How to maximize every minute at the AAHOACON Trade Show
By Cathleen Draper
AAHOACON offers more than education sessions, networking, and opportunities to connect. The Trade Show is where strategy turns into action. With hundreds of hospitality vendors showcasing the latest products, services, and technologies, it’s a high-energy marketplace built for decision-making.
For many owners and operators, this isn’t a casual stroll between booths – it’s a once-per-year opportunity to vet potential partners, compare solutions, and engage in conversations that can directly impact revenue, operations, and profitability.
Most AAHOACON attendees are the key decision-makers for their business, and they’re seeking strong solutions. Exhibitors know that – every handshake, demo, and exchange on the floor carries weight.
“When someone chooses to engage at the booth, it’s a strong buying signal; our responsibility is to meet that intent with professionalism, clarify their goals, and move efficiently to actionable next steps,” said Faheem Khan, executive director and head of lodging and hospitality payments at JP Morgan Chase, a Club Blue Industry Partner.
For attendees, intentionality is key to strong interactions at the Trade Show, according to Matthew Hostetler, chief development officer at Red Roof, a Platinum Industry Partner. While exhibitors such as Red Roof often – and happily – answer questions about their brand, the most productive conversations occur when attendees do their research and arrive with a specific goal.
“Attendees who have just one or two questions in mind typically leave with more information than those who walk up and ‘wing it,’” Hostetler said.
That preparation isn’t just helpful – it’s what separates surface-level conversations from operationally meaningful ones.
“The most successful attendees come with clear operational priorities,” said Dennis Henry, national account manager at Lowe’s, a Club Blue Industry Partner. “They engage partners to solve real challenges around MRO, procurement, and property performance – turning conversations into scalable solutions, not just giveaways.”
Above all, the Trade Show is a business development opportunity. Those who approach it with clear objectives – and treat each booth visit as a potential partnership discussion – see the highest return on their investment, said Scott Watson, chief sales and marketing officer at Club Blue Industry Partner M3.
“While they need to consider the investment, price is not the only consideration when looking for a return,” Watson said.
Khan, Henry, Hostetler, and Watson offered advice for owners and operators from an exhibitor’s perspective into the formula for successful conversations and closed deals. Here are the steps attendees can take before, during, and after the show – and the mistakes to avoid – to make the most of the Trade Show.
1. Do Your Homework
Before setting foot on the Trade Show Floor, owners should understand the particular challenge they are looking for a vendor to solve and what an optimal resolution would look like.
“Come prepared with your specific operational needs,” Henry said. “The more context you share about your properties and goals, the more our experts can tailor solutions that truly support your portfolio.”
With those goals in mind, attendees should then engage with the vendor prior to the show to set meetings with the brands that best fit those objectives.
At events like AAHOACON with hundreds of vendors, time management is key. By scheduling a meeting in advance, attendees can avoid heartbreak at the booth if they show up with hopes an exhibitor is available, only to be met with long lines and a queue of owners ahead of them.
“As exhibitors, if we know you’re arriving at a specific time, we can ensure we’re available and well-prepared to meet your needs,” Hostetler said.
From an exhibitor’s view, attendees can show they’re serious about exploring a solution by asking informed and relevant questions, as opposed to general inquiries.
“Attendees who visit vendor booths often pose incisive questions about specific operational pain points which they may be incurring – for example, chargeback guidance and procedures or the specific online reporting features which they may want,” Khan said.
Prepared prospects will volunteer information about the products and services they currently use and how they operate. With visibility into what is and isn’t working for attendees, booth staff can tailor their responses and move forward with next steps.
2. Ask Questions
“Many conversations can naturally turn into real business opportunities,” Khan said. It comes down to what prospective customers ask.
To transform a conversation at the booth into a business opportunity outside the convention center’s walls, attendees should focus on questions that help them determine if a brand is a strategic fit for their goals.
“For example, ask about timelines, the level of support provided throughout the onboarding process, or how the brand’s strategy aligns with an attendee’s longterm objectives,” Hostetler said. “It’s also useful to explore how the brand works with franchisees to address challenges and what resources are available to support success.”
Asking a vendor their AAHOA-specific rates allows exhibitors to share the specific value of their solution. For franchisees, clarifying if a brand is an approved vendor allows members and vendors to discuss feasibility, compliance, and implementation planning, Khan said.
