When at tradeshows I make it a poiny to visit competitors. A friendly hello and introduce myself. Usually ends to in a friendly conversation and exchange of LinkedIn connections. The conversation can give you an insight into how the mood is at your competitors. Showing friendliness in the same space can sometimes leadWhen at trade shows I make it a point to visit competitors. A friendly hello and introduce myself. Usually ends in a friendly conversation and exchange of LinkedIn connections. The conversation can give you an insight into how the mood is at your competitors. Showing friendliness in the same space can sometimes lead to rewards if they come across a piece of business that they cannot serve. For both parties, it shows class.

Improving trade show results by collaborating with competitors requires a foundation of trust, transparency, and shared goals. Start by identifying non-competing areas where mutual benefits can be achieved, such as joint booths, co-hosted panels, or shared logistics. Communicate openly, define clear boundaries, and draft agreements that protect proprietary information. Focus on building relationships, not rivalries—highlight how collaboration can enhance the customer experience and industry reputation. When trust is earned through reliability, respect, and aligned values, even competitors can become valuable allies for maximizing visibility and success at trade shows.

Collaboration with competitors at trade shows isn’t radical—it’s smart. 63% of B2B marketers say co-marketing improves lead quality (HubSpot). At CES, Sony and Honda shared space to unveil a joint EV concept, boosting visibility for both. Start by defining shared goals, creating NDAs, and hosting joint panels. Transparency and mutual benefit foster trust—not competition, but co-opetition. Trust builds when value is mutual and egos are left at the door.

I’d start by being open and honest, focusing on shared goals, and showing that working together benefits everyone—building trust step by step through clear communication and reliability.

Collaborating with competitors at a trade show can be powerful, but trust is key. Start by identifying shared goals like increasing industry visibility or improving customer education. Approach with transparency, suggesting specific ways to work together that benefit both parties, such as co-hosted panels or shared booth space. Set clear boundaries on what’s confidential and agree on expectations up front. Focus on professionalism and mutual respect, not competition. By being consistent, honest, and value-driven in your communication, you’ll turn potential rivals into strategic allies boosting results for everyone involved.

In today’s interconnected travel trade ecosystem, trust with competitors isn’t built over coffee—it’s earned by leading with long-term intent. I approach collaboration at trade shows as industry diplomacy: we’re all stakeholders in the destination’s success. I engage competitors in ecosystem-level discussions—like sustainability standards, crisis response, or data harmonization. These aren’t zero-sum topics—they’re collective imperatives. True trust emerges when you treat competitors not as threats, but as co-stewards of the industry. The goal isn’t just to win leads—but to elevate the arena we all play in. That’s where real results begin.

🤝 Collaborating with competitors can feel risky, but it’s also a powerful move when done right. I focus on transparency, clear boundaries, and shared value. Whether it’s co-hosting a panel or cross-promoting content, starting small helps build trust. At the end of the day, we all benefit from a stronger ecosystem.

Start with shared goals—like growing the industry, increasing audience reach, or reducing event costs. Propose low-risk collaborations such as co-hosted panels or joint educational content. Be transparent about boundaries and protect proprietary data with clear agreements. Emphasize that cooperation doesn’t mean giving up competitive edge—it’s about elevating the entire category. Trust grows from consistent, professional interaction and mutual wins.

I would have suggested at the very beginning that all parties outline the expectations of each organization, including KPIs and anticipated outcomes, in a Memorandum, we ensure clarity from the outset regarding roles, responsibilities, and areas of involvement. This approach fosters better understanding and mutual trust.