. It includes tailored pantsuits, businesslike dresses, and coordinated dressy separates. When wearing separates, tailored jack-ets are required.

business casual attire — High-level business casual includes suits worn with dressy sport shirts or fi ne-gauge knits and tailored separates, such as dress trousers, dressy collared sport shirts that do not require a tie, fi ne knit shirts and sweaters, as well as sport coats. Low-level business casual includes khakis, chinos, and knit golf shirts. Sandals and sneakers do meet business casual standard. For women, business casual includes pantsuits, tailored separates, such as skirts, slacks, blouses, sweaters, sweater sets, and jackets.

business to business suite — innovative option to traditional exhibit space off ering semi-private conference, meeting, and theater space steps away from your main exhibit. Th ey can also meet the Business to requirements for those companies that choose not to exhibit.

carry-on luggage — the maximum size for carry-on luggage on most airlines is 45 inches. Some airlines allow up to 55 inches. Th ese fi gures are derived from a standard (considered by most airlines) 22” by 14” by 9” bag.

Cc — an email carbon copy (abbreviated “cc,” and sometimes “fcc” for “fi rst carbon copy”) is a copy of a note sent to an addressee other than the main addressee.

Change of Command — a military tradition that represents a formal trans-fer of authority and responsibility for a unit from one commanding or fl ag offi cer to another. Th e passing of colors, standards, or ensigns from an out-going commander to an incoming one ensures that the unit and its soldiers is never without offi cial leadership, a continuation of trust, and also signi-fi es an allegiance of soldiers to their unit’s commander. Great symbolism is

164

MARCHING ORDERS

attached to the ceremonial aspects of a change of command. An inspection and review of soldiers, gun salutes, as well as a military band will oft en be incorporated into the ceremony.

checked luggage — refers to items of luggage delivered to an airline or train for transportation in the hold of an aircraft or baggage car of a passenger train, which means it is inaccessible to the passenger during the fl ight/ride.

code share partner — an aviation business arrangement where two or more airlines share the same fl ight. A seat can be purchased on one airline but is actually operated by a cooperating airline under a diff erent fl ight number or code. Th e term “code” refers to the identifi er used in fl ight schedule, generally the two-character airline designator code and fl ight number. It allows greater access to cities through a given airline’s network without having to off er extra fl ights, and makes connections simpler by allowing single bookings across multiple planes. Most major airlines today have code sharing partnerships with other airlines and code sharing is a key feature of the major airline alli-ances. Under a code sharing agreement, the airline that actually operates the fl ight (the one providing the plane, the crew and the ground handling ser-vices) is called the operating carrier. Th e company or companies that sell tick-ets for that fl ight but do not actually operate it are called marketing carriers.

Code of Business — covers a wide range of business practices and proce-dures. It does not cover every issue that may arise, but it sets out basic prin-ciples to guide all employees and offi cers of the Company (typically includes the company and all its subsidiaries).

Code of Conduct — a set of conventional principles and expectations that are considered binding on any person who is a member of a particular group.

Code of Ethics — a set of guidelines that governs the behavior of a company and its members. It is especially important in the event that a company has to decide what type of behavior conforms to acceptable or reasonable standards.

165


Codes of Practice — a set of guidelines and regulations to be followed by members of some profession, trade, occupation, organization etc.; does not normally have the force or law.

computer virus — a soft ware program capable of reproducing itself and usually capable of causing great harm to fi les or other programs on the same computer; “a true virus cannot spread to another computer without human assistance.”

conference — a formal meeting that typically takes place over a number of days and involves people with a shared interest, esp. one held regularly by an association or organization.

convention — a large meeting or conference, esp. of members of a political party or a particular profession.

