Q. What challenges did you face in terms of follow-up before implementation and after the exhibition?

The biggest problem was that the prioritization of follow-ups was highly subjective. Sales representatives ranked customers they exchanged business cards with based on their own judgment. As a result, the number of "leads that needed following up" varied from 30 to 100 depending on the sales representative.

There was no defined deadline for follow-up. There was simply no rule about when we should follow up. Once the trade show ended and we returned to normal work, follow-ups were often put on the back burner, and we frequently missed out on potential business opportunities with promising leads.

Previously, digitizing business card data was done manually. After introducing a business card management tool the previous year, we switched to scanning the cards, but the follow-up tasks after that remained untouched.

Q. How were conversations at the booth recorded and shared?

The content of the conversations was recorded in the weekly report at a later date. Follow-up emails were basically sent using a template, with any details remembered being added.

However, after a few days, my memory of what I talked about with the customer would become hazy. As a result, I would end up sending generic, templated emails, and I wouldn't receive any replies. It was a vicious cycle.

And most importantly, we simply didn't have the resources to handle hundreds of business cards with such a small team.

Q. What was the direct trigger that made you start looking for tools?

The turning point was when we refined our lead ranking system by referencing other companies. We were finally able to share a standard within the team that would allow anyone to confidently categorize leads as S, A, B, or C.​

However, even if we establish standards, they're useless without a system to implement them on the day of the exhibition. How do we actually implement the defined ranks on-site? We began searching for tools that could support that.

Q. What was the deciding factor in choosing Omatome Ninja?

There were four main deciding factors.

① Ability to read conversations in the booth via audio.

The system records the details of business negotiations as audio in real time, and AI then reads the content. The fact that it eliminates the need to rely on memory was the first thing that appealed to me.

② Follow-up emails will be automatically generated.

Since emails reflecting the conversation content are automatically generated, you are freed from the task of manually adding to templates based on your memory. We believe this will allow you to effortlessly deliver personalized content to each customer.

③ The ability to check the follow status on the dashboard.

Because we can see in real time who has handled what, we can prevent missed or duplicate responses. We appreciated that it allowed us to manage follow-up tasks, which were previously dependent on individual employees, as team responsibilities.

④ The ability to share lead information with the entire team.

This has proven to be even more valuable than we anticipated before implementation. The entire team can now see information about members who have achieved many S-ranks. I feel that the ability to visualize who is meeting which customers is extremely significant.

Q. What were the main points of discussion during the internal review process?

There were two main points of discussion. One was whether it was truly possible to automate the determination of follow priority. The other was whether it was cost-effective.

Regarding the former, since we had already established rank definitions, we decided that it could be put into operation if the judgment was performed automatically according to those criteria.

Q. What preparations did you make before implementation?

We started working on it about a month before the first exhibition where we would be using it, and it only took about a week from the time we decided to "let's test it out" until we started using it full-scale. Since the exhibition dates couldn't be changed, I think it was a huge advantage that we were able to launch it so quickly.

I think it was great that we were able to design not only how to install the tools, but also how to communicate on the day and how to follow up.

Q. How long did it take to explain the system to the team members and ensure they were familiar with it?

It hardly took any time at all. You can use it immediately by pressing a button. There were no confusing parts in terms of operation, and my honest impression is that it was very easy to use, including the preparation beforehand.

Q. What specific changes have you seen since the implementation?

Improving the ability to respond to an increase in the number of acquisitions

At the trade show, we acquired approximately 600 leads, far exceeding our expectations. "Omatome Ninja" streamlined lead management and follow-up processes, allowing us to handle approximately six times the number of leads without difficulty. As a result, our staff were able to focus on customer service and creating business opportunities, maximizing the trade show's results.

Improving follow-up speed

When conversations are recorded, the AI immediately provides a ranking based on the content. We were able to follow up with S and A ranked customers on the same day, or at the latest, the next day. This is a significant change considering that previously there wasn't even a defined deadline. Furthermore, we also worked on "instant appointments," securing appointments directly within the exhibition venue. The appointment rate has increased dramatically.

Improving email quality

Customer responses have changed because they now receive emails that reflect the content of their conversations. The response rate is also noticeably different. I think they feel like, "They remembered me." For the staff, it also helps them remember what was discussed when writing emails, allowing them to write more thoughtful messages for each individual.

Team mindset change

To be honest, the follow-up after exhibitions has always been a drawn-out process. This time, however, the entire team worked with the goal of "addressing everything on the same day." I feel that the biggest takeaway was the sense of accomplishment that we all shared.

Q. What was the reaction within the company?

We also reported these results to the management team of the Oji Group. I believe that the value of improving on-site operations, such as following up on exhibitions, was easily understood by management because it led to tangible results in the number of leads acquired.

We are currently exploring its potential use across the entire group.

Q. On the other hand, have any challenges become apparent as the next steps?

Due to the unexpectedly high number of attendees, there were instances where we were only able to record the details of business negotiations with S and A-rank clients. Additionally, some members continued to manage information using Excel as before.

There's a high possibility of omissions in following up with those members, so next time, we want to have a system in place to properly record conversations with customers of all ranks. The next challenge is to ensure that this is implemented and adopted by everyone.

Q. Finally, do you have any advice for companies that are facing challenges in following up after trade shows?

I believe this will definitely be effective for companies that lack the resources to dedicate to follow-up after trade shows. Even with a small team like ours, we were able to properly engage with 600 leads.

Furthermore, for important business negotiations, we make sure to record them and follow up on the same day. This may seem obvious, but it was something we hadn't been able to do before. I believe that the fact that this has now become a system is the greatest value of Omatome Ninja.