More to attractions than meets the eye…

More to attractions than meets the eye…
Gettysburg Civil War Monument
Mom on her honeymoon at Gettysburg Civil War National Park

Attractions have a lot of complicated parts, both intangible and tangible. They have a wider impact that many realize.  A whole mess of questions in a complicated world.

Attractions evolve from the three environments:  socio-cultural, economic, and physical (natural and man-made).  They take many forms and trying to define them can be a delicate journey.  They are a composite of activities that the tourist can partake in and use. Attractions can ‘attract’ a host of visitors, but more than likely it is not homogeneous.  Something that can’t be generalized across all markets.  More than likely, a niche market will be their primary source of revenues.

Motivation is tricky to decipher and study.  The reasons drawing, pushing and pulling tourist to a site is as particular to one person as another.  Case in point my mother and our annual trips to historic sites.  Deep down I don’t think she liked visiting Williamsburg or Gettysburg or other historical site.  I don’t know.  She’s never been a fan of hot weather, preferring spring and fall for travel.  The beach to the oppressive heat and humidity of the countryside.  Maybe I don’t know what she likes.  And therein lies the conundrum of tourist researchers.  Do we know who our visitors are, and what they like?  Do we really know what attractions to build or create for tourists?

Mom at Atlantic City
Mom at Atlantic City

Attractions have many purposes.  They are a composite of a host of activities and services that cater to a varied population of tourists.  Take away any resource within that matrix of services and the system fragments.  That fragmentation can be induced by tourist as well as the industry itself.  Attractions are part of a greater value chain.

Take away one and suffering occurs.  Take away the primary reason for tourist to visit, and the whole system suffers.  The impacts are far-reaching.  The multiplier effect drops in function and revenues do not circulate through the many layers.

Once an attraction changes, matures, stagnates or declines, tourist motivations will shift and change.  They will choose something else.  And then the area in which it is embedded spirals downward and declines.  And unless this erosion is stopped, halted, the host community will continue to suffer.  There will be no reason to go to the area.  Thus, schools can’t be built or remodeled, hospitals will close, services will pull out of the area leaving a shell of a community.

I’ve seen it first hand.  My hometown in Pennsylvania suffers from the decline and closure of industry.  Relying on tourism for most of its dollars.

Johnstown, PA
View from the Incline Plane of Johnstown, PA

Johnstown, PA is an old town, settled in 1770.  The only reason people would have a reason to visit there now is because of a natural disaster back in 1889.  The Great Flood was the largest man-made disaster up until 9/11. The event killed 2200+ people and leveled the prosperous steel town.  Now, since steel has pulled out, the city is a shell of its former self.  Still a beautiful place to live, but survival hinges on the National Monument to the Flood as well as several key events throughout the year.

Thunder in the Valley is a motorcycle rally that happens every June.  Last year, 2016 was one of the best turnouts because of the beautiful weather and increase in services available.  As reported in the Tribune:

When the weather cooperates, the four-day event has drawn as many as 200,000 people to the area – and this weekend was likely no exception, said Lisa Rager, executive director of the Greater Johnstown/Cambria County Convention & Visitors Bureau.

Motorcylces line Johnstown, PA streets during Thunder in the Valley
Motorcycles line Johnstown, PA streets during Thunder in the Valley

That is a lot of people traveling to a small town in southwestern Pennsylvania for three or more days.  To a town that has limited resources to host 200,000 people over three days.  Maybe it does.  Maybe I don’t know the exact carrying capacity of the area or the extent of services.  Yet, think of the revenues generated from a host of sources.  How many jobs are created just for that weekend?  How much revenue is generated from event sales?  And then that revenue is circulated through the community.

Budweiser Clydesdales
Budweiser Clydesdale at Thunder in the Valley

Therefore, attractions are classified as something that generates some form of revenue.  They sell an entrance fee or cluster a host of services around it to generate revenue.  Take it away and revenues are lost.  Some people do not understand that concept.  What the community loses.

And sometimes that happens when motivations shift over time and choice is directed elsewhere.

Sometimes we lose attractions through other means.  How will the Caribbean rebuild after the devastating hurricanes?  How much will the islands alone lose from the loss of cruise ship revenues?  A host of questions.

A loss of revenue for the catchment area means a loss of revenues to circulate through the system.  A loss of future development.  Attractions can be the reason some businesses are drawn to the area.  This past summer I was at home during the annual Thunder.  One of my favorite motorcycle companies had heard about Thunder and was making its first appearance.