Cordura © — the brand name for a collection of fabrics used in a wide array of products including luggage, backpacks, pants, military wear and perfor-mance apparel. Cordura fabrics are known for their durability and resis-tance to abrasions, tears and scuff s. Originally developed and registered as a trademark by E.I. duPont deNemours and Company (DuPont) in 1929, it is now the property of Invista (a wholly owned subsidiary of Koch Indus-tries, Inc.). Cordura fabrics are made using yarns or fi bers from Invista. Fabrics can be made using 100% synthetic fi ber or in blends with cotton or other natural fi bers.

critical success factor — the term for an element that is necessary for an organization or project to achieve its mission. It is a critical factor or activ-ity required for ensuring the success of a company or an organization. Th e term was initially used in the world of data analysis, and business analysis.

dealers — companies who purchases and maintains an inventory of goods to be sold.

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deploy — to move (troops) into position for military action — forces were deployed at strategic locations.

distributor — an agent who supplies goods to stores and other businesses that sells to consumers.

e-blast — an electronic mailing, sent all at once to a large mailing list. Requires email marketing soft ware to manage databases, schedules and track results.

enlisted — an enlisted rank (also known as an enlisted grade or enlisted rate) is, in most Militaries, any rank below a commissioned offi cer or war-rant offi cer. Th e term can also be inclusive of non-commissioned offi cers. In most cases, enlisted service personnel perform jobs specifi c to their own occupational specialty, as opposed to the more general command responsi-bilities of commissioned offi cers.

extrovert — an outgoing, overtly expressive person; a person predominantly concerned with external things or objective considerations.

expo — an exhibition where companies in an industry showcase and dem-onstrate their latest products.

EZ Pass Toll Payment Responders — an electronic toll collection system.

Facebook — the name of a social networking site (SNS) that connects peo-ple with friends and others who work, study and live around them. People use Facebook to keep in touch with friends, post photos, share links and exchange other information. Facebook users can see only the profi les of confi rmed friends and the people in their networks.

frequent fl ier — an airline passenger registered with a program that provides bonuses, as upgrades or free fl ights, based especially on distance traveled.

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general session — all attendees present at the same presentation.

gift ing — a valuable item off ered without obligation to selected recipients by a fi rm’s representative, as an expression of appreciation or goodwill. Unlike promotional items, business gift s generally do not carry an advertising mes-sage but may instead be personalized with the recipient’s name. Intangible business gift s, such as vacations and cruises, now comprise a signifi cant portion of corporate gift -giving. Most large fi rms and public organizations have established policies for giving or receiving of business gift s.

Google — the brand name of a leading Internet search engine, founded in 1998.

google — to search the Internet for information about (a person, topic, etc.).

GPS navigation system — A GPS navigation device is any device that receives Global Positioning System (GPS) signals for the purpose of deter-mining the device’s current location on Earth. GPS devices provide latitude and longitude information, and some may also calculate altitude, although this is not considered suffi ciently accurate or continuously available enough (due to the possibility of signal blockage and other factors) to rely on exclu-sively to pilot aircraft . GPS devices are used in military, aviation, marine and consumer product applications.

gunny — Usually a gunnery sergeant in a company who is charged with training. It is a billet and not a rank.

Harch — “Harch” is the command issued by the Drum Major of a march-ing band, or by a Sergeant in charge of assembled troops, to move forwards upon the left foot. Th e command most commonly issued is “For’d, Harch” meaning for the entire group to move forwards as one body. “For’d” is the attention-getting and directive part of the command; “Harch” is the execu-tive part of the command. Th e term “harch”, rather than “march” is used,

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as the latter term may easily be scattered by noise. For similar reasons, the contraction “for’d” is (preferably) used rather than “forward.” Also, the term march may be confused with a number of other commands that include this word, e.g., “To the Right Flank, Harch.”

HOOAH — (pronounced /ˈhuːaː/) is a U.S. Army and a Canadian Army battle cry used by soldiers and also in use by the U.S. Air Force airmen, referring to or meaning anything and everything except no!

introvert — a shy person characterized by concern primarily with their own thoughts and feelings (opposed to extrovert).

kernmantle caving rope — is rope constructed with its interior core (the kern) protected with a woven exterior sheath (mantle) that is designed to optimize strength, durability, and fl exibility. Th e core fi bers provide the ten-sile strength of the rope, while the sheath protects the core from abrasion during use. Th e name is derived from German Kernmantel... which means coat protected core.

