Course Objective

 To acquire familiarity with the principal concepts

 To gain expertise in applying these concepts and
techniques in order to:
 Plan
 Manage and
 Staging events.
 Course Contents Overview

1. Introduction
2. Managing Event Projects
3. Events Design and Production
4. Event Operations and Managing Human Resources
and logistics
5. Event Finance and Marketing
6. Event in Different Sectors
7. Role of Media and Event Impacts
 References:

 Raj, R. , Walter, P. , Rashid, R. Events

Management, SAGE Publication.
 Quinn, B., Key Concepts in Event Management,
SAGE Publication.
 Bowdin, G., Allen, J., Harris, R., McDonell, I.
Toole, W.O. Events Management, Routledge.
 Unit 1: Introduction

 Concept and nature

 Types of events
 Events management
 Events in history and cultures
 Events industry
 Role of event manager
 Challenges in event management
 Events

 An event is something that happens at a given place

and time, for a reason with someone or something
involved. - Steve John-n

 An occasion, a gathering of people at a certain place

at a certain time for specific reason. - Shannon
Kikenney

 Events are temporary and purposive gatherings of

people.
 The most commonly used and descriptive definitions are:

 • “Those non routine occasions set apart from the

normal activity of daily life of a group of people”
(Shone & Parry 2013)
 • “Every event experience is unique arising from
interactions of setting, program and people” (Getz
2007)
 • “A gathering of human beings, generally lasting
from a few hours to a few days, designed to celebrate,
honor, discuss, sell, teach about, encourage, observe,
or influence human endeavors.” (Matthews 2008)
 General Characteristics

 They are temporary in nature.

 They are gatherings of people.
 They are often displays of ritual.
 They are, in some sense, unique occurrences.
 Event Differentiation

 Purpose and objectives of the events (e.g. fundraising, product

promotion)
 Scope of the event (e.g. single or multiple venues, road shows)

 Nature of audience (e.g. Business people, leisure tourist, locals)

 Marketing and distribution channels ( e.g. online ticket sales, free

entry, door sales)
 Key stakeholders (e.g. Govt. bodies)

 Key elements of staging ( e.g. competition, display, exhibition,

conference)
 Event Management

 The organization and coordination of the activities

required to achieve the objectives of events.

 Event management is an application of project

management to the creation and development of
large scale events such as festivals, conferences,
ceremonies, normal parties, concerts.
 It includes major functional areas as:

 The aim of event management is to bring all factors

together to produce a workable event.

 Production/ Designing
 Marketing
 Financing
 Human Resource
 Operation/ logistics
 Types of Events
1) On the basis of Size

A) Local or community events: Targeted mainly at local audiences

and staged primarily for their social , fun and entertainment value.
E.g. –Blood donation
B ) Major Events: By their scale and media interest , are capable of
attracting significant number of visitors, media coverage and
economic benefits. e.g. - open championship
C ) Hallmark Events: Refers to those events that become so identified
with the spirit or ethos of a town, city or region that they become
synonymous with the name of the place and gain widespread
recognition and awareness. E.g. FA Cup Final – Wembley stadium,
Carnival in Rio
D ) Mega Events: Mega events are those events that are so large that
they affect whole economies and reverberate in the global media. E.g.-
Olympic games, FIFA world Cup
 2) On the basis of form /content

a) Cultural Events
1. High profile general celebrations of the arts- America got
talent
2. Festival that celebrate a particular location- Kumba Mela
3. Art form Festivals- Nepal Idol
4. Celebration of work by a community of interest – May 1
5. Calendar – Christmas
6. Amateur art Festival – Local events
7. Commercial Music Festivals – Live Concerts
b) Sports Events c) Business Events
Business events includes
1. Type A (Mega )- FIFA conferences, exhibitions,
world Cup meetings, corporate
events, and so on.
2. Type B (Calendar ) – FA
Four main categories of exhibitions
cup Final are:

3. Type C ( One- off) – 1. Agricultural Shows

2. Consumer Shows
Rugby 3. Specialized trade shows
4. Private exhibitions
4. Type D (Showcase) – IPL
 Events in History and Culture

 Events management is largely the modern-day practice of age-

old expressions of human social interactions and activities.
 Ancient texts says Christian and Jewish Old Testaments, record the early
practice of festivals. - Seven Feast Of Israel
 World religions, such as Islam, later developed annual pilgrimages – such
as the Hajj to Mecca

 Sovereign rulers and other rulers have often organized events

as a way of controlling the public in 17th and 18th Centuries.

 Modern-day festivals, such as Christmas and Halloween, also

have their roots in such observance, whether pagan or
otherwise.
 Sports provides many of the UK’s most significant
and enduring events. Many of them have their
origins in 18th and 19th centuries.
 Example includes: Royal Ascot(1711), Epsom Derby (1780),
Oxford and Cambridge boat race(1829), Open Championship
Golf 1860, FA Cup (1872)
 The majority of fairs held in UK can trace their
ancestry back to charters and privileges granted by
the crown. The purpose was to produce trade .
 Example includes: Scarborough Fayre(1161), Cambridge Fair
(1211), Hull Fair (1278)
 Lord Mayor Show

 The lord Mayor’s Show provide and examples of this originating from
1215 when john granted Charter confirming the citizens of London’s
right to choose their own mayor.

 One of the conditions of the charter was that the man chosen as mayor
much be presented to king John for approval and had to swear an oath
of allegiance. This was the basis for the original show.

 The Lord Mayor’s show is now one of the largest of its kind in the
world. With over 550 participants, 2000 military personnel, 180
vehicles, 66 floats, 21 Marching bands and 21 carriages.
 Events Industry
 Modernization of the event from its traditional origins was because of the
changing culture and other aspects of the way people live as members of
a fast developing global economy.
 The International Festivals and Events Association estimates that there
are over 4.5 million recurring festivals worldwide per year (IFEA 2009).
 The global events industry size was valued at $1,100 billion in 2018, and
is expected to grow at a CAGR of 10.3% to reach $2,330 billion by 2026-
Allied market research
 Global industry size in 2021- $958 billion to $1965.99 billion with
growth rate of 11.1%.
 In 2010, a report entitled ‘Britain for Events’ compiled by Tony Rogers
revealed that:
• The sector is worth over £36 billion per annum to the national
economy with a major contribution of corporate.
• There are over 25,000 businesses in the sector, which sustain at least
530,000 full-time equivalent (FTE) jobs.
 The key players profiled include Access Destination
Services, Bassett Events, Inc., Eventive, Rafanelli Events,
Seven Events Ltd and Versatile Event Management.

 In Nepal - JST Production, Welcome Events, Fantastic

Nepal, Wedding City, Nepali Eventswala.

 The most popular events include conference &

exhibition, corporate events & seminars, promotion &
fundraising, music & art performance, sports, festival,
trade shows, and product launch.
Relationship within Event Industry
 Event Manager

 A person who plans and executes

the event.
 Event managers are responsible for
organizing and running all kind of
promotional, business and social
events.
 Event manager and their team are
often behind-the-scenes running the
event.
 Role of Event Manager

 Devising the event concept

 Identifying the target audience
 Marketing and communication
 Negotiation
 Client Service
 Budgeting
 Scriptwriting
 Booking Venue
 Logistics
 Audio Visual Production
 Challenges of Event Management

 Breadth, complexity and fast-moving nature of the

industry makes it hard for effective management
 Doing Everything
 Finding right event technology
 Ability to satisfy everyone
 Communication

 Quality Management
 Vendor Management
 Client Service
Thank you !!!
 Managing Event Projects

 Concept of project and  Project optimization

events as projects,  The project evaluation
 Perspectives of project and review
management techniques
 Event project organization  Project crashing
and framework  Project risk management
 Project parameters  Project implementation
 Stakeholder requirements  Project
and needs breakdown and
 The project shutdown
objective statement  Competencies of an
 Project planning event project leader.
 2.1 Events as Projects

 A project is a complex nonroutine one time effort limited by

time, budget, resources and performance designed to meet
customer need. - Gray and Larson
 As projects, events generally have fixed budgets, precise
timelines, and limited resources, including employees,
suppliers, venues and volunteers.
 Organizers of such events are therefore responsible for the
management and delivery of projects.
 Project management has developed processes and techniques
to help plan, organize, lead and control events, and it can be
used to make event projects more successful.
2.2 Characteristics of Events as Projects

Budget

Leade Task
rship

Events
Cross-
Life
Functio
Cycle
nality

Team
 2.2 Characteristics of Events as Projects

1. Leadership
 Events are often the ultimate responsibility of one lead event
manager who coordinates specialist functions.
 The centralized and hierarchical nature of the leadership role
can depend upon the scale of the event.
2. Budget
 Events almost always have specific budgets allocated to
them.
 Based on predictions of fixed and projected variable costs
Should also consider other important project factors, such as
schedules, timelines and project life-cycle stages.
 2.2 Characteristics of Events as Projects
3. Tasks
 Events often require the performance of tasks that will not be
repeated. Uniqueness makes it tough.
4. Cross Functionality
 Event organizations are likely to be required to work cross-
functionally, without formal authority.
 Organizational structure is required for effectiveness and
efficiency of execution.
5. Teams
 Events require working teams to be brought together only for
the duration of a particular project.
 Highly based on event leadership and Organizational.
 'pulsation’ takes place in accordance with the event cycle.
 2.2 Characteristics of Events as Projects

6. Life Cycle
 Events have a distinct timeline and life cycle from initiation
to closure –and the levels of activity associated with these
stages throughout an event's life, from start to finish.

Figure: Event Project Life Cycle

 2.3 Perspectives of Project
Management

1. Task perspective
2. Leadership perspective
3. Stakeholder perspective
4. Transaction cost perspective
5. System perspective
6. Business by-project perspective
 1. Task Perspective

 The focus of the task perspective is on the project

object that should be delivered as specified, within
budget and on time.

 Key issues include project scope of work, project

targets, project results, and planning and control.

 Planning and control methods have a central

position in this perspective.

 Example includes: WBS, PERT, CPM.

 2. Leadership Perspective

 This perspective focuses on the leadership aspect of

project management and human processes.

 Key issues are leadership, communication, uncertainty,

and learning.

 This perspective is based on theories of leadership,

communication, process, organizational change, and
team organization.

 Methods and tools reflecting this perspective include

leadership related methods, team-based organization,
communication plans, responsibility matrixes, evaluation
and feedback, and decisions process.
3. Stakeholder Perspective
 Stakeholder perspective focuses on identification of key
stakeholder groups and the management of their relations
to ensure event success.
 Key issues include stakeholders, communication,
negotiation, relationships, influence and dependence.

4. Transaction Cost Perspective

 This perspective is based on the assumption that a project can be
considered an economic transaction.
 Transaction, transaction costs, production costs, and governance
structure are key issues in this perspective.
 The most used methods and tools within this perspective are
contract development, contract negotiations, contract execution
incentives and innovation processes.
5. System Perspective
 The systems perspective to event projects views the event as an
overall holistic system, rather than made up of individual,
functional components such as marketing, finance, design and so
on.
 Key issues are systems, element of systems, boundaries and
dynamics.
6. Business by- Project Perspective
 This is a perspective that focuses on project investments and
benefits.
 Key issues include business, project results, project success,
strategy, profit and benefits.
 Significant methods applied in this perspective are the payback
method, the net present value method, the return on investment
method, the strategic analysis, the excellence models, and the
business case.
 2.4 Event Project Organization and Framework

 To accomplish the event projects with the various

approaches, the 3 major areas to consider are:

1. Event Organization Structure

2. Project Leader
3. Project Organization
 2.4.1 Event Organization Structure

 Important to consider the most effective type of

organizational structure for the event.
 Event organizations are often temporary and differ slightly,
depending on the project concerned.
 They will have a structure with predefined reporting
relationships, functional ‘departments’ and systems to carry
out the project.

