Every High Point Market inaugurates new opportunities. Even though all the disparate showrooms compete vigorously with one another, they are all hard working yeomen on the Good Ship Market.
In their own ways, the Market sailors essentially row together, pulling their own weight while moving the Market to all the retail ports o’call.
But the Market’s strength depends on mutual cooperation, and that unified industry approach confirms the verity of:
Ask not what the High Point Market can do for you. Ask what you can do for the High Point Market!
The job of the driving buyer traffic to High Point is a shared responsibility. Everyone needs to do more. Not just as spouting feel good words, but real action.
If some exhibitors grumble about buyer traffic, then the fair question to ask is: What did those companies do to induce attendance?
A Market is only as successful as the Market’s participants desire to make it successful. In High Point, the Market Authority can only do so much. The remaining part of the shared responsibility falls on the exhibitors and their corps of representatives.
Years ago when I was involved in the management of the San Francisco Mart, a smart, responsible tenant — the late Jerry Bertram of Landmark Furniture of Los Angeles — said it was the Mart’s role to sponsor the Market and his job to attract retailers to his showroom.
Yes, the reps are the key. While personal incentive is important, the sense of the greater good is at play.
I have sneaking suspicion that some reps dissuade their tier 2 and 3 retailers from attending High Point. Out of fear that reps fear retailers might shop other showrooms in High Point, those reps actually cut off their market noses to spite their market faces.
Again: Ask not what the High Point Market can do you for you. Ask what you can do for the High Point Market.
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