LinkedIn — the world’s largest professional network with over 120 million members and growing rapidly. LinkedIn connects you to your trusted con-tacts and helps you exchange knowledge, ideas, and opportunities with a broader network of professionals.

loyalty programs — are structured marketing eff orts that reward, and there-fore encourage, loyal buying behavior — behavior which is potentially ben-efi cial to the fi rm.

malware — short for “malicious soft ware”, is soft ware designed to disrupt computer operation, gather sensitive information, or gain unauthorized access to computer systems. While it is sometimes soft ware, it can also appear in the form of script or code. Malware is a general term used to describe any kind of soft ware or code specifi cally designed to exploit a computer, or

169


the data it contains, without consent. Th e expression is a general term used by computer professionals to mean a variety of forms of hostile, intrusive, or annoying soft ware.

Massing of the Colors — a patriotic ceremony to rededicate our faith in the colors of the United States and to present our support to those Colors and of the Servicemen and women those Colors represent. It combines the colors and color guards of Active and Reserve Component military units, veterans’ organizations, civic and patriotic organizations. Th e Massing origi-nated with Th e Society of the Massing of the Colors which was organized on Armistice Day, 1922, by distinguished military offi cers, veterans and civic leaders. Th e Military Order of the World Wars (MOWW) took over the promotion of this inspiring ceremony when the Society of the Massing of the Colors faded away.

member — an individual belonging to a group such as a society or team.

Microsoft Outlook — a personal information manager from Microsoft , available both as a separate application as well as a part of the Microsoft Offi ce suite. Th e current version is Microsoft Offi ce Outlook 2010 for Win-dows and Microsoft Offi ce Outlook 2011 for Mac. Although oft en used mainly as an email application, it also includes a calendar, task manager, contact manager, note taking, a journal and web browsing. It can be used as a stand-alone application, or can work with Microsoft Exchange Server and Microsoft SharePoint Server for multiple users in an organization, such as shared mailboxes and calendars, Exchange public folders, SharePoint lists and meeting schedules. Th ere are third-party add-on applications that integrate Outlook with devices such as BlackBerry mobile phones and with other soft ware like Offi ce & Skype internet communication. Developers can also create their own custom soft ware that works with Outlook and Offi ce components using Microsoft Visual Studio. In addition, Windows Mobile devices can synchronize almost all Outlook data to Outlook Mobile.

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MVP — Alaska Airline acronym for Most Valuable Passenger.

networking — a supportive system of sharing information and services among individuals and groups having a common interest.

online check-in — the process in which passengers confi rm their presence on a fl ight via the internet and typically print their own boarding passes. Depending on the carrier and the specifi c fl ight, passengers may also enter details such as meal options and baggage quantities and select their pre-ferred seating.

OORAH — a battle cry common in the United States Marine Corps since the mid-20th century. It is comparable to HOOAH in the U.S. Army and HOOYA in the U.S. Navy and U.S. Coast Guard. It is most commonly used to respond to a verbal greeting or as an expression of enthusiasm.

peer — a person who is equal to another in abilities, qualifi cations, age, background, and social status.

per diem — a daily allowance, usually for living expenses while traveling in connection with one’s work or being employed at a distance from one’s home.

POC — a Point of Contact (POC, also single point of contact or SPOC) is the identifi cation of, and means of communication with, person(s) and organizations(s) associated with the resource(s). A POC can be a person or a department serving as the coordinator or focal point of information concerning an activity or program.

prime vendor — a contracting process that provides commercial products to regionally grouped military and federal customers from commercial distribu-tors using electronic commerce. Customers typically receive materiel deliv-ery through the vendor’s commercial distribution system. Also called PV

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proponent — a branch proponent is the commandant or director of the respective school or institution that develops concepts, doctrine, tactics, techniques, procedures, organizational designs, materiel requirements, train-ing programs, training support requirements, manpower requirements, educational requirements, and related matters for a branch in the Army.