Ducati Logo
Ducati Logo ©Ducati

Ducati had come to town.  I would have loved to have visited the Rally but personal plans got in the way.  Yet, with such a famous brand drawn to this event, others followed.  The weather dampened the festival for the first day, but more than made up for it the last two, giving Ducati and others the chance to showcase their products.  I’m sure Harley Davidson enjoyed the friendly competition.  Throughout the 19 years this event has been held in Johnstown, it has evolved to what it is today.  An attraction that is just not for bikers.  It caters to a host of different types of tourists.  And that is important if the event is to continue.

I try not to be political in class or here.  But I can’t go without addressing certain issues effecting tourism today.  The destruction of certain attractions must be discussed if we are having an honest conversation about tourism.  The recent destruction of Civil War Monuments and the potential for more changes in that landscape.  Try to see and envision all sides.  Try to understand the impacts of all points of reality.  The total effect this has on the host community.

Dad at the Alabamians Memorial at Gettysburg during honeymoon.
Dad at the Alabamians Memorial at Gettysburg during honeymoon.

Tourism has a history.  Tourism exist in time and space.  The reasons for attractions and construction of attractions is particular to each stakeholder given that time and space.  The reasons for travel have varied through the generations that have engaged in the activity.  It has its positive and negative connotations. Good and bad.  The tourism landscape has countless stories to tell to explain the history of civilization.  Tourism is an action and behavior.  Tourists engage with a variety of landscapes.  Host communities rely on tourists for revenues.  If the main reason for travel is gone, people will shift their actions and behaviors.  They will go elsewhere.

We are all stewards of this landscape.  This landscape needs all sides to understand the implications to all three environments and participants.  All voices must be heard and considered.

A host of questions must be asked before action is taken.  We must be sympathetic and empathetic to the multiplier effect.  And the multiplier effect is not just revenues any more.  It is more.  Again, I stress that all voices must be heard and considered.

People Process Culture (PPC): What it is and why study…

People Process Culture (PPC): What it is and why study…

So, this year I’ve taken on the duties of the People Process Culture Endowed Chair here at Stout.  I am looking forward to delivering on previous contributions to organizational behavior as well as some aspects that are pertinent in today’s global society.  Basically, developing the ‘service heart’ concept.  So, what is PPC and why study a concept?  It isn’t new the idea of addressing the needs of all your stakeholders.  The concept has been around in my industry of tourism and hospitality since man traveled afar to find food.  Pretty old.  We just haven’t address solid nomenclature till the 20th century.

The first real historical incidence in my industry of this concept that I can find to date is Delmonico’s of NYC.  My first encounter with this type of philosophy in a practical sense was with Marriott.  The first time it is part of the core values of the company and written down was when the founders of the company, Bill and Alice Marriott, opened their root beer stand in 1927 in Washington, DC.

Yet, the simplicity of the concept, the beauty of it, is breaking down that beauty to its complexity and reconstructing it to understand that brilliance.  It might not always be the same as the original because relationships have these nuances, but there must be core values that are consistently apparent.  What is that quotation from The Last Samuri at the end of the movie:

Katsumoto: The perfect blossom is a rare thing. You could spend your life looking for one, and it would not be a wasted life. [With his dying breath] Perfect… They are all… perfect..

A rose
A rose…

What is Katsumoto trying to convey?  Perfection doesn’t really exist because everything holds perfection.  There is a sense of perfection.  Now don’t jump to conclusions.  Perfections have flaws and are really never perfect because everything is inherently flawed.  That is the beauty of life.  Embrace that perfection/imperfection, that flaw in all of us and see it for what it is.  Be open and receiving.  Okay, coming down from my higher position, down the stairs and taking a seat (think Socrates here).

Organizational theory, PPC is important to study because business is about managing not just the tangibles, but the intangibles.  The human element.  All stakeholders and that interaction.  It is dynamic, ever-changing, and always in flux.

I have always loved puzzles.  Why am I bringing this up?  Well, understanding about the interplay of interactions between individuals is a unique puzzle.

Let me explain this illustration.  Bear with me.