 Major 3 different event organization Structure

a. Functional Organization
b. Project Led Organization
c. Matrix Organization
Functional
organizations
- Group members of
staff who perform
similar tasks into
departments.
- They are grouped
based on their specific
skills and knowledge.
Figure: Functional Event Organization

Advantages: Clear Line of Authority , Familiarity

Disadvantages: May lack Specialist, Many

Responsibilities at a time.
Project Led
Organization
- Group people into
temporary teams for
the duration of a
project
- Personnel are
specifically assigned to
the project and report
directly to the project Figure: Project Led Event Organization
manager.
Advantages: Rapid reaction time and responsiveness.
“Different people on Project teams develop ownership
different events” Disadvantages: Costly, Lacks Career Prospects,
misuse of resources.
Matrix
organizations
- Combines functional
and project-led
structures in order to
perform both focuses at
the same time.
- Matrix based project
organizations allow
program units to focus
on their specific Figure: Matrix Event Organization
technical competencies
and allow projects to be Advantages: Efficient allocation of all resources,
staffed with specialists Flexibility.
from throughout the Disadvantages: Complexity on reporting, Slows
organization. processes.
 2.4.2 Project Leadership

 According to Pinto - project leadership ‘involves inspiring,

motivating, influencing, and changing behaviors of others
in pursuit of a common goal’.
 Kurt Lewin et al. identified three main, prevailing
leadership styles which shaped
a. authoritarian;
b. democratic; and
c. laissez-faire work environments.

a. Authoritarian - led by an autocratic leader who makes decisions on

behalf of the team and divides work tasks and processes accordingly, providing
critique of the team's performance whilst often not engaging closely with either
the team or its activities.
b. Democratic – Environment that have leaders who consult
team members to arrive at consensus regarding important
decisions, offering guidance as required, as well as praise and
constructive criticism throughout.

c. Laissez-faire work – Environment that have little tangible

leadership input, with the leader allowing all major decisions to be
made and executed by the team members themselves. The latter
demonstrate ‘free rein’ and receive little input or feedback from the
leader.
Traditional and useful in general sense.
Turner et al. (2009) found that project success was increasingly linked to
leadership competences rather than tools and techniques.
This finding built on the work of Dulewicz and Higgs
(2005), which isolated three main project leadership styles: goal-
orientated leadership; involving leadership; and engaging leadership

 Goal oriented leadership

• ‘management by objectives’
• More useful in environments that remain mainly stable in
nature.
 Involving leadership
• Focus on involving others in both setting direction and,
largely, in determining how goals will be achieved.

 Engaging leadership
• Leader behaviors for this style are focused on facilitating
others in achieving both the nature of the direction and
the means of achieving the necessary goals.
 2.4.3 Project Organization

 Event Project manager role to form teams. Its about

selecting and placing the members in functional area that
best works.
 Cross Functional activities need to be accommodated.
 Effective project teams require:
• Clear goals
• A results-driven structure
• Competent team members
• Unified commitment
• A collaborative climate
• Standards of excellence
• External support and recognition
• Effective leadership
 2.5 Project Parameters
 Project Scope - actual
working content that a project
embraces.

 Project requirement and

constraints
 Constraints need to be
considered
 Plan for contingencies and
alternative.

 The set of project parameters

includes – project scope,
project time, project
integration, product quality,
project risk and project cost.
Fig: Event Planning Process
 2.6 Stakeholder requirements and needs

 Stakeholders - individuals, groups of individuals or

organizations that hold a special interest in an event.

 Analysis, monitoring and evaluation of the needs and

requirements is must for success of an Event.

 Managing “Power and Resources”

 2.7 The project objective statement

 Event objectives form the key direction for the

following stages of the project's planning, delivery
and evaluation.
 These objectives provide specifics for concept
screening and feasibility analysis and form the
overall direction for a project.
 Doran's popular SMART acronym is often used to
describe effective objective.
 Specific - Specific as possible.
• Instead of: I want my event to be more successful
• Use: I want my event to generate more revenue than last year

 Measurable – Quantitative measures.

• Instead of: I want my event to generate more revenue
• Use: I want my event to generate 100% more revenue than last year

 Achievable- Assignable, Realist, resources to meet the goal.

• Instead of: I want my event to generate 100% more revenue than last year
• Use: I want my event to generate 30% more revenue than last year

 Relevant – Priorities focused

• Instead of: I want my event to generate 30% more revenue by selling t-shirts
• Use: I want my event to generate 30% more revenue from ticket sales

 Time Bound - Goals need a deadline.

• Instead of: I want my event to generate 30% more revenue
• Use: I want my event to generate 30% more revenue from ticket sales in the next
6 months
 2.8 Project Planning

1. Work Breakdown Structure

2. Resource Breakdown Structure

3. Project Scheduling
 Work Breakdown Structures

 Variety of interrelated tasks and functions that need to

be broken down into smaller, more clearly
distinguishable and easier-to-manage subsections.

 Event Success depends upon- Employees who can

understand the working dynamics of the smaller
elements of event work breakdown.

 So WBS enables:
• Clear Link between objective and task required to achieve them
• Tasks to be practically divided into functional responsibilities
• Makes progress more tangible
Fig: Work Breakdown Structure
 Resource Breakdown Structures

 People – including the expertise and skills of event specialists, such as

designers, specialist entertainers, decorators, as well as front-line
personnel engaged

 Facilities – including the venue, site and associated amenities, which can
also include location and even destination attributes that contribute greatly
to the success of any event

 Equipment – including all plant and machinery, from transportation

vehicles through to cooking equipment, lighting rigs, sound systems,
scaffolds, portable dance floors, toilets and even personnel uniforms.

 Finance – including all cost and revenues.

 Materials – including anything that can be used to make something else,

such as timber, decorations, foodstuffs and paints.
 Project Scheduling

 “Time” - crucial resource

 Project scheduling is a mechanism to communicate

what tasks need to get done and which
organizational resources will be allocated to
complete those tasks in what timeframe.

 A project schedule is a document collecting all the

work needed to deliver the project on time.
 2.9 Project Optimization

 Project optimization can be defined as finding the

solution, from the available alternative options, with
the most cost effective or highest achievable
performance under the given constraints, by
maximizing desired factors and minimizing
undesired ones.

 Two most frequently used forms of network planning

are:
1) Programme Evaluation and Review Technique (PERT)
2) Critical Path method
 Network Techniques

 CPM and PERT Both methods are developed in late

1950s, which exhibit the flow and sequence of the
activities and events.

 CPM uses a deterministic approach which suits a project

whose time duration can be accurately predicted. PERT
uses a probabilistic approach.

 Expected time of activity in PERT = a+4m+b

6
Where, a = most optimistic (shortest) time, m = most likely time,
b = pessimistic (longest) time
Activities Preceding Expected
Activities Time (Weeks)
A - 5
B - 2
C A 3
D B 4
E A 4
F C,D 3
G E 5
 PERT / CPM consists of four main steps
Planning
 Splitting the total project in to small projects.
 The relationship of each activity with respect to other activities are
defined and established.

Scheduling
 Prepare a time chart showing the start and finish times for each
activity as well as its relationship to other activities of the project.

Allocation of resources
 Allocation of resources is performed to achieve the desired
objective.

Controlling
 Critical path methods , network diagram facilitates a better financial
as well as technical control.
 Basis Concepts in Network Analysis
 Critical Path
 The critical path is the sequence of activities between a project’s starting
and finishing time that takes the longest time to complete projects.
 Here A..E..G is the Critical path and A, E, G are the critical activities.
Path Options Completion Time Total Time
A….E…G 5+4+5 14 weeks
B….D….F 2+4+3 9 weeks

 Slack Time A….C….F 5+3+3 11 weeks

 Slack time is the maximum time an activity can be delayed without

delaying the project completion time
 Calculation: Slack time = LS – ES …………… (i)
Slack time = LF – EF ……………. (ii)
Where, LS = Late start time
ES = Early start time
LF = Late finishing time
EF = Early Finishing time
 EXAMPLE 1
Activity Predecess Duration
or (Weeks)

A - 5 B D
B A 4
A F
C A 5 E
C
D B 6
E C 3 Fig: Network Diagram
F D, E 4
Path Option Completion
Time
A-B-D-F 5+4+6+4=19
A-C-E-F 5+5+3+4 =17

Here, ABDF is the longest path, so A, B, D, F is the critical path and

A, B, D, F are the critical activities.
 5 B 9 9 D 15
Activity Predec Du-w
5 4 9 9 6 15
essor
A - 5
B A 4
C A 5 0 A 5 15 F 19
D B 6 0 5 5 15 4 19
E C 3
F D, E 4
5 C 10 10 E 13

ES Act EF 7 5 12 12 3 15

LS Du LF Activity Du-w ES EF LS LF Slack

Time

A 5 0 5 0 5 0
EF = ES +Duration B 4 5 9 5 9 0

LS = LF – Duration C 5 5 10 7 12 2
D 6 9 15 9 15 0
Slack Time = LS – ES or
E 3 10 13 12 15 2
LF - EF F 4 15 19 15 19 0
 EXAMPLE 2
Activity Predecess Duration
or (Weeks)
E G
A - 5
A
B - 2
C
C A 3

D B 4 F
A 4 B D
E
F C,D 3 Fig: Network Diagram

G E 5
Path Option Completion Time
A-E-G 5+4+5 = 14
A-C-F 5+3+3=11
B-D-F 2+4+3 = 9

Here, AEG is the longest path, so AEG is the critical path and A, E,
G are the critical activities.
 5 E 9
Activit Prede Du-w 9 G 14
y cessor 5 4 9
0 A 5 9 5 14
A - 5
0 5 5
B - 2 5 C 8
C A 3 5 3 8
D B 4
8 F 11
E A 4
8 3 11
F C,D 3 0 B 2 2 D 6
G E 5 2 2 4
4 4 8

ES Act EF Activity Du-w ES EF LS LF Slack

Time
LS Du LF A 5 0 5 0 5 0
B 2 0 2 2 4 2
EF = ES +Duration
C 3 5 8 5 8 0
LS = LF – Duration D 4 2 6 4 8 2

Slack Time = LS – ES or E 4 5 9 5 9 0
F 3 8 11 8 11 0
LF - EF
G 5 9 14 9 14 0
 2.10 Project Evaluation and Review
 An event project requires ongoing evaluation and review to
avoid delays and to manage ongoing changes.

 Monitoring is the collection, recording, and reporting of

project information that is of importance to the project
manager and other relevant stakeholders.

 Evaluation can be defined as a process by which general

judgments about quality, goal attainment, project/program
effectiveness, impact and costs can be determined. It can
therefore be conceptualized as a review of the whole
project/program in order to assess its overall value and effects.
 2.10 Project Evaluation and Review

Taking
 Project Control Cycle: Corrective
Setting a
goal
Actions

Comparing
Actual Measuring
with Progress
Planned
 Evaluation
 Different level : project level, program level, sector level, policy level.
 Different phases: ex-ante evaluation, mid term evaluation, completion
evaluation, ex-post evaluation.

The control Function concerns on each functional area as

well as in both micro and macro level.
 2.10 Project Evaluation and Review

Commonly used techniques are:

1. Gantt Chart : A Gantt chart is a ways of showing
activities (tasks or events) displayed against time.
2. Project S Curve : Project S curve consists of presenting costs
and labor hours or quantities plotted against time for both
budgeted and actual expenditure.
 2.11 Project Crashing

 Project crashing in events refers to speeding up the delivery

process.

 Reasons for crashing:

 To address the urgency of the project
 To finish project in scheduled time (For example: The project's
progress is behind the schedule. But the project must be completed in
given time. So then it needs to crash the remaining activities to be in
schedule).

 Accelerating options:
 Improve the productivity of the existing resources
 Changing the working methods
 Increasing project resources which is most common


 2.12 Project Risk Management

 Projects operate in an environment composed of uncertainty.