A specifi ed proponent is the commander or chief of any agency responsible for a designated area that does not fall within the purview of a branch pro-ponent. Specifi ed proponents will have the same responsibilities as branch proponents.

A functional proponent is the commander or chief of an organization or staff element that is the operative agency charged with the accomplishment of a particular function.

A personnel proponent is the commander or chief of an organization assigned primary responsibility for providing recommendations to the Offi ce of the Deputy Chief of Staff for Personnel for career fi elds.

prospect — as a noun — an apparent probability of advancement, success, etc.; the outlook for the future: good business prospects; anticipation; expec-tation; a looking forward; something in view as a source of profi t; a potential or likely customer, client, candidate, etc.

As a verb (used with object) — to search or explore (a region), as for gold or potential clients; to work (a mine or claim) experimentally in order to test its value.

qualifi ed sales lead /buyer — a sales lead is the identifi cation of a person or entity that has the interest and authority to purchase a product or service. Th is step represents the fi rst stage of a sales process. Th e lead may have a corporation or business associated (a B2B lead) with the person(s). Sales leads are generic leads — i.e. a person signs up for a type of off er, instead of a particular company or brand. Sales leads come from either lead genera-tion companies processes such as trade fair / trade shows, direct market-ing, advertising, Internet marketing, spam, gimmicks, or from sales person

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prospecting activities such as cold calling. For a sales lead to qualify as a sales prospect, or equivalently to move a lead from the process step sales lead to the process sales prospect, qualifi cation must be performed and evaluated. Typically this involves identifying by direct interrogation the lead’s product applicability, availability of funding and time frame for purchase. Th is is also the entry point of a sales tunnel, sales funnel or sales pipeline.

rebooking fee — vacations don’t always go as planned. Sometimes unfore-seen circumstances — like a tour that runs late or a family emergency — mean that you need to change your plans. Unfortunately, airlines aren’t as fl exible as most travelers. If you purchased a nonrefundable ticket, which is usually the least expensive, you’ll have to shell out extra cash to reach your fi nal destination. And don’t expect these fees to disappear anytime soon: Air-lines make nearly $2 billion a year from change and cancellation fees alone, so these costs are certain to stick around, and even rise. Passengers change tickets for all sorts of reasons — and most of those reasons are subject to a fee. While most airlines don’t allow name changes of any sort, if you need to book an earlier fl ight, modify the travel dates, swap an airport, or even made a mistake on your original reservation, you can expect to pay up to $250 to make a change.

You’ll also have to pay the increased airfare, if it applies. Even tickets that aren’t subject to change fees require this extra charge. If your airfare is lower than the original itinerary on a nonrefundable ticket, though, most airlines won’t off er you money back. Instead, they give you a fl ight credit that typically must be used within one year. Heads up! Hotels and rental car agencies are looking into the practice of rebooking fees.

red-eye fl ight — any fl ight departing late at night and arriving early the next morning. Th e term red-eye derives from the fatigue symptom of having red eyes, which can be caused or aggravated by late-night travel. A red-eye fl ight typically moves east during the night hours. It departs late at night, lasts only about three to fi ve hours, an insuffi cient period to get fully rested

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in fl ight, and due to forward time zone changes the aircraft lands around dawn. As a result, many travelers are unable to get suffi ciently rested before a new day of activity. From a marketing standpoint, the fl ights allow busi-ness travelers an opportunity to migrate eastward without having an impact on a full business day.

road warrior — a contemporary term for professionals who spend a great deal of time traveling to work. Th e term has been applied to salespeople, managers, consultants and other workers who spend a great deal of time working outside of the offi ce.