You go to the store to buy a puzzle.  If I don’t know anything about this puzzle or its degree of complexity, I examine the box more closely.  I look at the number of pieces, the intricacy of the picture and try to make a decision.  Maybe, I buy it on aesthetics alone.  I am really into cool castles at the moment, so maybe I’m looking for something towards my interests.   I want to find one that I desire.  One that tugs at the hedonistic value.  The outside of the box presents a really pleasing picture of a place I want to visit or be a part of.

Cue Forrest Gump:

“Life is like a box of chocolates.  You never know what you are going to get.”

Now lets tie that into organizations and perhaps, searching for that best employer.  Working for that right firm.  On the outside everything that is presented to you is a very pleasing picture.  All bright and shiny.  You’ve heard great things about this company.  You’ve done some research and examined some public documents.  Yet, you are on the outside looking in…not until you delve further into that company will you understand the depth of complexity.  The tangible and intangible.  The products, the processes, and the human factor.

You open the box.

Are there instructions to understand the complexity?  Sure on the front.  You have a picture of how it is supposed to be. But there is nothing on how to start or how to navigate the waters.  Everything you view is from your own vantage point, your point of reference, your point of view.  That point of reality has been shaped, morphed, changed, or reshaped with experience.  Don’t discount your experience.  Life is an experience, good and bad.  It is how you use that experience that is also important.  Learn from it, strive to overcome challenges.

Cue my own mantra:

“Challenge life, don’t let life challenge you.”

In real live, you have submitted a resume and gained an interview.  You run the hurdles and are offered a job.  You accept, and everything is right in the world.  That day has come, you pack your lunch, and hit the bricks. Open the door and walk in. And faced with a new environment. Somewhat daunting and scary.  Change always comes with fear and joy.  You’ve left the ordinary world you knew, and crossed a threshold into another realm.  Embrace it.

The pile of pieces of the puzzle.
The pile of pieces of the puzzle.an interview.

The goal of the box is to reconstruct the pieces into some sense of organization to recreate the picture.  The objectives are the plan of attack to reach that goal.  Facing a mountain of uncertainty, the pile of pieces is the first challenge.  Where to start?  Every puzzle is different. Yet, more importantly, at this point, what questions do I ask in order to understand how to approach this project before me.

The first day is introduction into your new reality.  This isn’t university anymore Toto.  It sinks in possibly as you are indoctrinated into this new social system, this new community that you might just have a limited awareness.

Set aside now the tangible, the products.  As stated before, there are two avenues to follow, one readily apparent with some degree of mysticism (the production process of tangibles), and the other that has more of mysterious element–the human interplay.  A host of personalities to decipher and understand.  How do I make sense of this complexity?  For some, this reality comes with a greater sense of diversity that they have ever encountered before.

Whoa, hold on.  This isn’t diversity.  Not even close.  This is so much more.  Wait, be patient students, we’ll get to this in a bit.

As a professor and researcher, I am aware of the craft of my job.  I study it.  I pick it apart to gain knowledge.  I had an epiphany in my early thirties that I had a limited awareness about life, both personal and professional.  I had to set aside what I thought and deconstruct my known puzzle.  Those pieces weren’t enough.  It never is…

Look for that Obi-Wan among the multitude of faces and become his or her apprentice.  Ask someone who is successful in that job that may have been hired in the last two years and find out who that person is, because you will need a guide.  Sometimes you have to go it alone with just your gut and intuition.  (How do I know what is right and wrong?)

Game of Thrones, Oathbreaker, 2016
Game of Thrones, Oathbreaker, 2016

Cue Game of Thrones, Ser Davos conversing with Jon Snow after he awakens from the dead:

Davos Seaworth: You clean up as much of the shit as you can.
Jon Snow: I don’t know how to do that. I thought I did, but… I failed.
Davos Seaworth: Good. Now go fail again.

Life and work doesn’t always come with instructions.  Sometimes you have to take a leap of faith and try.  Some approach the puzzle and just start, uncovering the patterns along the way.  Others, before even starting, study and look for patterns.  I have always adhered to visualization techniques and using my imagination to envision different scenarios.  I am a big fan of using scenarios when teaching.  Hence, why I like to do projects.

Is there a right way or a wrong way?

When faced with developing the light bulb, Edison didn’t get it the first try.  It took him more than 500+ to get to the finished product.  What did he learn, what was his saying and someone else…”I found 500+ ways how not to invent a light bulb.”