Uncertainties regarding fund, necessary inputs, potential
technical problems, political disturbance etc.
 Project risk can be simply defined as any possible event that can
negatively affect the viability of the project. Project risk is based
on simple equations: Risk = (probability of Event)
(Consequences of Event)

 Project Risk management is defined as the art and

science of identifying, analyzing, and responding to
risk factors throughout the life of a project and in the
best interest of its objectives.
 Project Risk management Process

 Risk identification: It is concerned with identifying risk factors that

a project is expected to face.
 Analysis of probability and consequences: To estimate the
likelihood of occurring and possible consequences. Probability combine
with consequences provides a sense of overall risk impact.
 Risk mitigation strategies: Different ways of dealing with risks.
These strategies include risk avoidance, transfer, sharing and reducing to
an acceptable level.
 Risk monitoring and control: It includes monitoring
residual risks, identifying new risks, executing risk reduction plans
and evaluating their effectiveness.
 Risk Documentation: A records of identified risk, method used to
mitigate or resolve them, and results of all risk management activities.
 Classification of Risk
 Technical: Requirements, Technology and Quality
 Project Management: Estimating, Balancing, Scheduling and
Communication
 Organizational: Funding, Resources and Prioritization
 External : Regulatory, government, Sub contractors, Suppliers and
Environments
 Two common ways of dealing with project related risks are:
 Working out Suitable contingency plans
 Using buffers
 Resource buffers: Providing more resources as people, equipment's etc.
 Time buffers: Task expected to finish in four days and one more day as buffer.
 Natural buffers: Usually plan is prepared on normal working day i.e. 8 hours a
day/5days a week, it can be stretched to 10 to 14 hours/day & six days/week.
 2.13 Project Cost

 Breakdown structure:
 Total Cost – Forecasted on the basis of fixed and variable cost.
 Cash flows need to be managed.

 Cost monitoring
 The event project manager must allocate costs correctly to each of
the project tasks.
 Report regularly
 Ongoing transactions to be focused.
 2.14 Project Implementation

 Practical completion of all the processes related to the

tasks with all their associated considerations.

 Assignment of responsibilities based on time schedule,

program details, resources.

 Ongoing reporting and monitoring is required with

preparation for remedies and contingencies plans.

 Evaluated on the basis of delivery tasks, timing and

associated costs.
 2.15 Project Shutdown

 Project also requires planning for finishing work after

completion.
 Produce checklist
 Create a specific event close-down ‘task-force’
 Close-down contractors and suppliers
 Frequent meetings
 Release Project Personnel

 Evaluate - Stakeholder management, event objectives and

planned legacies.
 Documentation including problems, achievements, benefits.
 Processes of project closure:
 Analysis of the project
 Complete Paperwork's
 Release resources
 Document Achievements
 Celebrate Success
2.16 Competency of a Event Project Leader

Intellectual Emotional Managerial

Critical analysis and Self-awareness Engaging
judgment communication

Vision and imagination Emotional resilience Managing resources

Strategic perspective Motivation Empowering

Sensitivity Developing

Influence Achieving

Intuition

Conscientiousness
Event
Design
and
Production
Event Design and Production
 Concept
 Current views of event design
 Events as a designed experiences
 Concept and theme
 Understanding event experiences
 Event staging and logistics.
 3.1 CONCEPTS

Event Design
• ‘Event design’ simply refers to the mental creation of an
event before it takes place, first in the mind of the designer
and then as it is communicated to those responsible for its
production.

• Event design is the clear establishment of an initial event

concept.
Event Production
 ‘Event production’ therefore refers to the subsequent
action of manufacturing or engineering an event's
delivery, based on its initial design.

 Event production then involves putting this design

into practice, using practical staging elements.
3.2 Current Views of Event Design
Traditional Views
 Events are delivered through the staging of catering,
entertainment, customer service delivery, lighting and sound, and
so on.
 Planning is the main function of an event manager.

Results
Design component of many events being ignored, leading to an often
haphazard collection of staging elements and a ‘hope for the best’.

Modern Views
 Event design and production are different from the event
management functions
 Absence of sophisticated models and theories because of wide
diversity of event types and outcomes.
 Focus in on creatively delivering memorable attendee
experiences.
 3.3 Event as Designed
Experience
3.3.1 Event as part of growing experience economy.

Events are experiences for those who attend them.

 Experience economy : An economy in which goods or

services are sold by emphasizing the effect they can have
on people's lives.”
Agrarian Industrial Service Experience
Economy Economy Economy Economy

 Example: Evolution of Birthday cake

 Reason behind:
Economic behavior of millennia's, Social Media and FOMO, Socio
cultural changes and so on.
3.3.2 The event production process
 Because of its creative aspect, thinking
encompasses not only the logical and analytical but
also lateral thinking is required.

 Analytical: It involves thinking in thoughtful,

insightful ways, in order to solve problems, analyze
data, and recall and use information.

 Logical thinking is the process in which one uses

reasoning consistently to come to conclusion.

 Lateral: It involves solving problems through an

indirect and creative approach, using reasoning
that is not immediately obvious and involving
ideas that may not be obtainable by using only
traditional step-by-step logic or simple analysis.
Lateral thinking involves the movement value of ideas.
De bono (2006) proposes four types of thinking tools to
facilitate this process:

 idea-generating tools that are designed to break current thinking

patterns, routine patterns, the status quo;
 focus tools that are designed to broaden where to search for new
ideas;
 harvest tools that are designed to ensure more value is received
from idea generating output; and
 • treatment tools that are designed to consider real-world
constraints , resources and support.
 3.3.3 The need for event designers to
develop reflective practice
 If traditional analytical, logical and critical thought
processes cannot pursued effective event design then the
methods employed should incorporate more creative
processes.
 Then now, Option to utilize right brain function for the
requirement of reflective design.

 Reflection-in-action
 Reflection-in-action involves using analysis of observation, listening
and/or touch or ‘feel’ to problem solve.
 It is like ‘thinking on your feet’ but the focus is on gaining a new
perspective, rather than just solving the problem.
 Because it is happening on the spot, this type of reflection often
appears very intuitive. It can take some time to develop the skills of
reflection-in-action.
 Event design according to ‘school Event design according to
knowledge’ ‘reflection in action’
 Designer relies upon critical  Designer ‘knows’ in action, Various
reasoning –that is, the designer models, approaches are creatively
completes a preset schedule of synthesized.
logical steps.

 Views design process as  The design process becomes difficult

for external parties and stakeholders
management function. And
to evaluate clearly.
evaluated according to goals,
timelines and tangible,
measureable standards.

 This usually relies on a common  Views as design is somewhat about

knowing more than we can say.
body of knowledge and clearly
Sensory design, in particular, often
‘right answers’ which can be cannot be satisfactorily verbalized
clearly articulated. and also is not simply an intellectual
activity.
Event design according to ‘school Event design according to
knowledge’ ‘reflection in action’
 The designer may view the  The designer may help the
design environment and its event attendee to coordinate
experience as separate from everyday knowledge in action
everyday life. with other forms of privileged
or received knowledge.
 The designer's theory and
experience are considered  The reflective designer uses
valuable on-the-spot experimentation.

 ‘Junk’ categories are created  The designer attempts to meet

for people who do not receive the attendee at their level of
the design and event concept understanding.
as expected.
3.3.4 Content-based versus production-
driven events
Place of design in events.

Concept & Theme Event Design Logistics

 Design ‘component’ required to ensure the success

of production-driven, creative events.
 Operationalization
 Rationale
Example 1: The Silent Disco
The Silent Disco is a variant on the club disco event. There is no grandiose
theme or spectacular entertainment production, no fabulous backdrop or
decoration, but the event experience rests firmly on an integrated approach.
The concept is to subvert the classic ‘disco’ to allow guests to experience a
more personal music interface but in public, where interactions with other
clubbers rests not necessarily on collective listening and participation but on
a segmented quasi-individualistic encounter. The disco has no audible public
sound system; instead, guests are given their own personal audio cans that
have a track selector console in them. This gives the wearer the chance to
personally choose, usually from between one to five channels each playing a
different music type (e.g. R’n’B, House, Latin, Urban and Indie). The system
is not dissimilar to one found on long-haul flights. With up to two or three
hundred people choosing music tracks this creates a maelstrom of
uncoordinated and unstructured movement as people dance and respond to
different tracks and different beats. Unlike the usual disco that thrives on an
atmosphere generated by a collective soundscape, the Silent Disco thrives on
the absurdity of no sound and the peculiarity of unconnected rhythm. One of
the oddest aspects of this is the fact that guests can talk to each other in
perfect silence or, as has been observed, listen to other people singing or
humming along to a particular track. This is unlike most club discos, which
have booming PA systems making conversation often difficult.
3.4 Concept and Theme
3.4.1Event Concept
 By definition, it’s a event details and elements that make
up the practical aspects of the event itself.
 Goldblatt (2005) provided a useful framework, named
the ‘5Ws’, which is five essential questions to be
answered.

What is the
Who will be event
Why must the When will Where will product that
we hold this stakeholder the event be the event be is being
event? of this held? held? developed
event? and
presented?
1. Why must we hold this event?
 The reason why the event should be held becomes a question
about what is to be achieved in the experience of its
attendees.
 Guides on event objectives.
 Typical reasons - to celebrate, increase sales, to entertain, to
raise money for charity.

2. Who will be the stakeholder of this event?

 The event stakeholders often become agents in the creative

process of design.
 It is possible to bring together key stakeholders and
brainstorm on the creative of your event including name,
branding, promotional opportunities, the type and style of
the event.
3. When will the event be held?
 Depending on who your attendees will be, you need to
consider which day and time of day would be
convenient for them to attend.
 Check : Will it be after working hours or on a weekend
?
 Whether there are other big, similar events going
on the dates you are considering

4. Where will the event be held?
 Will it be a small event, so you can even host it at
your workplace or is it, for example, a conference
or a summit, which are large events and need a
dedicated space?
 Consider : accessibility, cost, and comfort.
5. What is the event product that is being developed
and presented?
 The event product, or ‘take home’, relates to the
psychological, physical or even spiritual experience attendees
should remember and perhaps reflect on or act upon after the
event.
 The event product, the design outcomes can be divided into
cognitive,, decisional and psychomotor domains.

 Cognitive : Use of attendees’ minds and may involve learning, analysis,

knowledge.
 Affective : Appealing to the emotions of attendees and can
include their registration of new awareness, surprise,
excitement or fear.
 Decisional: Outcomes relate to attendees making choices, such as
those concerned with new purchases, voting or supporting
causes.
 Psychomotor : Outcomes relate to physical activities, such as running
marathons, playing sports or making political
protests.
 3.4.2 Event Theme
 A “theme” is a unifying idea or concept which gives
meaning to the event, or is the object of celebration or
commemoration.’
 It establishes the participation of stakeholder as a
dictating influencer in the overall event design process.
 Traditionally, it contrast as it says theming at the
center of logistics, without the key mediation of the
distinct role of event attendee experiences.
 Basically in theoretical or in art film sector, it has
prioritized and gave a clear meaning which makes the
communication easy. It identifies the different genre of
movie as romantic, action, horror etc.
 Makes easy to understand the motive of the
particular subject/event.

 In the case of event design, the parties involved are

often unable to convey design ideas and
instructions clearly without ‘leakage’ of meaning,
potential loss of detail, and serious risk of
potentially expensive design errors and client
misunderstandings.

 Theme being a central idea by which all the other

elements of design can be determined, it serves as
an effective communication medium.
3.4.3 Inadequacy of the service design
research
 Since the 1980s, several useful models for the design,
delivery, measurement and recovery of customer service
have been proposed.
 Scientific methods are as inadequate in their capacity to
evaluate the successful design and delivery of event
experiences as they are in their measurement of people's
opinions about art exhibits, or their views about theatrical
productions.
 Many attempts with flexible and one to one interview.

 But in fact, much more research is required into new

ways to research the creative impacts of ‘wow’ factors
on event attendees’ perceptions of events and memory
formation.
3.4.4 Experience blueprinting
 A customer journey map focus on what customers
experience when they interact with a service or
business, from specific actions or touch points to pain
points.

 Particularly useful at design and redesign stages of

service development.

 Adapted from service design and supplemented by

clear reference to the ‘activities’ of the various sensory
stimuli involved in the design, such as program, staging
and timing elements, as well as their intended
outcomes, such as attendees’ memory formations,
emotional flow, engagement and so on.
EVIDENCE Example of Service blueprint : Overnight Hotel Stay
PHYSICAL

Bill
Desk
Hotel Cart for Desk Elevators Cart for Room Menu Delivery Food Lobby
Exterior Bags Registration Hallways Bags Amenities Tray Hotel
Parking Papers Room Bath Food Exterior
Lobby Appearance Parking
CUSTOMER

Key
Arrive Give Bags Call Check out
Go to Receive Sleep Receive
at to Check in Room Eat and
Room Bags Shower Food
Hotel Bellperson Service Leave
(Back Stage) (On Stage)
CONTACT PERSON

Greet and
Process Deliver Deliver Process
Take
Registration Bags Food Check Out
Bags

Take
Take Bags Food
to Room Order
SUPPORT PROCESS

Registration Prepare Registration

System Food System
 3.4.5 Attendee absorption and immersion
 Absorption’ involves ‘occupying a person's attention
by bringing the experience into the mind’, whilst
‘immersion’ is ‘becoming physically (or virtually) a
part of the experience itself.
 The combination of these elements produces the four
‘experience realms’: entertainment, educational,
aesthetic and escapist events.

