Marco Siebert, who has been coordinating the partner countries for HANNOVER MESSE on behalf of Deutsche Messe AG for many years, talks about the strategy, perseverance, and passion required to organize trade fairs on an international scale.

Mr. Siebert, when I look back at your work for the partner countries of HANNOVER MESSE, I have to start with your expertise regarding the U.S. How did you become an expert on the U.S.?

To strategically attract countries like the U.S. to HANNOVER MESSE, one can of course approach the private sector—but given the size of the country, that is enormously time-consuming. At the same time, the idea took shape to strategically approach the whole thing through industry associations as well. Added to this was the political aspect: It was precisely the phase when the transition from President Bush to President Obama was taking place, and ties to the government camp were growing closer. We wondered if we could leverage this strategically. My previous work—in Germany, but also internationally—involved collaboration with associations, institutes, and policymakers. Deutsche Messe believed that this experience could help us navigate the complex network of the private sector, associations, and the federal government in the U.S.

We had already started in the U.S. around 2007. When the doors in Washington finally opened, a bit of luck was involved

“The trade fair calls Obama, Obama comes.” It wasn’t quite that simple…

No, of course not. It took some time and effort. Anyone familiar with the U.S. knows that industry there traditionally pays less attention to government programs than is customary in Germany or Europe. People focus on their own business regardless. They embrace the free market. That made the work difficult at first, but it also helped later on. We therefore first sat down with the various industry associations, established media contacts, and worked on raising awareness of the HANNOVER MESSE brand in the American market. The initial goal was to attract visitors. After a year and a half, we adjusted the strategy and began building partnerships across the country—in the individual relevant states. That’s just how the U.S. works. Once we had support there and had achieved initial success, I went to Washington. By then, China was also becoming increasingly prominent as a trade fair participant. The American industry associations had already taken note of that. Doors were now opening, and the federal government in Washington also began to take an interest.

There was also a change in administration to navigate…

Yes. A key moment later on was the National Export Initiative launched by President Obama. As far as I know, this was a first in American history: funding flowed from the central administration to the states, which had to request it, and companies could apply directly for certain grants. A modern approach to export promotion that I hadn’t seen in this form in the U.S. before. At the same time, the Obama administration founded SelectUSA—an organization to promote investment in the U.S., comparable to similar institutions in Europe. Added to this are the states’ own investment promotion agencies. The system is still complex. When we then found specific contacts at the federal level in the Department of Commerce, that was certainly a stroke of luck—but also a development we had been counting on. We had already started around 2007.

When choosing a partner country for HANNOVER MESSE, there are many roads that lead to Rome

Then Obama and the U.S. came to Hannover as the partner country in 2016. How does the decision-making process actually work at Deutsche Messe when selecting a partner country?

There are many roads that lead to Rome. The starting point is always the question: Where are the most interesting industrial growth markets? What does a target country mean for German and European industry—as an export market and also as a location and supplier of relevant technologies? Then we look to see if government support programs for industry exist in these countries: Are there political contacts in ministries who feel responsible for promoting exports or investment? These are factors that make a partner country project considerably easier, because you can find specific contacts and also the necessary budgets.

We always receive suggestions from our expert advisory boards and the exhibitor advisory board, but also from the Federal Ministry for Economic Affairs or other ministries—and sometimes even from the Chancellery. And there are countries that actively apply to us, or ambassadors who approach us directly and personally.

Hidden champions that are not among the largest industrial nations are also of interest as partner countries. The Netherlands has set a highly regarded benchmark in this regard.

Over time, smaller “hidden champions” have also become interesting as partner countries: nations that may not be among the largest industrialized nations but are globally significant in certain sectors. The Netherlands has set a highly regarded benchmark in this regard. Sweden and Portugal have also been very successful partner countries. Many were amazed by what these countries have to offer technologically.

Now, geopolitical aspects are also playing an increasingly significant role: In the case of Indonesia, for example, there were bilateral agreements to strengthen economic ties. Indonesia was involved less as an export nation and more primarily as an investment destination. The situation was similar with Mexico, though not quite as pronounced,

A look at the necessary preparations for a partner country. What needs to be done before the agreements are finalized?

Most activities take place long before the final agreement—informally, behind the scenes. We coordinate closely with the expert advisory boards and the exhibitor advisory board: What are the areas of interest? We hold discussions with federal policymakers—the Ministry of Economics, other ministries, sometimes even reaching the Chancellery. Also at the state level, with our state government in Lower Saxony. There are ambassadors who approach the Minister-President and express a desire for a partner country. I then usually make an informal exploratory visit to the country in question to assess, without making a public spectacle of it: What are the networks like? What industrial clusters exist? Are there funding programs? Which exhibitors do we already have from this country?