Sometimes you jump right in with great enthusiasm and you get stuck at a point.  A curse slips past your lips as you realize you need to start again.  That this road is not the one you should have taken.  Hopefully, it isn’t too bad that you can’t recover, because in any industry, especially my own recovery from disgruntled stakeholders could mean the ability to capture or not, revenue, today or in the future.  And in tourism, hospitality, compared to other industries revenue isn’t like manufacturing, cars, construction, etc.  We have a 24 hour perishability.  If we don’t capture revenues within a 24 hour period, it is permanently lost.  We can’t gain it back.

We want repeat business and loyalty.  And not just for revenues.  Want want to create a family.

That disgruntled stakeholder might be your employee.  How do we create longevity?  How do we create a working environment where people love to come to work and want to be there?

So, for some this process, this exchange, this dynamic interplay of people is highly important.  Be prepared for anything.  As I tell my students, you have to be prepared for anyone that walks through that door.  You can’t think for a moment that everyone is the same.  Therefore, you have to ask questions of your employees, your peers, your mentors, your managers, your CEOs, and yourself what you should or shouldn’t do.  That is how you develop intuition.  Always asking questions.

Then you can find a path to put the puzzle together.  Not everyone will accomplish this goal the same, so you have to be prepared for everyone’s point of reality.  You all have goals and objectives, even common ones to get to the end result.   It is wondrous to see how this happens.  It is fantastic to learn how this happens. 

The more knowledge you gain from studying PPC, organizational behavior and from your experience, the stronger leader and manager you will become.  The finished product will be fantastic and everyone will love to be in the same place.

I finish this post with two quotes from two football coaches I greatly admire.  Vince Lombardi and Joe Paterno.

“Leadership is not just one quality, but rather a blend of many qualities; and while no one individual possesses all of the needed talents that go into leadership, each man can develop a combination to make him a leader.” ~ Vince Lombardi

“The will to win is important, but the will to prepare is vital.” ~ Joe Paterno
Meld them together and you have one of the answers to that epiphany I had in my thirties.  It was always about me up to that point in my life, and I wasn’t progressing as my peers.  I was unhappy in my daily life.  I looked for rewards before the end of that current journey.  I wanted something concrete before I had even created it.  I wasn’t a true leader.  I’m not even one now.  I still don’t have all of the skills or talents and probably never will.  But preparation is vital for me, for anyone to be better.  And studying this process as well as others is that preparation.  It will help you attain that combination to be a leader or even just a member of a group that is trying to achieve something.
Enjoy the semester!

Guest Cycle in Tourism…

Guest Cycle in Tourism…
Guest Cycle in Tourism
Guest Cycle in Tourism

If any of you have visited here before, there are several post devoted to the guest cycle. Most of these post have to deal with a hotel or lodging environment, but I wanted to devote some time to what it means in tourism.

In tourism, the guest cycle is still cyclical in nature, in that it is dynamic and continues in perpetuity for as long as people have a want to travel.  The cycle is two-fold from a management or operations or strategy perspective and a guest or tourist, or end-user point of view.

There are three stages: Before, During and After.

In the Before stage, for the tourist, this is predominately focused on research and decision-making, the actions of making planning before execution of experience.  The tourist is researching when to go, hot to get there, where to go, who is going, how much to spend, and why.  Even making a decision not to go.  They are investigating all the elements of the destination mix or value chain, and ‘packaging’ them for use.  They are purchasing a product.

In contrast, for operations, planners, this before stage is when we are creating goals and objectives to attract tourist to our destination.  We too are researching motivations, reasons for travel, examining and evaluating the success of our destination, and strategizing how to remain competitive during the cycle.  This can go on throughout the three stages for we are constantly evaluating success for customer service delivery and execution. We are communicating to our potential and current guests what we have to offer.  We should be proactive during this stage.

In stage two or during their stay, tourist experience what they have designed.  This is the moment of truth.  Do we live up to what we have communicated?  Do we validate their expectations formed?  Do we deliver on tangibles and intangibles?  During this stage, they can still purchase more products, so communication is an ongoing action.  They may be writing positive and negative messages about their experience.

Aforementioned that this stage is highlighted by our “Moment of Truth”.  We have put our product and services out there, we’ve set a price, a value, through words, and images, through actions, and promises.  Have we lived up to those promises?  Usually during this time we are reactive, and may or may not be proactive.  We are reacting to what is happening within the experience, and hopefully, converting any negative experiences to positive ones.  We are recapturing potential loss that might occur with the unfulfilled aspect of promises.