Figure: The event experience realm

 Educational : Experiences that increase the customer's skills and
enhance his/her knowledge through active participation in the
experience. Eg: Cooking and craft making seminars

 Entertainment : Experiences that entail watching the activities

and/or performances of others. The customer is not actively
involved in the creation of the entertainment, but the mind is
engaged during appreciation of the event. Eg: Wine blending
demonstration

 Esthetic : Experiences that entail customer enjoyment of an

enriched, unique physical design. The customer enjoys passively
appreciating or "just being in a setting" of the business. Eg:
Consuming the winescape

 Aescapist: Experiences that require the customer actively

participate in the events of a real or virtual environment. The
customer shapes or contributes to the experience, which offers the
customer a way of taking on a new persona. Eg: Vineyard tour on
horse to harvest grapes.
 3.5 Understanding event experiences
 The role of event designer shift from traditional approach to:
 Clearly defining the required experiences
 Planned outcomes and objectives set for the event
 Levels of required participation
 Immersion or absorption at its different stages.

 3.5.1 The role of Sensory Experience

 Event attendee experience formation is sensory stimulation.

 Appealing to attendants’ senses of sight, hearing, taste,

touch, speech and emotions within the experience
environment of the event.

 Event designer attempts to develop it through event design

various forms and aspects adding various logistical options
to form stimuli.
 3.5.2 Basic event attendee psychology
 Bearing in mind that sensory stimulation provokes a psychological
formation of experience in event attendees, general reference to
some basic theories of psychology is appropriate.

3.5.2.1 Behaviorism
 One of the earliest schools of popular psychology, proposes that
individuals learn through conditioning as a result of stimuli in
their environment.
 This school of learning is based on two main theories: classical
conditioning and operant conditioning.

Classical conditioning
Classical conditioning was developed through experimentation
on dogs by Ivan Pavlov (1927) and involved associative
learning.
 In simple terms, two stimuli are linked together to produce a
new learned response in a person or animal.
 Application example of classical conditioning: in an dinner event -seeing
or smelling attractive food will obviously stimulate hunger and appetite,
but the event designer can also use various sensory cues in the
environment which are not directly related to food to condition the
attendees to anticipate certain levels of luxury.

Operant Conditioning:
◦ Individuals can learn as a result of punishment and reward from
external stimuli.
◦ This approach focuses on a person's response to stimuli and can be
used with the correct corresponding reinforcement to modify
behavior.

 Application example of operant conditioning: In an art exhibition event ,

attendees need to pass through processes which they do not consider to
be satisfying .As Such long queuing periods, compliance with security or
crowd . Event designer can use camera footage in order to access
security.

 Correct design can stimulate an appropriate response to verbal, visual or

other cues which can instruct attendees in their required behaviors.
3.5.2.2 Psychoanalysis
 The Psychoanalytic Theory is the personality theory, which is based on the
notion that an individual gets motivated more by unseen forces that are
controlled by the conscious and the rational thought.
 The human behavior is formed through an interaction between three
components of the mind, i.e. Id, ego and super ego.

Id: resides completely at the unconscious level, acts under the pleasure
principle, immediate gratification, not willing to compromise.
Super-ego: related to the social or the moral values that an individual
inculcates as he matures. The moralist and idealistic part of personality.
Ego: resides in all level of awareness, operates in realist principle, attempts
negotiation between id and super ego to satisfy realistically.

Application: Bringing up the conscious and unconscious personality for

better event experience. Example: Marshmallow Team building game.
3.5.2.3 Cognitivism
 Cognitive psychology is the scientific study of the
mind as an information processor.
 It focuses on changes in how people think over time.
 Cognitive psychologists try to build up cognitive
models of the information processing that goes on
inside people’s minds, including perception, attention,
language, memory, thinking, and consciousness.

 Major Implication:
 Event attendees make meaning of their experiences for
themselves
 Past experiences will greatly influence how they process a
particular event's stimuli.
 3.5.3 Sensory perception
 Perception is a process by which individuals organize and interpret
their sensory impressions in order to give meaning to their
environment.
 Factors affecting perception: attitudes, motives, interests,
experience, expectations time, work setting, social setting, novelty,
motion, sounds, size, background, proximity, similarity.
 Psychologist suggest to group stimuli into: Similarity, Proximity,
Continuity and Closure.

 Visual perception allows us to interpret size, texture, overlap,

shading, height, clarity and depth..
 For example, In an event on a wedding party, food is grouped as
seafood, salad and vegetarian options.
 Visual indication of likely flavors, such as cultural specialties or
desserts or pickles.
 They will expect to see a progression of courses on the table –
Starter to main courses and desserts.
 Colors will provide indications of variety of ingredients, possible
freshness Cleanliness of the surroundings will be visually
perceived.
 Auditory perception is the ability to identify, interpret and
attach meaning to sound.
◦ For example: In an cultural show the background music of
‘Saya thari baja eutai cha’.
◦ Fifi world Cup 2010 official song – Waka Waka by Shakira.
◦ Align with theme, make it memorable.

 Olfactory design involves appealing to the event attendees’

sense of smell. Most used by fast-food, retail, hospitality and
leisure companies.

 Gustatory design – relating to the sense of taste – has been

used by those providing catering.

 Tactile design involves the stimulation of the attendees’

sense of touch to achieve outcomes in the psychomotor
realm. Example: Temperature at venue.
 3.5.4 Memory
 As attendees return home, the main residual effects of an
event's concept and outcomes remain in their memories.
 It is vital that various subsections of the experience are
carefully designed and programmed including sense of time,
excitement and mood, ambience and emotional flow.
 Wow factors are usually designed moments when they are
significant to all participants.
 Example: Trophy lifting, torch-lighting ceremony of the Olympic
Games, lifetime achievement award.
 3.6 Event staging and logistics
 Deciding the event concept and the specific design
characteristics, its up to event designer to draw together a
cohesive system of logistics in order to deliver the experience
to event participants.

 First, the event's outcomes must be clarified;

 Next, the design elements that will deliver those
outcomes on a sensory level can be determined.

 Finally, the specific staging elements – such as timings,

program, service, audience participants, queuing
arrangements, entertainment, decorations, seating design,
table settings, catering and food service, lighting, colors and
themes, sound, and use of technology.
Thank You !
EVENT OPERATIONS AND
MANAGING HUMAN
RESOURCES AND LOGISTICS
 Event Operations and Managing Human
Resources and logistics
Event Operation Event Logistics
• Concept • Venue/Site logistic
• The legal environment • Customer logistic
• Insurance • Logistics planning folder
• Regulations, licenses and • Event shut-down
permits
• Events contracts

Managing the Event human resources

• Introduction
• The event human resource challenges
• Finding the right people
• Formulating and conducting event induction and acculturation
• Developing effective communication with event workers
• Event employee learning and development
• Motivating, maximizing performance and retaining employees
• Remunerating staff
 4.1Introduction : Event Operation

• After event concept is developed, tested for feasibility,

consider event design and drawn up a strategic project plan ,
Operational planning takes place. The stage to develop and
implement operational plan.

• The event manager must consider all elements of the event

and decide what resources, skills and equipment will be
needed to deliver them.

Every event is different and individually complex.

 Key Areas Of Managing Event Operation

Event
Operation
Management

Human
Legal Health, Safety
Environment
Logistics Resource Finance Marketing
Management & Risk
 4.2 Legal Environment

• Its event manager’s duty to comply with legal framework and

relevant events legislation.
• Reason to comply with legal environment:
• To protect the legal interests,
• To abide by ethical practices,
• To ensure the safety and security of the event stakeholders
• And to protect financial investment.

• Legislation changes continuously and event managers need

to be up to date with the ever-changing legal landscapes.
• Varies around the globe however, some common legal
themes need to be considered.
Event ownership and duty of care
• Key question : ‘who owns the event?’
• Whoever owns the event has legal responsibility and is therefore
liable to potential claims of negligence and costly litigations.
• It could be the event manager, the organizing body, the event
organization, the event committee or even the client.
• Ownership should be implicit through the pitching, proposals and
contractual negotiations.
• Duty of care is a fundamental legal principle that, when applied to
events, means ‘taking all reasonable care to avoid acts or omissions
that could injure employees, contractors, users, participants and
visitors’.
Equality Acts
• Event managers need to ensure that their event is accessible to all
members of society.
• Eight major protected characteristics: age, race, religion, sex,
disability, pregnancy, sexual orientation and marriage/civil
partnerships. Disability is one of the major concern area.

Sustainable events
• The standard sets out a system that helps organizations to consider the
economic, environmental and social impacts of organizing their events
and ensures that every choice made, from the transportation of goods
through to the contents of the delegate pack, are designed to be as
ecologically and socially responsible as possible.
• International standard :ISO 21121, In UK BS8901 standard was
developed specifically for the events industry.
4.3 Insurance
• Events are susceptible to any number of issues that are often in environment.

• Event insurance will typically cover such as cancellation of the event, venue
bankruptcy, non-appearance of celebrities, failure to vacate the venue,
damage to property or premises, legal liabilities, damage to equipment, and
public liabilities the event organization's control.

• Many insurance policies exclude terrorist attacks and ‘acts of God’

• Event managers should also always check that suppliers – such as the artists,
venue, audio-visual suppliers, entertainment agencies, staffing agencies and
so on – have their own insurance and liability cover and are in compliance
with industry and legal regulations.

• Insurance policies and the clauses within them are often very specific and
should be read carefully.
4.4 Regulations, Licenses And Permits
• Event organizer is legally required to obtain the right permits and licenses,
and failure to do so may well result in fines and penalties.
• It should also be noted that authorities have the right to cancel events if the
right permits are not obtained.
• Issues and the regulations, permits and licenses that might apply to each one
are:

• Alcohol consumption • Occupancy levels

• Staffing • Intellectual property
• Noise • Electricity at work
• Building regulations/standards • Environmental protection
• Fire precautions • Waste disposal
• Health and safety at work • Street closures
• Lifting equipment and manual • Criminal record
handling operations
4.5 Event Contracts

Contract : ‘The contract is the documentation of the relationship between

the event and the various stakeholders’; it is an agreement that sets out the
responsibilities between two or more parties and it is legally binding.

4.5.1 Contract law

• To prepare and execute contract, event manager need to understand the
key terms as:
• Parties – names of parties must be clearly defined.
• Offer – the offer is the service or product tendered by one party to another
• Consideration – the consideration clause defines what one party will
provide the other upon acceptance of an offer.
• Acceptance – ‘when both parties accept an offer, they execute (sign) the
agreement confirming that they understand and agree to comply with the
terms and conditions of the agreement’.
• Contract is made up of two main parts: terms and conditions, and the clauses.

• Terms and conditions are considered essential to the contract and include
contact information, event details, financial information, rider information.

• Clauses would be defined and expand based on terms and conditions. It may
include:
• Cancellation – usually this is expressed as a percentage of the total value of the
contract, which is payable upon cancellation by either party. E.g: 100 percent of
the contract value within fourteen days of the event date.
• Force Majeure (act of God) – this clause removes liability from the contracted
party should they be prevented from delivering their obligations due to an act of
God, they tend to relate to the weather, natural disasters, transportation issues
and terrorism.
• Billing – including payment terms and schedules.
• Insurance – including details of insurance held by the contracted parties.
• Indemnification – protection of the contract signatory against losses from an
event.
4.5.2 Venue contracts
• The venue contract is one of the most complex contract. It contains many
specific clauses so must consider major aspects as:

• Cancellation clauses, including details of refunds available and costs payable in

the event of a cancellation by either party.
• Payment terms, including deposit details and payment schedules.
• Cost details and estimations
• Attrition clause, If your customers do not attend, the event organizer will be
required to pay this fixed fee.
• Provision of personnel and security, including overtime rates and numbers of
staff required
• Access times and overrunning clauses, including date of event, start and end
times, service times for food and beverages
• Venue damage, including indemnification, insurance, liability issues, licenses
and permits.