Small and medium-sized enterprises (SMEs) and startups from the target country use government support to find cooperation partners in Europe and explore markets.

The work continues after the agreement is signed. Taking Brazil as an example: What needs to happen to ensure that everything goes smoothly at the opening and during the Chancellor’s tour?

There are two key pillars for success, and these vary from country to country. One is the industry in the respective country, and the other is the political level.

Take Brazil as an example: The country has industry associations and various states with their own industrial clusters. When interest is signaled, we hold discussions. I travel to the location, speak with the relevant industry associations and clusters to convince the private sector of the concept.

At the same time, we hold discussions at the political level: In Brazil, the Ministry of Industry takes the lead, and the economic and export promotion agency APEX is affiliated with it. This is followed by meetings at the ministerial and undersecretary levels to advance the decision-making process. Funds must be allocated and passed on to the economic development agency.

In this way, both sides are represented: the private sector, which receives support and is showcased at the trade fair—and the political sphere, which is involved in the opening ceremony, to which the President is invited alongside the Federal Chancellor. Bilateral discussions take place at the political level, but also simultaneously between associations and industry. Ideally, there is an industry conference—one or two days, broken down into various topics and association meetings—so that knowledge exchange and knowledge transfer take place, while new business deals are initiated in parallel at the trade fair booths. This is particularly important for small and medium-sized enterprises, smaller companies, and startups from the target country: They use government support to find cooperation partners in Europe and explore markets.

We had the Indonesian President and the German Chancellor’s confirmation for the opening. Everything was ready. And then the lockdown hit.

Your job has turned you into a frequent flyer, and you’ve faced some rather unusual challenges—for example, when you were traveling for the partner country Indonesia…

COVID-19 shook us all up back then—but of course especially those of us working in international business. For us, the situation was particularly acute because we were already in the final implementation phase with Indonesia. That was in 2020. I was still in Jakarta in January 2020 for the final planning meetings. That’s when we first heard there was a virus and that we had to wear masks. There was no talk of vaccinations yet. Then I flew back, and the situation escalated at an enormous pace. We had coordinated the partner country concept with Indonesia; the exhibitors were already on board. We had the commitment of the President and the Chancellor for the opening. Everything was ready. And then came the lockdown.

At that point, Indonesia wasn’t yet as locked down as Europe. You had to wear masks, but you could move around relatively freely there. The Indonesian side and we were in agreement: We wouldn’t give up on the project. Since the physical event wasn’t possible in 2020, we first created a digital conference format and worked toward 2021.

What was special for me personally: During the Covid period, I was one of the very few people who were allowed to travel at all with special permission from the state government. The airports were deserted—I was one of perhaps ten passengers on a giant plane to Singapore that could hold 300 people. Everyone wore masks and had to present proof and tests that were no older than 48 to 72 hours.

In Jakarta, I had to stay in quarantine in a hotel room for eight days and was not allowed to go in or out. But we kept going.

Both the Indonesian Embassy in Berlin and the German Embassy in Jakarta took excellent care of me during this time—checking in regularly and staying in touch. That wasn’t a given, and I am very grateful to both ambassadors for it. It was a tough phase. You’re completely on your own and consciously taking a risk. I had to sign a document acknowledging this risk. But I knew: We were so far along with the project—it couldn’t fall apart.

Companies are registering. The shared booths are filling up. You can tell: It’s getting started. Excitement and tension are rising.

So now Brazil is coming up. Many have been waiting for this for years. What are you most looking forward to, especially now, given the difficult global situation?

What I’m most looking forward to—and this is also the case with Brazil—is the final roadshow we’re doing in the partner countries: You travel across the country, visit different cities, and hold seminars and workshops together with partners from government and business. We get to know each other, we tour the country. And then, eventually, the moment arrives: Companies sign up. The joint booths fill up. You can tell: It’s about to begin. Excitement and anticipation build. For me, the best part is the opening ceremony on Sunday evening, when politicians are present and the trade show is officially opened. But my very personal moment is Monday: That’s when the trade show opens its doors and I see the people again whom I met a year and a half earlier in São Paulo or Curitiba or elsewhere. We hug, reminiscing about that time together. And then the joint booths are there and the most important thing happens: the trade show. Then I stand in the aisle and just watch: how people strike up conversations, how they sit together. Indians with Brazilians, Americans with Brazilians—politics is left out of it; it’s about people, about industry, about cooperation. When people then tell me, “We’ve signed an agreement!”—then I go home on Friday evening after the fair and tell myself: It was worth it. Bringing people together, bringing companies together, and letting something grow from that. That is what drives me personally.