However, operational Controlling concentrates on day-to-day business and on most important information about business development. It has to be paid attention to fact, that only that much information are collected and are evaluated as really necessary to management a business. This is usually a weak spot of controlling systems in small and medium sized businesses. Often too less or too many data are collected and are evaluated without paying attention to importance for business management.

It is possible to manage a business on basis of up to 30 ratio values, which are calculated weekly. Continuing analyses can be done when it is necessary. This saves a lot of time, especially in small and medium sized businesses in which rarely a Controlling department exists.

To prepare strategic evaluations, needs no big effort or extensive methodical knowledge to reach high expressiveness. At regular intervals prepared strategic analyses give clues for development of enterprise and assists to recognize strengths and weaknesses. It is important that analysis is just first step, from analysis measures have to be developed whose implementation has to be observed.

Controlling is important for all enterprises, in good as in difficult times. Good Controlling can preserve an enterprise from suffering damage and in difficult times it helps to find and maintain right way. A Controlling system that consists of strategic and operational analyses is a useful guidance system. Furthermore information from these analyses can be used for preparation and realization of consultant assignments. Thus with insecurity about actual position of own enterprise or about further approaches, an expert can be consulted without need to carry out basic analyses once again. This leads to higher efficiency and saves liquidity of enterprise.

From above assumption arises, that a combination of strategic and operational Controlling and occasional short-term consultant assignments will be optimum to protect existence of a business.

Make sure that pick up business cards from all other exhibitors at trade show as well. Some may be immediate customers, while others may have potential to become strategic partners.

After show - call or contact all those people who stopped by your booth, and indicated an interest in one of your products or services. Try to get in touch with them within a week at most. Keep track of those people who find you through trade show and later buy from you. Figure out how much your expenses were to be in show (include booth rental, your time, items for your display, gas to get there, parking, etc.) Now figure out profit (include expenses for materials and supplies to make your product - don't forget shipping & packaging). Now you have your ROI (return on investment). THIS IS A CRITICAL number that will allow you to assess whether or not it is worth doing this trade show again.

Some trade shows prohibit direct selling at show - they only allow you to take orders. In this case you MUST do follow up. Do NOT assume that people will call you - they WON'T! If you don't believe me - answer this: How many times have YOU called someone you met at a trade show, even if you just adored their product? If you don't like doing follow up phone calls, hire someone to do it for you. If you're not going to do calls at all - don't even bother doing show - you're wasting time and money.

Be sure to send a hand written letter of thanks to show organizers. If show has been successful for you, make sure you're on list for next year. Lastly don't expect immediate results - trade shows take time to pay off (IF you do your homework after show!)

Each trade show you do will teach you something – be open to learning. Smile, wear comfortable shoes, drink lots of water and get plenty of rest before and after show! AND DO YOUR FOLLOW UP!