• The venue contract should be viewed as an opportunity for the event

organizer to negotiate rates and charges.
4.5.3 Entertainment Contracts

• Entertainment contracts are agreements drawn up between the

event organizer and those people supplying the entertainment.

• Typical entertainment options include after-dinner speakers,

celebrities, bands, DJs, singers, cabaret acts, masters of
ceremonies, comedians, magicians and musicians.

• Special considerations for this type of contract will include

nonattendance, exclusivity, cancellation terms for either party
and insurance clauses.

• Major focus on “NO SHOW” Clause, Rider and their particular

demands.
4.5.4 Sponsor and exhibitor contracts
• Special considerations for sponsor and exhibitor contract
agreements include:
• Exclusivity (no other sponsors/exhibitors from the same sector can
be involved)
• Hospitality rights, including complimentary tickets
• Branding on marketing collateral and on-site brand presence
• Cancellation terms, including if the event is cancelled and if the
sponsor/exhibitor wishes to terminate the relationship
• Payment terms – payment is preferable upon signage of the
contract
• Length of contract – contracts can often cover a relationship
lasting for a number of years (sponsorship of a repeat event over a
three-year period, for example).
 4.5.5 Supplier selection
• Suppliers for events are often selected via a tendering process which
involves a request for proposals (RFP) to a number of competing
organizations.

Supplier
Invite to Procurement
Event Proposal
pitch Process
receive

Event Request Selection

Pitching
Evaluati for of
meeting
on proposal supplier

Figure: Supplier tendering process

4.6 EVENT LOGISTICS
4.6 Event Logistics
• Logistics is the process of planning and executing the efficient
transportation and storage of goods from the point of origin to the point
of consumption.

• In another term, it is a movement of products and resources.

• Event management heavily relies on the manage the flow of goods,

resources and information effectively.

• Much important consideration is to bring the customer to the product.

• Two broad areas of event logistics to discuss are:

• Venue/site logistics
• Customer logistics
4.6.1 Venue/Site Logistics
• The event venue varies, from a seven star hotel to a desert, Everest base
camp to a island or a room to an stadium.
• Individual nature of every event result in very different logistical
requirements.

4.6.1.1 Venue design

• Providing arena where the audience can enjoy the entertainment in a safe
and comfortable atmosphere.
• Considered for:
• Will the audience like the venue?
• Do they have a clear sight of the stage?
• Can they find the location easily?
• Are the transport links adequate?
• What about the catering and general service?
• How large is the site, and how easy is it to navigate?
• What facilities are available?
• It will also need to take account of the geographical, topographical
and environmental infrastructure.

• This appraisal of the site visit will typically cover:

• Proposed occupant capacity
• Artist profile
• Audience profile
• Duration and timing of event
• Venue evaluation
•• Audience: seated or standing?
• Audience movement between facilities/entertainment
• Single stage/multiple-arena complex, etc.
4.6.1.2 Site plans
• Site plans are useful for effective communication and making
understandable to various manager about the key elements.
• Major Contents of a site plan are:

• Entrance and exits, including contractors office

parking and main roads to • Toilets, lost property,
venue. telephones and ATMs
• First aid and emergency exists • Food and beverage areas
• Evacuation meeting spots and • Backstage areas
fire equipment points • Customer areas like meeting
• Security points points, registration
• Out of bound and danger • VIP rooms and media space
sports
• Power and water points
• Administrative, office and
4.6.1.3 Supplier logistics and management
• The main thrust of logistics is the flow of equipment, product and people
around the venue and to the places where they need to be, when they
need to be there.
• How and when they will reach the site, and how they will move around
the venue, must be planned carefully.
4.6.1.4 Food and beverage
• Caterer must be on site, set up and equipped with the necessary facilities
in good time
• Need access to running water and waste disposal, refrigeration and gas
supply/electrical power points and other required facilities.
4.6.1.5 Communication
• Communication between staff is a key logistical concern.
• Communicate quickly and effectively
• Most commonly used mobile phone and walkie talkie
4.6.1.6 Stewarding and security
• key security issues for the logistics manager is ensuring that the right
people have access to specific areas during set up, at the event itself and
during the shut-down process.
• Badges, cards, color cards can be used to control the movement of staff
and suppliers.
4.6.1.7 Flow and people management
• Supplier, sponsor, exhibitor, customer makes a movement around a site
and create event traffic.
• The flow of event traffic grows more complex as the event grows in size.
4.6.1.8 VIPs
• Event VIPs might be special guests for any number of reasons: they could
be supporting the event financially, performers, or celebrities who will add
value to the brand.
• Special area and easily reachable
4.6.1.9 Crowd management and crowd control
• Crowd management: moving the crowd effectively,
• Crowd control: a reactive process relating to the steps that are taken once
a crowd (or part of a crowd) has started to behave unexpectedly, often in
a disorderly or dangerous manner
• Management of the customer base should be of priority. Proper plan should
be made to eradicate damage or some tragic.
• Event manager need to have a basic understanding of a crowd's basic
sociological behavior.
4.6.1.10 Health and safety and emergency procedures
• Event operations and the logistical planning for an event must include
emergency procedures, which can range from evacuation procedures and
the amount of first aid on site through to major-incident or disaster
planning.
• Health issues may also cause in cancellation of event if the relevant
authorities perceive health and safety or emergency procedures are
inadequate.
4.6.2 Customer Logistics
• An event customer are generally perceived as those who pay for it,
although many local community events are free; therefore the apt
meaning would be those who attends the event.
• Every event requires different logistic plan to cater the needs of
customer base

Ticketing Transport Queuing Accommodation

4.6.2.1 Ticketing

• The distribution, collection and security requirements relating to

ticketing should be a key concern for event manager.
• The process of purchasing, receiving and using tickets are the first
impression that would create to an customer and which would start a
relationship between customer and organizer.
• It enables the organizer to control the customer number and monitor
the flow of guests throughout the event
• As it is essential part of cash flow; Event finance tends to be
unbalanced with the majority of cost happening before the event takes
place.
• Events tickets with QR codes access are available and various
application are used as esewa, khalti, imp pay and so on in case of
Nepal.
 4.6.2.2 Transport
• How the customers will reach an event is a key question i.e. considered
in planning stages
• Reaching out to the customer and dropping them to the venue is an
important part of logistic planning
• Event Managers uses two words to describe the arrival of customer.

Dump: Customers arriving at around same time. e.g.: Music

concert
Trickle: Customers arriving at different periods through out
the event. e.g.: Art exhibition

• And it is essential part of logistic planner to address the customer

needs on the transport facility
• Some of the questions that should be asked of the venue from
logistic perspective:

• Does the venue have transport facility?

• How reliable are the transport links?
• Are there any problems with the transport such as strikes,
engineering works?
• Will travel to venue represent an additional cost for the customer?
• If so additional cost make the event proposal less attractive to the
market?

• For the mega and major event the transportation plays the major
roles (e.g.: Olympics, SAG Game)
4.6.2.3 Queuing
• Logistic manger must consider how guest will present the tickets for
inspection to get entry to the event which would create some sort of
queuing.
• Also not only for entrance but once the guest enters they may face
queues in rest room, food hall activity booths and so on.
• The planner should not make the guest wait for a long time so they
need to manage the queue.

Physical Queuing
• Logistic manger must ensure that queue are designed to make the
wait as pleasant as possible, should be kept simple with minimal
time with protection from weather
• Right number of personnel should be on hand to deal the queues
and waiting time should be as short as it requires.
 Some of the strategies to achieve pleasant queue environment are:
 Queue Capacity: expanding which allows more customer to join done
by increasing lane, size or the length of queue designing line in zigzags
which would create delusion to customer that line is not long.
 Queue Environment: TV screens, Live Music
 Signage: length of the line is visible
 Secondary Queues: VIP queues or fast track queues.

Virtual Queuing
• It is digital process which allows the customer to enter the event through
their phones or the internet and await an alert that tells them when they
are nearing the front of the line
• They can make their way to event greatly reducing physical queuing time
at entrance which will increase the patience of the customers. E.g.:
Digital parking
Exit Strategy
• Techniques that ensure the safe exit of customers from an event also
include elements of queuing theory.
• The logistic planner should focus on effective exit process with various
alternatives such as two or more exit door with clear visuals.

4.6.4 Accommodation
• Generally it is for such events which would take more than a day.
• These are events that span several days or continue late into evening,
making travel home difficult or unnecessary. Such as test cricket match
• It is essential that the logistic manager considers the time taken to travel to
the site and efficiency of transportation links as well as weather the
available accommodation matches the needs and expectation of customers.
 4.6.3 Logistics planning folder

• Create a logistics planning folder /manual that can be consulted when on

site.
• Practice is on netbook or tablets, which access information to many and
update easily.

• Contents are:
• Contact list, including full contact details of all contractors and suppliers,
entertainment details and sponsors’ and exhibitors’ details. These should be
up-to-date and include mobile-phone numbers.
• Venue or site plan – several spare copies should be made.
• Project management plan. This could be presented as a critical path, a
timeline or a Gantt chart. It is essentially a checklist of everything that has
been done and everything that needs doing.
• Production schedule. This is a detailed schedule of all activities during the
day(s) of the event.
• Contracts signed with audio-visual suppliers, entertainment suppliers,
sponsors and venues will help to resolve any on-site disagreements quickly.
4.6.4 Event shut-down
• The event manager's job does not end as soon as the
customers have left.

Marketing and Gather

Promotion • Bills settled, Feedback • Invite for get
• Takes place together and
immediately • Collectpress accounts • From discuss.
clipping, issue balances. stakeholders,
, should be Financial
need for it. press release, evaluate
Incident review Reporting
Final financial
Reporting coverage control
Wash Up

Figure: The event shut-down process

4.7 MANAGING HUMAN
RESOURCE
4.7.1 Overview

• Vastness, pulsation nature and temporary nature of

organization in an event industry makes it a challenging job.

• Mainstream human resource management covers

conventional and focused on permanent organization.

• The focus in on practices and processes of effective staffing,

training, management and motivation of employees and
volunteers relates to event industry.
4.7.2 The event human resource challenge
• Difficulties posed by stakeholder requirements, tight timelines and
deadlines, limited resources and ongoing and constant change add
challenges on managing event human resource.
• Pulsating organizations nature is another one. Some challenging areas are:

1) Event Personnel
• Traditional view- event workforce treated mainly as a resource, events are
staffed by volunteers and primary focus is to source sufficient numbers of
volunteers. New context - that people are not just an essential resource for
an event, but a key success factor.
• Events as gatherings of people are conceived, designed and delivered by
people, for people.
• Additional consideration of people , process and physical evidence for
effective management.
2) Understanding event professionalism
• This recognition of the importance of hiring people with the right skills
and attributes became crucial to the fast-commercializing events
industry.

3) Establishing the desirable attributes of event personnel

• With the increasing demand for suitably useful event personnel have
come various attempts by the industry and academic institutions to
define and categories the desirable attributes of such workers in terms
of competences.
 4.7.3 Finding the right people
• HR planning for an event involves predicting gaps between the activities
and a suitable competent people and teams required to complete those
activities successfully.

• ‘Recruitment’ relates to attracting sufficient numbers of competent

candidates for a position, whereas ‘selection’ refers to the processes used
to appoint a person to that position. This process can be illustrated as
follows:
• State specific event need.
• Use appropriate recruitment and selection methods.
• Match suitable applicant to job.
• Review recruitment and selection processes and modify as required.
Consideration:
• Who fit into the job is a big question and the consequence of error may
affect on the whole event cycle.
• Not for a single event but also for future events.
4.7.3.1 Recruiting • Use recruitment agencies or manage
by in-house to ensure : attraction of
• For every event, there is a
suitable candidates, reduction of
need to attract, screen and unsuitable candidates, selection of
select adequately qualified suitable candidates, transition of a
workers through either a successful candidate to an effective
formal or an informal employee.
recruitment process, which
involves:
• Problems may arise specially in
• Determining the
vacancies event industry because of temporary
nature, geographical movement, the
• Sourcing strategy complexity of Stakeholder
• Preparing and publishing relationships and fluctuations in
information environmental factors.
• Processing and
measuring applications
• Notifying applicants
4.7.3.2 Designing event jobs
• Collection of information about tasks based on event concept and
plan.
• Prior to beginning the process of recruitment, the event planner
should complete an in-depth job analysis to assess the positions that
need to be filled. Obviously, the more
• The end result of the job analysis will be a list of job descriptions.

