CarFest 2026 · Silverstone
Don't wait until your event is over to find out how it performed.
At CarFest we ran Asobu's presence as a live commercial operation: experienced salespeople, live performance visibility, stock control and decisions made during the event, while there was still time to change the result.
28–30 August 2026
- £10,551.50
- Event revenue
- 392
- Units sold
- 3
- Trading days
- 576 / 576
- Stock units accounted for
Consumer events move hour by hour.
Footfall changes through the day. Products perform differently. Customer behaviour shifts. Busy periods appear and disappear inside an hour.
Waiting until after the event to analyse the numbers means the chance to change the outcome has already gone. An end-of-event report is useful — but it cannot alter what already happened.
We didn't just provide staff. We ran the sales operation.
Experienced salespeople
People who open conversations and close them.
Sales training
Product knowledge, objections and closing before day one.
Product strategy
Clear priorities on what to lead with and when.
Daily targets
Every trading day planned, not simply covered.
Basket value focus
Bundles and recommendations, not single-item transactions.
Stock management
What is on site, what has sold, what remains.
Live sales data
Performance visible hour by hour as it happened.
Client dashboard
The brand watching the same numbers we were.
Customer feedback
Objections and reactions captured on the floor.
Data wasn't collected for Monday morning. It was used on the day.
- Live salesPerformance as it happened, not a post-event summary.
- Product mixWhat was moving and what needed a different approach.
- Stock movementA clear view of what was on site, sold and remaining.
- Performance trendsPeaks and troughs spotted while there was time to act.
“Our clients shouldn't have to ask ‘How are we doing?' They should be able to see it.”
We spotted a pattern at lunchtime — then changed the operation.
The live data highlighted a quieter trading period around lunchtime on the main stand. Rather than accepting the dip, the team responded during the event by opening an additional selling point in the FoodFest area, where the crowd had moved.
We didn't discover that opportunity in a report three days later. We identified it while the doors were open and redeployed the operation the same day. That is the point of live reporting: not simply knowing what happened, but having the information to do something about it.
We changed the way the offer was sold.
The sales operation was not static. Pricing presentation and bundle combinations were monitored and adjusted through the weekend, moving customers towards stronger-value combinations rather than relying on single-item sales.
That commercial thinking is built into how we run event teams. Our salespeople are there to sell intelligently — not to process transactions.
Revenue grew across all three trading days.
Day 3 revenue was approximately 71% higher than Day 1.
Every unit accounted for.
Stock was counted in, monitored through the weekend and reconciled at the end. Nothing was estimated and nothing was unexplained.
- 576
- Units available
- 392
- Units sold
- 184
- Units remaining
- 576
- Accounted for
Product-level data the brand can actually use.
Knowing which lines converted, and how quickly, gives Asobu usable information for future events, purchasing, merchandising and sales strategy — not just a revenue total.
| Product | Units |
|---|---|
| Slings | 47 |
| SBV Seals | 36 |
| SBV Giraffes | 26 |
| SBV Unicorns | 24 |
| SBV Duckys | 23 |
Every show should make the next one smarter.
CarFest gave us more than a sales total. It showed which products drew attention, which lines converted strongly, how different periods of the day behaved and where the operation could be scaled or redeployed. That learning becomes part of the next event plan.
See what's happening. Act on it. Improve it.
If you want more than temporary staff on a stand, talk to us about a performance-led sales operation for your next consumer event.