In the third stage, or after, both sides are processing the event.  Guests are communicating and informing others about their experience.  They are analyzing and evaluating the experience, even writing testimonials to deliver to those interested utilizing word of mouth or electronic word of mouth.  They are demonstrating that they have done something, and that these actions may lead to future decision-making.

In contrast, operations or planner is analyzing, examining to inform, and strategize with stakeholders.  They are being reactive and proactive in this aspect in that they want to create a competitive advantage over others by more than addressing the negative messages.  The goal is to create product or destination that is constantly chosen over another, giving them the competitive advantage over another.

This leads to the concept of action-reaction-result loop.  This is a collective movement towards achieving goals and objectives.  This generations reflection, and helps the destination understand is strengths, weaknesses, opportunities and threats.

Action-Reaction-Result Loop
Action-Reaction-Result Loop

There is an action undertaken by the client or planner, for that action there is a reaction by the guest albeit make a decision to travel, and operations makes promises, and as a result, the client will purchase products and contracts are delivered by operations.  This then leads to more actions, clients will travel whereas operations deliver on said promises.  There is a reaction on both parts, positive or negative, and there for a result.  Have we validated our promises?  If not, the guest will react, which results in negative comments, and as operators we must address that result.  If we don’t address that result, this could lead to an action by the consumer to pick someone else next time.

Recall that tourism is dynamic, ever-changing, and evolving.  These actions, reactions and results are ongoing as is the guest cycle.  They are looped and people are constantly considering travel.  It is our purpose as operations to convert interest into use.  Have them pick us time and time again, creating loyalty, repeat customers.  If so our entity will continue, and we create not only value for the customer but also the firm.

Recall the mantra:

Recall you are selling the right product {to the right person} at the right time, for the right price, for the right place or location, having the right promotion, engaging the right people, utilizing efficient and effective processes, and using truthful physical evidence, that is stories and testimonials to engage with your customer…

Tourism and geography: Understanding the Landscape

Tourism and geography:  Understanding the Landscape
Powerpoint Presentation Scotland's Landscape: The Making of Scottish Tourism
Powerpoint Presentation Scotland’s Landscape: The Making of Scottish Tourism

Last year I was granted the privilege of speaking in a geography class on my favorite subject, Scotland and its’ landscape.  I wanted to talk about the making of the tourism landscape, and I knew some of my own students would be in the class.  And had to put a different twist on it to keep their attention.  It is hard, but I persevered.

I started off the discussion with one of my favorite quotes from Neil Oliver and his book, A History of Scotland:

But there is a way of feeling about a place, about home, that transcends nationality and geography.
Sometimes the right words are found in the wrong place and remembrance – the reach of memory – matters as much as history.

~Oliver, Neil (2009-12-17). A History Of Scotland (Kindle Locations 145-147). Orion Publishing Group. Kindle Edition

I then showed them the brief intro from his TV show, because it is a powerful example how a landscape changes over time.  From a tourism perspective, landscape is more than just the geographic representation of green spaces and cityscapes.  We derive, as does geography, a complete picture from understanding three prime environments: the economic, the socio-cultural, and the natural/man-made world.  Yet, Oliver delivers something more.  He asserts the time element into the equation.  That over time our point of view of those landscapes change, and are morphed into something with mythic tones.

Before memory or history – beneath everything – is the rock. We are shaped and tested by it. Just as we are of the people we call family, so we are of the land we walk on every day. Magic is elusive stuff, but in the ancient landscapes of Scotland there is the genuine shimmer. It’s also a tough and demanding place – much of it made more of storm-swept rock than anything sun-baked. This is important. It is the landscape that has authored the story of this place, and this people, far longer and more indelibly than any work of our own hands.

~ Oliver, Neil (2009-12-17). A History Of Scotland (Kindle Locations 147-151). Orion Publishing Group. Kindle Edition.