4.7.3.3 Clarifying job designs and descriptions

• Job description includes key information as:
• Job/role title.
• The event-related tasks and activities included in the job.
• Levels of responsibility and any departmental affiliations within the event
organization.
• Pay scale.
 4.7.3.4 Establishing applicant suitability
• Requirements of those who might fill the position.

a. Formal educational qualifications, event-related certifications (such

as first aid, criminal record checks, health and safety certifications
and so on, as required by the event and its predicted target markets.
b. Competences, including skills, knowledge and prior experience.
c. Any physical characteristics demanded by the role

• Each of these may be expressed in terms of ‘essential’ (minimum)

and ‘desirable’ requirements to avoid misunderstandings

• It Is important not to set required competence, skill, attribute and

qualification levels too high.
 4.7.3.5 Communicating event vacancies
• Trend is on internet based advertising, online portals, job recruiting
agencies and more importantly social sites are effective tools.

4.7.3.6 Screening
• Following the receipt of applications ,a process of screening
should be applied to eliminate unsuitable applicants and reduce the
numbers of less suitable candidates in favor of those who more
closely match or even exceed the particulars of the planned job
specification.

• It’s a subjectivity matter, but still can never be wholly avoided, so

the screening and elimination measures should be as clear and as
valid as possible.
 4.7.3.7 Selecting
• Selection methods should be • Because of the people-centered
chosen on the basis of a nature of events work, those
combination of the following involved in the selection process
factors: are likely to favor face-to-face
contact – ideally in a one to-one
• Selection criteria for the post to be
filled interview.
• Acceptability and appropriateness of
the methods
• Abilities of the staff involved in • Alternative methods like
selection application forms,
• Administrative ease telephone/webcam interviews,
• Time factors problem solving games,
• Accuracy references can be used.
• Cost
4.7.4 Formulating and conducting event induction and
acculturation
4.7.4.1 Induction

• Familiarization of new employee with team, organization, culture

and other aspects to promote effective adjustment and integration.

• In events, new-employee induction is crucial: it can safeguard

lives and ensure the health and welfare of customers, colleagues
and the employees themselves, primarily because of the intrinsic
dangers associated with many event sites and venues.
 Beliefs and assumptions
What does the organization do?
What business(es) is it in?
4.7.4.2 Organization What does it seek to achieve in the future?
Who are its stakeholders?
Culture and Events
Values
Stakeholders want from the business?
•Factors of Standards of behavior of the people associated with the organization?
organizational Personal and professional values?
culture gives each View progress’?
Norms
event a
How do the people associated with the organization commonly:
personality. • behave
• interact
• communicate
• implement/react to change?

Signs
Organizations often display outward indications of how they work, such as
employee uniforms or
visible price or service promises. How do such outward signs relate to or
contradict the above factors?
4.7.4.3 Team Building
• In a team-building context, the most effective approach will be
taken depending on the planned purpose
• Some event organizations take a psychological approach to the
construction of teams.
• Widely available psychometric tests can be used to assess the
personality traits of individuals, and these can be utilized as
early as the selection stage of the HRM process.
• Problem solving, decision making, creative design have
different requirements.
4.7.5 Developing effective communication with event workers

• Focus on management of the ‘employee voice’

• Effective communication requires the organization to:

• Develop shared understanding proactively

• Focus on the needs of others and predict their questions
• Clarify points outside of meetings.

• And attention should be paid on using appropriate levels of

formality, media and style.
4.7.6 Event employee learning and development

• The event organization will be required to facilitate various

degrees and types of employee development in order to
maximize performance.

• Besides formal training programs, event employee are

encouraged to learn and improve continually.

• ‘Learning cycle’ can be applied to the events industry as:

1. Identify development need.
2. Design development activity.
3. Carry out development.
4. Evaluate development.
4.7.7 Motivating, maximizing performance and
retaining employees
• Motivators arising from intrinsic aspects of the job itself (e.g.
Challenging work, recognition, responsibility) that give positive
satisfaction; or
• Hygiene factors (e.g. Status, job security, salary and fringe
benefits) that are extrinsic to the work itself and do not give
positive satisfaction, although dissatisfaction results from their
absence.

• Event volunteer are crucial for event success which are

motivated by intrinsic values.
4.7.8 Remunerating staff
• Remuneration relates to the total benefit to a member of staff; it
therefore includes more than simply ‘pay’ for a job done.

• Event managers need to consider their chosen reward strategy

for remunerating employees carefully.

• Reward package, costs and whom to reward is equally important

to consider.

• Bonuses and commissions like payments are uncommon in the

industry whereas travel, hospitality tickets can be used.
Event Finance And
Marketing
 Course Content:

Event finance Event marketing

 Concept  Introduction to
 Financial planning and control event marketing
 Usage of event finance  Event marketing
information planning
 Budgeting and events  Event sponsorship
 Budgeting as logically  Marketing process,
sequenced planning process communication and
 Common method of budgeting public relations.
 Applying budgeting
 Comparing actual and
budgeted performance
 5.1Concept:
 The need of finance knowledge for an event manager is to be
able to answer two fundamental questions.

 First, is the selling price higher than the cost? In other words, will the
event bring in more money than it pays out? Or, is the event going to
make a profit?

 The second question all events must answer is: can this event continue?
In financial terms, this question relates to the event's ability to pay its
creditors. Many events will never take place due to an inability to meet
these obligations because they have not considered cash flow and run
out of money to pay creditors before the event can generate revenue.
 To understand, communicate and use financial information, it’s a
need to have a basic knowledge of financial terminology.

 Financial accounting is the term used to describe the system for recording
historical financial transactions and presenting this information in summary
form.
 Management accounting is the term used to describe more forward
looking financial data for planning, decision-making and control purposes.
 Income statement – a summary of actual income and expenditure
 Balance sheet – a snapshot of a company's financial position at a specific
point in time
 Assets – those things of value that a company owns
 Debtor – an individual or organization that owes the company money or
service
 Creditor – an individual or organization to which you owe money or
service
 Depreciation – the decrease in value of assets over time.
 5.2 Financial Planning and Control

 The concept behind financial management is not the simplistic

idea that you need to manage profit, but, more importantly,
how to monitor, evaluate and control the income and
expenditure for an event.
 Necessary understanding of the costs of the products and
services that they offer is must.
 Exercising sound financial planning and control is of
fundamental importance in running a successful event. It is
essential to plan, budget and monitor finances throughout the
planning and execution.
5.3 User and Usage of Financial Information

User Group Area of Interest

Event managers Managers require financial information so that they can

make present and future plans for the event and see how
effective their decisions have been.

Trade contacts (e.g. Suppliers and other trade contacts need to know if they
suppliers) are going to be paid on time by the event organizer.

Providers of private Banks and other lenders of finance need to ensure that
finance (e.g. banks and so any loans and interest payments are going to be made
on) on time before they lend money and during the
repayment period.
Continue..
User Group Area of Interest
Providers of public Funding bodies will want to ensure that their funds are
finance being used for the appropriate purpose and that those
funds are helping to meet their performance objectives.
Tax authorities The tax authorities require information about the
profits/surplus of the event so that they can work out
how much tax the organization owes. They also need
details for VAT and employees’ income tax.
Employees/volunteers Organizations' employees and volunteers often wish to
know whether their jobs are safe and that they are
going to be paid on time or that the event is likely to go
ahead.
Spectators It is normal for spectators to know if goods/services
purchased are going to be delivered/provided.
 5.4 Budgeting and events
‘the overall plan of a business expressed in financial terms’.

 Budgeting is a subject area to plan, make decisions and exercise

control.
 Organizational business planning can be summarized as an analysis
of four key questions:
1. Where are we now?
2. How did we get here?
3. Where are we going?
4. How shall we get there?

 Defining these question in financial terms is the analysis.

5.5 Budgeting as a logically sequenced
planning process
 Planning, decision making and control function is reinforced
by viewing budgeting as a systematic process.

Define Objectives
Audit Resources
Operationalise Strategy
Allocate Responsibility
Prepare Budget
Approval Of Budget
Implement Budget
Measure Budget
Act To Control Event
5.5.1 Define Objectives

 First step of planning is: ‘In monetary terms, what

are we trying to achieve?’
 Objectives will vary according to the nature of the
business, but need to have certain qualities.
 Two Popular mnemonic to set objective: SMART or
MASTER
 Specific - Specific as possible.
 Instead of: I want my event to be more successful
 Use: I want my event to generate more revenue than last year

 Measurable – Quantitative measures.

 Instead of: I want my event to generate more revenue
 Use: I want my event to generate 100% more revenue than last year

 Achievable- Assignable, Realist, resources to meet the goal.

 Instead of: I want my event to generate 100% more revenue than last year
 Use: I want my event to generate 30% more revenue than last year

 Relevant – Priorities focused

 Instead of: I want my event to generate 30% more revenue by selling t-shirts
 Use: I want my event to generate 30% more revenue from ticket sales

 Time Bound - Goals need a deadline.

 Instead of: I want my event to generate 30% more revenue
 Use: I want my event to generate 30% more revenue from ticket sales in the next 6
months
5.5.2 Audit Resources

 The audit of resources is a ‘reality check’ on the

objectives.
 If any discrepancy then,
1) Revise Objective 2) Enhance the resources

5.5.3 Operationalise strategies

 The budgeting process evolves to consider the day-to-day tactics
to be used to meet the objectives.

Like Marketing plans, customer hospitality, sales areas, office

hours, distribution channel settings etc
5.5. 4 Allocate responsibility

 Allocating organization’s staff to met its objectives.

 Its all about who is going to do what and by when.
 Also guides for performance appraisal
 Managing volunteer is crucial as hard to identify what they
good at.
5.5.5 Preparation of budgets
• When preparing a budget there are two important considerations:
namely, how much income or expenditure; and when the income or
expenditure will occur.

•Which will guide to plan appropriate resource at right time,

negotiating, rescheduling expenditure.
Preparation of budget is a continuous process and it
need to be revised by following ways:

1) Increase revenue and keep costs constant. E.g.: Increase

price or increase demand
2) Decrease expenditure and keep income constant. Like
reducing quality, cut off plans.
3) Increase income and decrease costs, as 1 and 2, above,
are not necessarily mutually exclusive.
4) Alter the financial outcome required. For example, an
annual profit of $2.9 million rather than $3 million.
5) Change the overall business objectives. For example $2
million form ticket sales and $1 million form t-shirt sales.
 5.5. 6 Approval of Budget

 After a acceptance match between organizational objective and

financial objective a formally communicated line is approval of
budget.
 Good practice is to formalized in the minute of board of
organizing committee.
 Advantage: Performance evaluation, accountability, Provides
concentration area.

5.5.7 Implementation of budgets

• Date when it would be effective from
•Approval should be on prior to implementation date.
5.5.8 Measurement of performance
 Once the budget is operational, it is essential that periodically
(monthly, or weekly), a check is made of how the organization is
actually performing, compared with how it planned to perform.
Management accountants use the mnemonic CARROT for feedback
purposes.
 Concise – Information needs to be to the point.
 Accurate – Feedback should be error free.
 Reliable – Similar to ‘Accurate’, the same results of an actual versus budget
comparison should be obtained if different people carried out the analysis: that is,
the source information is robust.
 Relevant –feedback should be presented in terms that are relevant to the
intended recipient.
 Objective – Feedback should be concerned with verifiable factual evidence and
not with individual interpretation of findings.
 Timely – Should be in sufficient time so that would be valuable.
5.5.9 Taking action to control the event
 The final stage of the budgeting process is to use the information to
inform the direction of the organization.

 It is highly unlikely that there will be a perfect match between

budget and actual comparisons, If its out of control, then proactive
management action may be needed.