Roger that! — a slang expression, usually used in radio transmissions such as military communications, meaning “I understand” or “I hear you.” Syn-onymous with “I copy that.” Oft en just “Roger.”

schmooze — in today’s work environment schmoozing has become an art. Whether you are building a new business or winning the attention of new clients, to be successful, you must learn how to communicate in a way that builds rapport. People buy from people they know and trust. Th ey don’t have to know you very long, but they must feel they can trust you enough to buy your product or your service. Th e word schmoozing comes from a Yiddish word that means to make prolonged, friendly conversation. It does not mean trying to sell your product. It does not mean hard sell. In build-ing relationships, you take that fi rst step toward trust; toward developing referral partners or clients. Schmooze isn’t sleazy. It’s a comfortable, sensi-tive interaction.

sellers — solve problems, gain conviction, translate features into benefi ts, risk rejection, win by closing sales, use emotional and rational levels, are proactive, accept uncertainty as the norm, intensify needs and wants, and knocks on everyone’s door.

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Semper Fi — Semper Fidelis, Latin for Always Faithful, or Always Loyal, well known in the U.S. Marine Corps.

Snowmageddon — Snowmageddon is a nickname given to a series of storms in the Washington, D.C. area in the winter of 2010. Th e storms were so strong they broke D.C.’s record for snowfall. Snowmageddon is a play on words combining “snow” and “Armageddon,” meaning the end of the world.

spam — is the use of electronic messaging systems (including most broadcast media, digital delivery systems) to send unsolicited bulk messages indis-criminately. While the most widely recognized form of spam is email spam, the term is applied to similar abuses in other media: instant messaging spam, Usenet newsgroup spam, Web search engine spam, spam in blogs, wiki spam, online classifi ed ads spam, mobile phone messaging spam, Internet forum spam, junk fax transmissions, social networking spam, television advertising and fi le sharing network spam. It is named for Spam, a lun-cheon meat, by way of a Monty Python sketch in which Spam is included in almost every dish.

Spamming remains economically viable because advertisers have no operating costs beyond the management of their mailing lists, and it is diffi -cult to hold senders accountable for their mass mailings. Because the barrier to entry is so low, spammers are numerous, and the volume of unsolicited mail has become very high. In the year 2011, the estimated fi gure for spam messages is around seven trillion. Th e costs, such as lost productivity and fraud, are borne by the public and by Internet service providers, which have been forced to add extra capacity to cope with the deluge. Spamming has been the subject of legislation in many jurisdictions. A person who creates electronic spam is called a spammer.

sponsor / sponsorship — Sponsorship is a cash and/or in-kind fee paid to a property in return for access to the exploitable commercial potential associ-ated with that property. While the sponsee (property being sponsored) may

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be nonprofi t, unlike philanthropy, sponsorship is done with the expecta-tion of a commercial return. And, while sponsorship can deliver increased awareness, brand building and propensity to purchase, it is diff erent than advertising. Unlike advertising, sponsorship cannot communicate specifi c product attributes. Nor can it stand alone. Sponsorship requires support elements. And, while advertising messages are controlled by the advertiser, sponsors do not control the message that is communicated. Consumers decide what a sponsorship means.

Stereophonic Rite in the Rain — Music to my ears!

symposium — a meeting or conference for the discussion of some subject, especially a meeting at which several speakers talk on or discuss a topic before an audience.

tellers — give information, leave decisions to the prospect, present features, avoid rejection, try to win by showing knowledge, use rational level, are reactive, want structure and stability, identify needs, and everyone must come to them.

tickler — tickler fi les optimize organization and maximize effi ciency as a physical reminder for future actions. Tickler fi les helps keep your appoint-ments and documents manageable and takes the pressure off of fi nding tickets, documents, directions and invitations, especially when rushing out the door for a business appointment or social engagement. Once the tickler fi le is set up, coordinating it with a pocket planner or online calendar make managing tasks easier.

traditional exhibit space — a 10’ x 10’ booth space facing an aisle, which has an 8’ high back wall consisting of 4 fabric panels that are threaded onto a telescoping aluminum pole and connected to the top of an 8’ tall alumi-num pole; one located on the far right of the back wall and the other on the far left of the back wall. Two more draped walls, both 3’ high are connected

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from the back wall poles and extend to a 3’ high pole positioned on each side of the front of the booth near the aisle. Th is provides the exhibitor with a pre defi ned area in which to present his or her company or organization, to visitors attending the trades show event. In this space, exhibitors set up a wide variety of trade show displays, tailored to their specifi c need, in order to present their services.

