As in previous years, we used the time around the UFI Global Congress to identify the core themes that the UFI team feels will impact the global exhibition industry in 2017. So today, let me share with you “UFI’s 5 trends to watch in 2017”:

前些年，我們利用UFI全球大會的時間，去發現一些影響下一年度全球展覽業的核心主題。所以，在今天，我們也來分享一下“2017年全球展覽業的5個趨勢”：

1. 持續增長的不確定性Growing uncertainties

In recent months, we have seen a UK vote on Brexit, a failed coup in Turkey, growing tensions between Russia and the West, and a US presidential election that shows a deeply divided country. All of these amount to a growing level of uncertainty around politics and business. Are trade agreements to be scrapped? Will travel to vital markets remain easy (and safe)? How will markets adapt to changing currency levels? There are numerous questions being addressed in corporate boardrooms all around the world. And they will impact how companies choose to participate in exhibitions in a more protectionist environment. How this will play out exactly for our industry is impossible to see, however, let’s not forget that, especially in difficult times, exhibitions are used by whole industries to meet and to take stock themselves.

近幾個月，我們見證了英國脫歐、土耳其政變、俄羅斯和西方之間日益緊張的局勢，美國大選折射出的嚴重社會分裂。所有的這些事件使得政治和貿易更加不穩定。貿易協議會被摒棄嗎?通往至關重要的市場還會保持安全嗎?市場將如何適應不斷變化的匯率水平?這種種問題在世界各地的公司董事會已經得到解決。他們將影響企業在貿易保護主義越來越嚴重的環境下如何參展。這些變化將對我們的行業產生怎樣效果是無法預測的，然而，我們不能忘記的是，尤其是在艱難時期，展會是整個行業用于消耗和清查存貨的一種手段。

2. 全球展會在地理上的兩極分化Geographical polarisation of global shows

Germany has long been a role model for growing global leading shows. In recent years, some of the strongest German show brands, whilst remaining strong at their home bases, have seen their own shows in Asia reaching and exceeding the exhibitor or visitor numbers at their home shows. In light of the current growth of protectionism, this growth of regional show champions in Europe, Asia, and the Americas might very well accelerate. This will provide new opportunities for national and regional organisers, going it alone or aligning with international players. In huge internal markets, like the US and China, there are many excellent for-profit or association organisers who currently deliver successful shows without aiming at an international audience.

長期以來德國一直是全球領先展會持續發展的模范榜樣。近幾年，一些在德國本土保持最強且一直屹立不倒的展會品牌，已經見證了他們在亞洲的展會，其參與人員已經達到甚至超過了他們在本土的與會者。依照當前貿易保護主義的增長趨勢，在歐洲，亞洲和美洲地區的一流展會的可能得到很好的加速發展。這將為國家和地區的組織者在單獨行動甚至和國際組織者合作提供新機遇。在類似美國和中國等國家的國內市場，許多優秀的盈利機構或協會組織目前也舉辦了一些非針對國際買家的成功展會。

3. 數字化Digitalisation

The perennial love-hate relationship between our industry and digitalisation continues, but as ever more companies are digitising their own processes, data management and customer processes, they are proceeding fast on their very own digital learning curve. Chief Digital Officer positions have become more common in the past twelve months, working with the CEOs or on the Board on fast-tracking digital developments. At the same time, the fear of major disruption, in the style of Uber disrupting the taxi business, has diminished. In its stead, a broad field of companies are offering digital service solutions that can benefit organisers as well as cut into segments of their business model. Service providers are already forming alliances with these event tech companies to offer their services in bundles to organisers, both to minimise the complexity and to strengthen their own role as ever more important partners. One “place to watch” is data handling and privacy laws. The growing complexity here will put strain on everyone, and Russia’s recent ban on LinkedIn shows the pitfalls here.