 If performance is considerably ahead of target, it may be prudent to

revise targets upwards. If there’s shortfall in performance, then
corrective action may be needed like increase sales, reducing price
to stimulate sales, improving the quality of sales, cutting costs to try
to maintain profit margins.
5.6 Common methods of budgeting
 Methods of budgeting refers to budgeting
processes and behavioral aspects of
budgeting.

 Two common ways in which budgets tend to be

compiled.
Continuation
budgeting
Zero-based budgeting (ZBB)
 5.6.1 Continuation budgeting
This Next
 Continuation budgeting refers to Income Inflation
year year
situations whereby the business Ticket Sales 200 5% 210
objectives of an organization do not Sponsorship 100 5% 105

change significantly from one

Merchandise 50 5% 52.5
financial period to the next. sales
 If no significant changes on cost and Total Income 350 367.5

prices, there is no point wasting time Expenditure

Venue 240 5% 252
and resources on a more Design
complicated approach to the event's Marketing 20 5% 21
finances. Exp
Adminsitrativ 30 5% 31.5
 Also referred to as ‘incremental’ or e costs
‘decremental’ budgeting. Total 290 304.5
Expenditure
Net Profit 60 63
Advantage:
 Simple and easy to understand.
 It is an effective use of resources if business objectives, infrastructure and
strategies have remained unchanged.
 It is quick and easy to update figures.
 It requires fewer staff resources and cost effective.

Disadvantage:
Overall rate may not be practical to all industry and in all areas.
Continuation budgeting does not encourage growth in real terms.
Changes may be occurring within the market place which demand a
response, such as the application of internet technology and e-marketing.
No consideration of other factor beside increment and decrement.
 5.6.2 Zero-based budgeting
 A method of budgeting which starts with the priorities of an organization
and allocates resources to those priorities according to their order of
importance.
 More analytical approach rather than starting with last year's budget.
 Some zero-based budgeting questions might be:
1. What is the purpose of this expenditure?
2. On what will this expenditure be made exactly?
3. What are the quantifiable benefits of this expenditure?
4. What are the alternatives to this proposed expenditure?
5. What would be the outcome of cutting this expenditure completely?
 It makes an implicit assumption that people within an organization act
rationally and priorities business objectives rather than personal agendas.
 More rigorous way of questioning existing business practices than simply
accepting and continue to do so.
5.7Applying budgeting to worked examples

 Event organizers should report a summary of their financial

transactions in two, or sometimes three, standard formats:
 Income statement – Measurement of financial Performance
 Balance sheet – Measurement of Financial Position
 Cash-flow statement- Change in cash availability position.

 Monthly basis is good one or seasonable or quarterly

because sum up the year would not give insights.
 Give direction to the need of cash and management.

 Series of notes along with number would give meaning.

 5.8 Comparing actual and budgeted performance

 The ultimate purpose of budgeting is to assist managers in the

planning, decision-making and control of a business. To achieve this
aim, periodic comparison of actual performance compared with
planned or budgeted performance is required.
 ‘Actual’ income and expenditure refers to entries supportable by
documents.
 ‘Incurred’ (or committed ) relates to that has been made, but not billed.
 ‘Total’ is simply the sum of the ‘Actual’ and the ‘Incurred’ columns.
 ‘Budget’ refers to the approved budget for a given financial period.
 ‘Variance’ is the difference between the ‘Total’ and the ‘Budget’.
 ‘Direction’ is a reference to whether the variance is favorable (F) or
unfavorable (U).
 ‘Note’ is a cross-reference written explanation.
Event Marketing
 5.9 Event Marketing
 Event marketing is: ‘the process by which event managers and
marketers gain an understanding of their potential consumers’
characteristics and needs in order to produce, price, promote and
distribute an event experience that meets these needs and the
objectives of the special event’

 Marketing must be viewed as a discipline that is important before the event

takes place and as one that is used during the event and after it has finished.
 This is sometimes known as the ‘3es’ of event marketing – entertainment,
excitement and enterprise to make interesting, memorable and exciting.
 Event marketers should differentiate between events that target consumers –
b2c – and those that are aimed at business or trades – b2b – as these
groups may have different motivations for attending.
 5.10 Event Marketing Planning
 The most effective way for an event manager to
coordinate the marketing activities for their event is to
develop them within a marketing plan.

 The key purpose of the marketing plan is to identify the

current situation in which event organizers find
themselves and then to map out a path for the events
management team to follow.
McDonald's marketing planning process
 5.10.1 Expectations of event attendees

 As the event market becomes more competitive,

and more events take place, it is critical to
understand the demands and expectations of
attendees.
 Justify giving up time and money to attend,
service quality expectations.
 SERVQUAL model is the best practice to know the
expectation. – Reliability, assurance, tangibility,
empathy and responsiveness.
5.10.2 Market research for events
 A well-constructed and –tested questionnaire allows a sample of
people to give important feedback about all aspects of the event,
and it can be the basis for producing meaningful research data to
help guide decision-making.

Observation as a research method:

 Attending an event and taking notes about customer behavior or
their interaction with the event is another way of researching
events.
 it is important to be aware of the ethical guidelines concerning this
type of research and should not impact enjoyment.
Secondary research
 The key starting point for research data about the events market is
published or secondary data in journal or book form.
 5.10.3 Stakeholders
 Along with consumer, stakeholder of an event are also a key person.
 Stakeholder- Someone who might be affected by the event.
 The key to successful stakeholder analysis is not only to identify the most
important groups but to manage communication with them and consider which
messages are sent to them.
Stakeholder groups Most appropriate means of communication
Local government Written report to the Planning Department and a meeting to
Planning Department discuss the impact of the event in the chosen area.
Governing body for the Letter Meetings Report of previous event
event
Local community Local newspapers Radio stations, Local television station
Leaflets, letters and brochures
The media Events management journals Local newspapers Local TV
Websites
5.10.4 Segmenting the events market and why
people attend
 General assumption is that people are attending an event for the
same reason, research shows that attendees often have different
motivations and come from a range of backgrounds.

 By applying the principles of market segmentation, event

managers can divide their attendees into clearly identifiable
groups, ideally starting with their motivation for attendance.

 Capturing data about the social group, age and marital status is
basic demographic information, but this is a useful starting point
for segmenting events.
5.10.5 Event objectives

 A simple objective might be to achieve a 70 per

cent level of satisfaction with the event, which can
be measured by a survey of a sample of those who
attended.
 5.10.6 Event marketing mix
 Events also have different characteristics, such as
intangibility, inseparability, variability and
perishability, which makes 7p’s of marketing mix
complicated.

 Branding - Developing a recognizable brand and

improving brand image are critical for event planners.

 Event pricing : Break-even analysis, Demand oriented

pricing and all inclusive.
5.10.7 Event distribution channels
 ‘Place’ is where the event experience is delivered and
also where the distribution of tickets takes place
 Tickets along with information should be of focus.

5.10.8 Event promotion

 Message, medium, language, style, Duration,
cost and outcome.
5.10.9 E-marketing and internet marketing
 It is important to clarify the meaning of the terms ‘e-marketing’ and
‘internet marketing’, as they are often used interchangeably.
 Internet marketing is ‘achieving marketing objectives through applying
digital technologies’, which include web-sites, e-mail, wireless or mobile,
and digital television. E-marketing refers to all of these too, but also to
‘digital customer data and electronic customer relationship management
systems’.

 Areas to focus are:

 Information strategy – knowing what information the customer needs and providing
it.
 Production/delivery strategy – knowing how the product or service (including
information) can reach the customer
 Organizational strategy – what needs to happen in the business to enable
everything else to happen for the customer.
 Assessment strategy – a way of monitoring success and failure.
 Marketing strategy – focusing on customers to steer al of the above in the
direction the company needs to follow to achieve its aim.
 5.11 Event sponsorship
 Sponsorship is: ‘a business relationship between a provider
of funds, resources or services and an individual, event or
organization which offers in return rights and association
that may be used for commercial advantage in return for
the sponsorship investment’.
 Some sponsorship managers have changed their job titles
to ‘relationship manager’ or ‘partnership manager’, to
demonstrate the increased importance of their role. The
practice of sponsoring events is well established.
5.12 Major focus of event sponsorship:

 Attracting sponsors
 Developing the event sponsorship plan
 Setting event sponsorship objectives
 Preparing the sponsorship proposal
 Creative sponsorship strategies
 Evaluating event sponsorship
 Building loyalty and sponsor networks
 Ethical and legal considerations in event sponsorship
5.12.1 Attracting Sponsors
 The ultimate goal is to make event more viable and success. Value of
sponsorship depends upon:
 How much coverage will the event receive in the media (press, radio,
television, web)?
 Who will be taking part in the event?
 Who will attend the event?
 What, in particular (value), might the sponsor gain by supporting this
event?
 What help could be provided to make the partnership a success, e.g- Staff
 Media coverage is the biggest drive while sponsors are interested in
and most importantly reaching through electronic means.
 An event organizer should always ask the question, ‘What can I do for
my sponsor(s)?’, not ‘What can the sponsor(s) do for me?’
5.12.2 Developing the event sponsorship plan
 It starts with what the event can offer a sponsor and the likely cost of
the deal.
 A useful starting point is to produce a list of the costs of the event to
see where it might be better to secure sponsorship in kind.
 It is crucial to research potential sponsors and find areas of mutual
interest
5.12.3 Setting event sponsorship objectives
 Appropriate objectives would also outline the benefits of sponsorship
deal.
 Most of the objective relates to awareness, demonstrate, brand image,
exposure, and sales.
 Multiple objective can be achieved on a same deal so should focus on.
5.12.4 Preparing the sponsorship proposal
 Communication tool that illustrates benefits of sponsoring the event
with cost in term of both cash and kind.
 It should also explain better return on their investment through
sponsorship than traditional advertising or sales promotions or any
other form of promotion.
 Major content of sponsorship proposal are:
 Exclusivity – Proposed sponsor to be the only one from their
product category.
 Television – Specify the minimum amount of TV coverage for the
sponsor.
 Signage – State how many signs the sponsor will be allowed to
place at the event.
Major content of sponsorship proposal continue..

 Entertainment – Indicate how many hospitality options and free

tickets are included in the deal.
 Display/merchandise – Indicate which merchandise options are
available to the sponsor.
 Promotions/public relations – List the sponsor's access to event
promotions and PR activities.
 Advertising – Detail how the sponsor's logo will be used in event
advertising.
 Cost – How much the deal is worth and when the money should
be paid.
5.12.5 Creative sponsorship strategies
 Early sponsorship deals were secured as a result of personal
preferences within the sponsoring company, rather than for commercial
reasons.
 Many successful sponsorship deals now involve ‘activation’ which is
“sponsor – Review result and again Sponsor”
 Some Examples:
 Some of the biggest sponsorship deals are now struck over naming rights
of venues. For instance, the Sheffield Events Arena was recently
sponsored by a local radio station and is now called the Hallam FM
Arena.
 When the National Westminster Bank sponsored cricket in England, it
used a corporate social responsibility strategy to try to position its brand
at the heart of the community. It designed a ‘Cricket Community’ road
show which invited local children to try cricket for the first time, with
research showing 85 per cent of people thought that it had encouraged
more children to take up sports.
 5.12.6 Evaluating event sponsorship
 Evaluating the effectiveness of sponsorship shows sponsors that their
main objectives have been met, and hopefully exceeded.
 One of the most important techniques for assessing the impact of a
sponsor's activities is to measure the amount of publicity generated by
the following way:
Aim of Sponsorship Techniques for measurement of effectiveness
Increase awareness level of Survey to measure percentage recall of the sponsor's involvement
product/services with the event
Media exposure measurement
To demonstrate new or Feedback from participants or attendees to gain their views
improved products about new products shown in sponsorship
To improve company image Collect of press cuttings and record number of mentions and the
audience or readership of the media where cuttings appear
To create a global identity Measure the impact of media coverage on a global basis
 The most frequently used measurement is the advertising
equivalency of publicity (AEP).