Twitter — an online social networking service and micro blogging service that enables its users to send and read text-based posts of up to 140 char-acters, known as “tweets”. It was created in March 2006 by Jack Dorsey and launched that July. Th e service rapidly gained worldwide popularity, with over 300 million users as of 2011, generating over 300 million tweets and handling over 1.6 billion search queries per day. It has been described as “the Short Message Service (SMS) of the Internet.”Twitter Inc. is based in San Francisco, with additional servers and offi ces in New York City.

upgrade — a reservation that is improved; “I got an upgrade to fi rst class when coach class was full” reservation — something reserved in advance (as a hotel accommodation or a seat on a plane etc.).

venue — the scene or locale of any action or event.

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Acronyms

AAA — Automobile Association of AmericaAAFES — Army and Air Force Exchange ServiceAAR — aft er action reportAARP — American Association of Retired PersonsAIT — Advanced Individual Training ASAP — As soon as possibleAUSA — Association of the United States Army — a private, non-profi t orga-nization that acts primarily as an advocacy group for the United States Army, founded in 1950. Membership is open to everyone, not just Army personnel, nor is membership mandatory for soldiers, although Army personnel are highly encouraged to join by their chain of command. Th e organization pub-lishes ARMY Magazine and the Green Book, and runs the Institute for Land Warfare. Th e current president is retired Army General Gordon R. Sullivan.Bcc — an email blind carbon copy — an electronic mail header which lists addresses to which a message should be sent, but which will not be seen by the recipients.BG — Brigadier General (one — star general)Cc — an email carbon copy (abbreviated “cc,” and sometimes “fcc” for “fi rst carbon copy”) is a copy of a note sent to an addressee other than the main addressee.CEIR — Center for Exhibition Industry ResearchCOL — ColonelCONUS — Continental United States, also known as Contiguous United Sates — United States territory, including the adjacent territorial waters, located within North America between Canada and Mexico.

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CSM — Command Sergeant MajorCWO — Chief Warrant Offi cerEPPONLINE — Exhibit Promotions Plus, Inc.FBC Inc — Federal Business Council, Inc.FEDEX — Federal Express GPS — Global Positioning SystemJBLM — Joint Base Lewis McChordLCD — Liquid Crystal DisplayLTC — Lieutenant ColonelLTG — Lieutenant General (three — star general)MCA — Marine Corps AssociationMCOE — Maneuver Center of Excellence (U.S. Army) (Fort Benning, Columbus, Georgia)MDM — Modern Day Marine — military Marine Corps trade show on Quan-tico Marine Corps BaseMG — Major General (two — star general)MOS — Military Occupational SpecialtyMVP — Alaska Airline acronym for Most Valuable PassengerNASA — National Aeronautics and Space AdministrationNCO — Non Commissioned Offi cerNDIA — National Defense Industrial Association NGAUS — National Guard Association of the United States OCONUS — Outside the Continental (or Contiguous) United StatesOMG — Oh my God!PDF — Portable Document FormatPNGAUS — Pennsylvania National Guard Association of the United StatesPOC — a Point of Contact (POC, also single point of contact or SPOC) is the identifi cation of, and means of communication with, person(s) and organizations(s) associated with the resource(s). A POC can be a person or a department serving as the coordinator or focal point of information concerning an activity or program.PST — Pocket Survival Tool (Leatherman Tool Company)

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R & D — Research and DevelopmentRET — RetiredROTC — Reserve Offi cers’ Training CorpsSBCT — Stryker Brigade Combat TeamSEP — Solider Enhancement Program (Army)SGM — Sergeant Major (U.S. Army E-9)TCM-Soldier — TRADOC Capability Manager (for soldier equipment)TRADOC — United States Army Training and Doctrine CommandTSgt — Technical Sergeant (U.S. Air Force E-6)TSNN — Trade Show News NetworkUPS — United Parcel ServiceUSAREUR — United States Army EuropeYMCA — Young Men’s Christian Association1LT — First Lieutenant