It is hard from students, at first, to understand the complexity that is tourism.  Mill and Morrison (2012) assert that tourism isn’t really an industry.  System, yes.  But more.  It isn’t just one entity, but a collection of entities within a specific landscape (a destination).  That it is more of an observable event, a phenomenon.  Yet, they articulate that “industry is a collection of entities producing the same goods and services (1)*, and tourism is nothing like an industry.  Here is where the waters become murky.  Tourism utilizes resources to create a collection of choices for individual travelers.  They produce goods and services to fulfill the expectations and wants of tourists.  Some of them don’t produce the same tangible and intangible elements.  But it is an industry when that collection of enterprises strive for the same goal in maximizing the capture of revenues in order to reward stakeholders and reinvest in the firm, destination.  Yes, tourism is a dynamic action; a behavior; a migration of people and resources to fulfill a need or a want, and thus creating loyalty.  We make promises every single day in tourism, and if we don’t deliver on those promises, more than likely our customers will go some place different.  They will choose another destination.  Tourism is an inter-woven tapestry of businesses.  They are inter-dependent and co-dependent on each other.  I would agree that they complement each other, but they are striving for one goal.  Tourism is rooted in promises, that intangible variable that is unique to each individual.  Promises are both input and outputs, associated with before, during and after travel.  That the observable event is ongoing, never-ending.  That as a business, no matter what area, we strive for mutually beneficial partnerships, and linkages to create value.  That is another promise.

Maybe industry isn’t the right word, and we need something more?  How is value measured with such shades of gray?  Is there black and white?  In today’s day and age of technology, an arm-chair traveler could be considered a tourist because they are utilizing and consuming resources from a destination.  What if they order a souvenir online and have it shipped to their place of residence, post travel?  What if they order up unique items from a destination because they want a bon voyage party?  Value has not been fully recognized from these individuals because they haven’t made a choice yet or their conversion doesn’t happen till a future date.  Tourism is complex.  When exactly do travelers enter into the system?

Crazy thought?  Sure, but with the advances of technology, and global uncertainty, will the Internet Highway be the destination of the future?  Will that be a new landscape?  Will a new even more complex tourism entity grow?  What about the value of these arm chair travelers that convert others?  Word of mouth, eWOM, is becoming critical with the application of technology.  Technology is another resource that needs to be addressed in that umbrella.

It is hard to measure total impact when tourism actions mirror every day life.  How do we know when a person pulls into a petrol station and fills the tank his purpose for that purchase?  Unless we ask, and gather that information as to the purpose of his trip will we understand exactly what is happening within that observable event.  This illustrates the point that perhaps we should not solely measure the value of tourism by numbers alone.  There is more to that confining digit that we readily see or imagine.  Ask the right questions.

So the debate continues.  Governments can continue to give tourism lip service, and stipulate that it isn’t important enough to the GDP.  We can’t discount the numbers.  We can’t discount the good that tourism does.  But that is for another post.

From that landscape, the resources for tourism sprout, and grow.  As managers, we strive to put heads in a beds, and butts in a seats.  We have to remember that we are a collection of individuals working together, and in competition for traveler choice.  A destination will utilize resources and the landscape will change.  Simplicity turns to complexity with continued development.  We must understand the parts of the puzzle as well as the whole puzzle to gauge impact.  To plan and strategize for the future.  As a manager we must remember the mantra:

Recall you are selling to the right person, the right product at the right time, for the right price, for the right location, having the right promotion, and employing the right people utilizing effective and efficient processes, and truthful, physical evidence, that is the right stories or testimonials to engage with the right customer.

Perhaps tourism is about creating and writing the story of life? (Another post)

Mill-Morrison. The Tourism System,  7th Edition. Kendall Hunt Publishing, Co., 08/2012. VitalBook file.

Weekend fun…

Weekend fun…

Visited Mall of America this weekend to shop and to see the new JW Marriott hotel attached to the Mall of America. Awesome property, and employees so welcoming. The design of the front desk caught my eye because I have been saying for years that eventually we will be getting rid of the front desk as we know it, especially with the advanced application of technology. We are tethered to our gadgets, but this Marriott is an example of how to integrate technology, function and design with luxury and style. Other hotels are doing the same, notably Hyatt and Hyatt Place. I’m looking forward to see what the concept will eventually manifest into.

Trade Show Management

Trade Show Management
Developing Goals and Objectives
Developing Goals and Objectives in Trade Show Management Class

My trade show management class is tackling the project of creating a booth for our School.  On Tuesday we mapped out initial objectives, and sub-divided into teams.  I am looking forward to helping them with this project.  We need to re-evaluate and cohesively articulate these goals, and match them with the type of trade show we want to participate in.

I am hoping that we can find some booth design software to utilize in class, and really construct a depiction of their ideas.

Then have the school vote on several depictions, and the project and see which one they would prefer.