工業和數字化之間愛恨交加的復雜關系常年持續著，但隨著越來越多的公司加快在數據管理和服務流程的數字化進程，他們正在快速制定專屬的數字化學習線路。首席數字官職位在過去12個月變得越來越普遍，他們與首席執行官共事或董事會上快速推進數字化進程。人們對諸如優步模式顛覆出租車商業模式等重要領域行業的發展模式被破壞的恐懼也已有所減少。取之而來的是，大量的企業公司正在通過提供數字化的解決方案，讓組織者獲取收益的同時也讓他們的商業模型碎片化。服務提供商已經與這些相關科技公司形成聯盟，并將他們整套的服務提供給組織者。這樣不僅減少了操作的復雜性也加強了其作為重要合作伙伴的角色。一種監測(觀察)的方式是數據處理和保密法規。這里日益增長的復雜性將給每個人帶來壓力，俄羅斯近日宣布全面屏蔽領英也顯示出其中的陷阱。

4. 卓越運營Operational excellence

In almost all leading international markets, there is no lack of venue space that can be used to run successful exhibitions. However, many organisers find it difficult to work with a number of venues, citing a lack of operational experience and day-to-day processes at the venues and local support companies. While quality infrastructure is a must for hosting exhibitions, securing and training quality staff is an ongoing challenge. This has repercussions for issues as diverse as Health & Safety during build-up and operations to on-site security or exhibitor services.It is an interesting observation that many European venues, while investing billions in upgrading their venue capacities, are also eager to invest in staff training and development.Venues run by international companies in developing markets are also taking a lead on staff training in these markets, quickly setting themselves apart from reginal competitors. In general, the growth of exhibitions in Asia and the construction of venues to accommodate them has strained the labour pool, making operational excellence even more important, but harder to achieve.

幾乎所有領先的國際市場都不乏可以運營成功展覽的場地空間。然而，很多組織者發現使用一些場館頗為困難，原因在于缺乏操作使用經驗和在場館和支持單位中的日常流程。同時，有質量的基礎設施是舉辦展覽的必要條件，保障和培訓質量的員工也是一個持續的挑戰。這對展館在建設和運營期間的現場安全和參展商服務產生影響，并引發了對健康&安全等話題的研討。這是一個有趣的觀察報告,許多歐洲的場館在投資數十億美元升級他們的場地規模的同時，也渴望加入對員工培訓和發展的投資。場館由在發達國家的跨國公司運營，同樣著手開展員工在這些領域的培訓，令他們快速脫離對競爭對手的依賴。一般而言，在亞洲地區增長的展覽數目和為適應這些展覽數目而進行的場館建設，已經使得這些地區的勞動力緊張，市場卓越運營越來越重要，卻難以有所成就。

5. 重新評估商業模式Business models in review (maybe)

Finally – the growing levels of uncertainty, waves of digital changes, and shifting economic climates are all leading to a fresh new look at where the exhibition business as a whole is headed. With “business as usual” being less of an option, organisers, venues, and service providers are all increasingly open to change, maybe even to disrupting themselves.

Value propositions are being challenged, new and different talent is being hired. Exhibitions are adding ever more content (and making money by doing so) and utilising data ever more intensely. Private equity run organisers are setting the pace for change, challenging the status quos.All this leads to an increasing focus on finding, and retaining, the right staff – everywhere from boardroom to administration. The game of musical chairs for leadership positions in our industry will for sure continue.

最后，不確定性的持續增長，一波又一波的數字化變化浪潮，正在轉移的經濟環境，這些都將作為一個整體趨勢引導會展經濟以一個全新的面貌出現。當維持“傳統商業模式”越來越不太可能的時候，組織者、展館和服務商對待變化日益開放，可能甚至會顛覆這些變化。價值主張備受挑戰，全新的和與眾不同的人才正被聘用。展覽將會被加入更多內容用于盈利，數據使用也將更加頻繁。私募股權管理組織者正加速轉型，挑戰現狀。所有的這些都將引發大家更加集中力量從董事會到政府甚至每一個地方去發現和留住合適的員工。圍繞領導崗位展開的搶椅子游戲在我們的行業肯定也會繼續。