“Showing up with well-thought-out questions demonstrates you are as invested as we are in our mutual success,” Hostetler said.
Watson of M3 recommends owners and operators ask these key questions:
- What problems do your best customers look to you to solve?
- Where do you see organizations stumble when implementing your product or service, and how would you help my company avoid those pitfalls?
- How do you measure success for clients like me?
- Why did you join AAHOA? What separates you from your competition?
3. Build Trust
Trust is the foundation of every business deal at AAHOACON. Once it’s established, it clears the path to presenting negotiated rates and decision-making.
“Hotel companies are looking for partners who have a hospitality mindset and common values,” Hostetler said.
Exhibitors must prove that they’re a worthwhile partner. To build trust with owners and operators on the floor, Chase’s booth staff demonstrate their subject-matter expertise and highlight the company’s values, its 28-year relationship with AAHOA, and endorsements from AAHOA leadership who have established partnerships with Chase.
“Attendees often feel more at ease when we can identify a mutual acquaintance,” Khan said. “In many cases, we are already engaged with their franchise affiliates or have established rapport with their brand ambassadors. At the end of the day, trust grows when you build genuine relationships and show you truly know your field.”
From Watson’s perspective, conversations that revolve around real-world challenges and resolutions build trust quickly.
“Attendees should be open to sharing their challenges, constraints, and goals in real context,” Watson said, which allows vendors to share examples of how they can help.
“Being transparent about your operational goals allows experts to share relevant solutions, backed by measurable results and real-world experience supporting hospitality portfolios,” Henry said. This helps attendees visualize how a solution works in practice, not just in theory.
Transparency is vital. Owners and operators should share their backgrounds, what they value in a partner, and how they’ve adapted to the challenges they are facing.
“We want to use our time on the floor to ensure any interested parties understand why they should trust us,” Hostetler said. “Education and transparency are key components of trust between attendees and brands. We aim to deliver both.”
4. Follow Up
Time is of the essence when the convention comes to a close – owners and operators need to prioritize connecting with a vendor as soon as possible while discussions are still fresh.
“Promising leads have a habit of disappearing after a show has closed, so it’s important to reach out to contacts as soon as possible after a major event,” Hostetler said. Watson recommends looping in decision-makers as soon as possible so each st
akeholder’s voice is heard and that they receive the same message on resolutions.
“Bringing all decision-makers to the table early also prevents the momentum of the project from stalling,” Watson said.
When attendees do follow up, they should do so with clear next steps in mind.
“Schedule a demo, request pricing, or outline pilot opportunities,” Henry said. “Momentum after the show is what turns conversations into partnerships.”
Exhibitors will also reach out to their contacts – at Chase, team members follow up on leads within 24 hours – but reaching a successful outcome is a two-way street. Hotel decision-makers must be responsive and proactive in return, providing the information required to move to the next step.
“Two-way dialogue is essential to closing transactions,” Khan said.
Mistakes that Hinder Momentum
Even with preparation and strong conversations, exhibitors say a few predictable missteps can derail otherwise promising opportunities.
Stay focused. The biggest mistake Hostetler sees? Attendees attempting to visit as many exhibitors as possible. “Trade Show interactions can be more fulfilling if both parties are intentional with their time together,” he said. “Be prepared when visiting the Trade Show and remain focused on your goals.”
Be prepared for follow-up. Watson encourages attendees to avoid evaluating the vendor in a 10-minute conversation. “The goal should be qualifying the solution for in-depth follow-up post-conference,” he said. “Set next steps in a successful discussion and faithfully follow through. If you make the appointment to re-connect, keep the appointment, and make it a priority.”
Leave your reluctance at home. Owners and operators must be willing to adopt a mindset shift and accept that change is good. “People who are reluctant to reassess longstanding grievances or to change providers due to concerns about transition delays or downtime” often impede the process, Khan said.
Lower your expectations. Attendees might expect immediate fixes, but new relationships take time. “The Trade Show is about identifying the right partner – the deeper strategy and program development come after the show,” Henry said.
Keep the big picture in mind. “Focus on the pain that is eliminated and the efficiencies to be gained – not just the price tag,” Watson said.
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