181

About the Author

Suezy Proctor is an enthusiastic and decorated military sales professional, a native of Seattle pioneer families, and a sought-aft er keynote speaker in the areas of personal and professional development. Well known for her execu-tive coaching and mentoring services and her eff ective networking skills, Suezy has received many acknowledgments of her professionalism over her 35 years as a highly-skilled marketing, sales, training, and business develop-ment professional, many with an entrepreneurial focus.

She was awarded AUSA ’s Sixth Region President’s Medal for distinguished service to the Army, its Soldiers and family members, and to AUSA and its Sixth Region; a Presidential Citation from Toastmasters International to acknowledge outstanding contributions to the organization; and Financial Pacifi c Corporation’s President’s Award for outstanding contributions to the success and culture of the company.

She has built a successful career as a military sales professional for J.L. Darling Corporation , a company that manufactures All Weather Paper (Rite in the Rain ), a product that answers the call for a fi eld worthy line of tacti-cal products. A long-time member of Toastmasters International, Suezy has severed in leadership positions as an International Director for Toastmasters, on church leadership teams, and with local community events.

Th e inspiration for this book came as a result of a need for information to support people entering the military sales profession and Suezy’s enthu-siastic desire to share lessons learned and best practices with them. She is available to teach workshops using the methods outlined in this book.

Suezy currently lives in a suburb of Seattle with her husband Dan.

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Index

Bbe yourself! · 3, 78better seating · 86books on schmoozing and networking · 70booth babes · 40, 49Borg · 51Brown, Colonel Robert · 59, 60

Major General Brown · 60Commanding General, MCOE · 60

building a knockout display · 28business cards · 36

CCanadian Cities and Airports · 142car rental · 145carry-on luggage · 92Codes of Conduct 44-49

Code of Ethics · 50perceived code 50actual code · 50code of practice · 45ethical behavior · 44coff ee and refreshment Breaks · 63

contracts · 21CONUS · 1

Ddamage claim · 95develop a script · 42develop your social capital 74-78

prepare · 74

11-25th Stryker Brigade Combat Team · 59

AAAFES · 11, 177AbilityOne Program · 12about the Author · 180acronyms · 177aft er the party · 107aft er-action report · 117air and combination booking · 144air travel · 84-92

better seating · 86discounts · 84-85park-and-rides · 93-94parking facilities · 94print your boarding pass · 90proper identifi cation · 88-89shuttle service · 94upgrades · 84

Airlines of Canada · 134-136Airlines of the United States · 129-134Alaska Airline Mileage Points · 117Alaska Airlines · 117ask and you shall receive· 3

discounts · 96Association of the United States Army · See

AUSAattendee packet stuff er · 63AUSA · 2, 6-7, 11, 21, 26, 51, 57-60, 62, 79,

109, 118-120, 127, 177, 180convention center transformation · 30

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MARCHING ORDERS

business cards · 75listen · 76 share · 76be yourself · 78

Dickson, COL Carroll (Ret) · 59displays 28-29

building · 28customizing · 28portable · 30renting · 28size · 29technology · 32

display equipment · 29banner stand · 29fabric · 30modular · 30pop-up · 29, 30portable · 30table-top · 29

Donahue, Terry (Pioneer Services) · 59

Eemail · 110emailing · 110

kiosk sponsor · 63emergency plan · 23

survival kit · 23ethical behavior · 44evaluation · 94-95Excel spreadsheet · 11

how to create · 11exhibitor listing · 8expense accounts · 47

FFacebook · 112fi nd local attractions · 101fi nd military trade shows · 6

follow up · 108-110form letter · 110Former Canadian Airlines · 136

Former U.S. Airlines · 133Four-Star Sales Professionals · 52frequent fl ier programs · 85From Just a Job to Something Quite

Remarkable · 101fun stuff · 156

Ggasoline, 96Gentemann, COL Michor (Ret) · 59gift ing · 46giveaways · 33, 37, 40Glossary · 162GPS navigation systems · 94Gratitude Is Latitude · 110ground transportation · 93

HHemphill, MG John (Ret) · 59Hertz · 117

Hertz Gold · 117Hilton Honors Points · 117hotel chains · 146hotels · 97hours of operation · 45

Iindustry specifi c publications · 65internal audits · 117Introverts & Extroverts · 71

JJ.L. Darling Corporation · 16, 55, 57, 60, 66,

79, 180**Joint Base Lewis-McChord (JBLM) 59

185


Kkeep good records· 3Kinakin, Virginia · 59King, LTC William · 59

Lleaders and leadership · 72learn the lingo · 2limos · 94LinkedIn · 112list of attendees · 108listen · 76lodging · 145, 152lounge sponsor: · 62luggage · 85

Mmaintenance tool kit

glues · 31multi-purpose tool · 31sewing kit · 31stapler · 31tapes · 31water · 31

Maneuver Center of Excellence · 60Marine Corps Association (MCA) · 7, 15Marine South Expo · 10

Camp Lejeune · 10Marine West Expo · 10

Camp Pendleton · 10mark your luggage · 89Master List · 65MDM · 1, 2, 10, 12-13, 19, 118-119, 178metro bus service · 94military associations · 7

master lists · 127military branch · 65military trade show master lists, 126Modern Day Marine See MDMModern Day Marine Expo · 10

Quantico VA · 10

Must Do list · 20-22carpeting · 20furniture · 20power · 20shipping documents · 22tables, covering · 20

Must Not Forget list · 88My All Time Favorites · 152-156

fun stuff · 156lodging · 152restaurants · 153-154things to to · 156

my fi rst show · 118-120

NNational Defense Industrial Assoc. (NDIA) · 7National Guard Assoc. of the U.S. (NGAUS) 7 National Industries for the Blind · 11navigating the airport · 90networking · 69

schmoozing · 69no one gets there on their own · 3Non-Commissioned Offi cer Corps · 60

NCO Academy · 60professional membership· 61-62

OOCONUS · 1offi cial show guide sponsor: · 63organizations and associations · 65Oswald, BG Dean (Ret), · 66

Ppark-and-rides, 93-94parking facilities, 93peer knowledge · 65Pennsylvania National Guard Association · 66PNGAUS · 64personal training · 41prepare · 74prepare for the unexpected · 82

186

MARCHING ORDERS

pre-show events · 63print your boarding pass, 90professional memberships · 57proper identifi cation · 88

Rrail services · 148rental car · 94rental car companies · 148restaurants · 102, 153Rite in the Rain · 12-13, 16, 27, 34, 57, 66,

159, 175, 180Road Warrior · 54ROTC Warrior Forge · 57

SSchmeling, CSM Herb (Ret) · 59schmoozing 69-81seating upgrades · 88security · 33share 76shipping · 21

shipping cases · 21Silver, Todd and Scott · xivsimple, safe, and sane · 86social media · 66

LinkedIn, Facebook, emails · 112Soriano, LT.GEN.Edward · 54-57Sponsorships · 62-63staff training · 38staff your trade show booth · 51Stevens, Rickey (Geico) · 59stretching and breathing exercises · 92Support Our Troops Resources · 128

Ttaxi · 94Teller or Seller · 53theft · 23things to to · 156

time management · 45Toastmasters Intnl. · 3, 14, 72-73, 114-115,

159, 180training · 94travel blogs · 149

Uupgrades 96U.S. Armed Forces Code of Conduct · 44U.S. Army Maneuver Warfi ghting

Conference · 15-16annual exhibit · 15invitation · 15

U.S. Army Marching Orders · 122U.S. Cities and Airports · 137

Wwalk the show · 18when is a show right for you? · 17who attends · 12who exhibits · 9why this show · 15Women’s Conference · 57

Yyour repeat business · 116

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