 The exposure of the sponsor's brand on television is measured

against the cost of buying the same amount of time in a TV ad.
 If, for example, Euronics sponsors the Ideal Homes Exhibition, which
is then featured on television, the amount of time that the sponsor's
name appears is recorded. If the brand name appears in a prime-time
television show for thirty seconds, then the AEP is the same as a
thirty-second advertising slot during that program . If the cost of
placing a thirty-second advert is £40,000, then the AEP is £40,000.
 Similarly, if the brand name appears in a half-page story in a
magazine, and the cost of a half-page advert is £5000, then the AEP is
£5000.
 Clearly, the simple appearance of a brand name does not have the
same impact as an advert, but it is a recognized form of
measurement.
 5.12.7 Building loyalty and sponsor
networks
 Sponsors do not always continue to sponsor the same event, if the
principal aim of the deal was achieved or if the sponsorship has not
delivered the expected benefits.
 Event managers must take this into consideration and develop effective
working relationships with their sponsors.
 Some ways to do so are:
 Annual report with feedback about the impact of the sponsorship deal, and
collaborate with the sponsor throughout the year.
 Other, more innovative ideas are to hold a party for the sponsor to celebrate
the relationship and to give gifts, such as signed photographs or other tangible
mementos of the event.
 In some cases, encouraging staff and participants to buy the sponsor's products
is a simple way of rewarding the sponsor for their investment.
5.12.8 Ethical and legal considerations in event
sponsorship

 Event manager must analyze the sponsorship impacts

on brand image.
 Equally should beware of the danger of negative
publicity and ambush advertising.
 Some questionable areas like:
 Waiwai Sponsoring School level events ?
 Cococola on Inter School level football event?
 Gurkha Beer on Cycling?
End of Chapter 5
Event In
Different
Sectors
 Course Content
 Cultural events
 Sporting Events  Introduction
 Introduction  Types of cultural events and
 Impact of sporting events festivals
 Managing sporting events  Programming cultural events
 Marketing sporting events  Marketing
 Mega Events  Consumer
 Introduction  Public role and impacts
 Cultural, Political and  Corporate Events
 Mega Event Periods  Introduction
 Mega Events Sports and tourism  Factors influencing corporate
 Events in public and third events
sector  Types in details
 Event producing sectors and their
role
 Sporting events : Overview
 The history of sporting events is unclear, as the first events began
more than 2000 years ago.

 There is evidence of these occurring in ancient Greece, China and

Egypt, with the first Olympic Games held in 776 BC (Masterman
2009). The first modern Olympics took place in Athens, Greece, in
1896.

 The scale of sporting events varies from the small local event,
attracting only a handful of competitors and maybe no spectators at
all, to the mega-event that is open to billions of people around the
globe.

 sporting events vary in terms of number of participants, total media

coverage, value of sponsorship deals, total running costs, management
type and the distance travelled by the participants.
 Typology of Sporting events
Size of events Characteristics of events
Local For example, school sports day
Restricted to local entrants, Usually well established, no major cost and
covered locally, local media coverage.
Regional For example, regional baseball tournament
Restricted to a region, counties or states, Sponsorship is usually rare,
might cover media sometime. Cost covered self.
National For example, national ice-skating championships
Open to all clubs/individuals based in one country, Organized by a
national sports body and financed by the entrants, Sponsorship linked
to a recognized national brand, More media coverage than a regional
event.
International For example, Berlin Marathon
Open to a number of countries but cost to entrant determines the level
of international involvement, Organizers mainly part time, with
support from volunteers, national media coverage.
Mega (Global) For example, Olympic Games
Participants travel from many countries, Organizing committees are
usually full time or on long contracts, with high volunteer involvement
Sponsorship is high due to increased media coverage on a global basis
and Revenue-generating opportunities are considerable
 Impact of sporting events
Social impact
 There are a number of ways in which a sporting event
can impact on a local community, either positively or
negatively.
 Like inconvenience for local residents as a negative
impact whereas number of positive impact will
outweigh its drawbacks like entertainment, promote
venues.

Economic Impact
 Employment, Infrastructure development, Expenses
made by visitors.
 Management of Sporting Events
1. Management of Participants

 Role of participants is sometimes taken for granted, yet in an

increasingly competitive sporting event environment, there is
increasingly strong competition for future competitors.

 As an event management team needs to take some aspects in

consideration when managing participants:
 Develop a player-friendly event so that participants have a
positive experience. And more likely to come to next event.

 Think about the timing of the event and how this fits into the
participants’ timetables. Avoid clashing with a competitor's event.

 Consider whether the family and friends of the participant should

be looked after.
  Organize a player-friendly party either at the beginning or at the
end of the event
 Can they be given souvenirs or gifts, or at the very least
photographs, as reminders of the event?
 Use contracts to protect the event and the participant.

 Another one of the biggest issues facing sporting event

organizers today is the managing participants’ drugs and
alcohol consumption.
 In a survey carried out for the 2004 Olympics, 75 per cent of the
athletes admitted taking supplements or medicines three days
before competition , with as many as 20 per cent of these
competitors taking five or more supplements.
 Much easier to identify with random tests on players to see if
they are under the influence of alcohol.
2. Safety at sporting events
 It is the duty of the event manager to ensure that everyone at
the event remains safe both attendees and employees.
 The consequences of excitement , disaster at stadium and
threat of terrorist attack are some of the safety issues.
 Follow up on the safety guidelines is must.

3. Crowd management
 No restriction on alcohol consumption at sporting events
makes difficulties for crowd management.
 In a survey of football supporters in Scotland, it was found that
around 20 per cent of all casualties recorded at matches were
related to excessive drinking.
 4. Violence and racism at sporting events
•Although the number of incidents has fallen significantly over
the past ten years, organizers must a be sensitive to the threat of
violence.
•Another recurring problem at some sporting events is racism.
Racist chants and taunts from opposition supporters, especially
in Eastern Europe.
Tennis players Serena and Venus
Williams suffered racist abuse at the
Indian Wells Tournament, California, in
2001. As a result, they refused to play in
the event for the next two years.

 A boycott of an event had a

significant impact on the success
of the tournament.
 Sporting events marketing
 The main difference between the marketing of normal goods
and services and the marketing of sporting events is that the
outcome of the latter is uncertain, meaning that the attendee
could view it as either the best or the worst event ever.

 However, the focus remains the same, to satisfy a range of

customers in the expectation.

 To do so event marketer must therefore identify the service

needs of attendees, understand those needs, and continue to
satisfy them along with other stakeholders.

 Why people attend sporting events ? To understand, the

attendees influencing can be broken down into three broad
categories: front room, back room and circumstantial.
Front room Back room Circumstantial
Does the general Is there a tradition of Are they attending with
atmosphere appeal to going to games? family or friends?
the attendee?
Are the right food and How easy is it to get to Are they interested in
drinks available? the stadium? live sporting action?

Is the venue clean? What is the parking Does the team have a
like? chance of winning?

Is the stadium well Is the game live on Has the team played
designed? television? well recently?

Is there any pre-match Will star players be Are there other games
entertainment? appearing? on television?

How good are the seats? Is there community

support for the team?
 Another important aspect on marketing is for segmentation and
targeting the need to identify the types of attendee.

 There are four broad categories of sports attendee:

 The most devoted- who attend frequently
 The moderates- who attend an average number of games
 The less frequent- who attend occasionally
 And the ‘new fans’ - who are relatively recent attendees at sporting events.

 All of these fans might claim to be loyal, but they consume sporting
events differently, so attempts to communicate with them should be
different, too.

 Different marketing techniques might then be devised to increase

the attendance based on the type of event attendee.

 Compiling a database of attendees will help the sports event

organizer to categories them much more accurately, and will
therefore enhance the efficiency of their marketing initiatives.
Mega Events
Introduction
 Definition - ‘mega-event’ refers to those events that take
place for a global media audience and/or that have
significant, long-term impacts on economies and
societies.
 Mega-events are distinguished by the immense scale of their
audiences, media coverage and their social and economic
impacts.
 Events on this scale are infrequent but usually periodical.
 Three major kinds of mega events are: cultural, political and
sporting mega-events.

1. Cultural mega-events
 These mega-events focus on the development and/or promotion of regional
or national culture.
 Examples include the Eurovision Song Contest, which involves a series of
regional and national events and finally a single international event, and the
European Capital of Culture program. Liverpool was awarded the title of in
2008.
 Winning the title helped to secure £4 billion in new investment for the city,
and hosting the year-long cultural festival generated £800 million in
revenue from 15 million visitors to cultural events and attractions and
estimated to be 300 million T.V audience view for opening event.
2. Political mega-events
 These events have increased in frequency and size with the
progress of globalization since the 1970s.
 The United Nations Climate Change Conference Copenhagen 2009 is an
example of this new kind of mega-event. This event brought together 15,000
delegates and 5000 journalists for eleven days in an attempt to reach a new
global agreement on the response to climate change. A total of 193 countries
sent delegates, and the event brought together political leaders and decision
makers with global levels of influence.

3. Sporting mega-events
 Sporting mega-events are the most commonly analyzed type in
the events management literature.
 Tournaments such as the Olympic Games and the FIFA World
Cup stand alone in terms of their attendance, media audience
and commercial activity.
 Mega-event periods
 Like all events, mega-events have a planning stage and
have impacts that extend beyond the life of the event
itself.

Pre Event Event Post Event

Period Period Period
1.The pre-event period
a) Competitive bidding

 The first stage in the pre-event period is when the decision is

made to stage a mega-event or, more commonly, to bid to stage
a mega-event.

 The period of competitive bidding will start well in advance of

the actual event itself generally 8 to 10 years.

 Follows number of stages and bidding file contains the details

about:
 Guarantees from the host city to the event owner.
 A profile of the host city, including:
 Demographic information Information on the
environment
 Economic information Political information.
 Plans for the content of the event.
 Plans for facilities, accommodation and transport.
 Plans for associated celebratory and educational events.
b) Resources
 A major task is assembling the required resources to make it a
success.
 The cost includes marketing, PR, staffing, premises, travel and
lobbying, acquire land, infrastructure development, human
capital management
 This funding typically comes from two sources: direct public
investment, and partnerships with the private sector.
 Three criteria to justify the massive public sector commitment
are:
 Events fit into accepted policy domains (culture, health, economics,
etc.).
 Public benefits are substantial (it is worth our while to get involved),
inclusive (everyone gains), and can be demonstrated or proved.
 There are rules and accountability for money spent and other actions
taken.
c) Public perceptions of mega-events
 The public perception of mega-events is affected by the
distribution of event impacts over the time either immediate
impact as job creation or a long term like increase in tourism.

 A key element of the management of mega-events in the pre-

event period, is the marketing of the event – not to potential
event tourists and attendees, but internally, to the population
of the host city and country.

 It is important to note that public perceptions of the decision

to host a mega-event are changeable and will be influenced by
the actual manifestations or otherwise of benefits associated
with the event. Like pride and optimism at the beginning, then
uncertainties and concerns later on and happy and success after
completion.
2. Event Period
 During a mega-event, the organizers will be required to carry out a
vast number of functions.
 Three areas of management that are of particular significance to
mega-events during the event period: volunteers, global media and
security.
i. Volunteers
 Mega-events make use of volunteers on a huge scale.
 Motivating factors to be an volunteers are : altruism, social benefits,
career benefits, a sense of challenge, volunteering as a form of ‘serious
leisure’, community pride.

Fig: Volunteering developmental stages

ii Global media
 Sports–media–business alliance with new communications
technologies, professionalism and commercialization offer a
huge economic opportunities on successful management of
mega events.

 Today's focus on non traditional networks.

iii Security
 To understand the security implications of hosting a mega-
event, it is necessary to examine why events are often targets
for acts of terrorism or protests.
Four reasons for why events become targets:
 Location – Events are necessarily held close to major
transportation routes and population centers.
 Economic – Disrupting events can cause significant damage to
tourism and other business activity.
 Media – The media will already be present on site, leading to
increased reporting of any attack.
 Anonymity – The presence of large numbers of attendees at an
event makes it likely that terrorists can remain anonymous in a
crowd.

 In general, host cities relies heavily on techniques such as

surveillance, behavior and attendee profiling, use of
private security firms, spot checks of citizens’
immigration and citizenship status etc.
3. Post Event Period
 The post-event period is the longest and most complex to
analyze because it has no definitive end point.
 It is therefore necessary to differentiate three separate
time-frames within the post-event period.

Legacy
period
Intermediate 5+ years
post event
period
2- 5 years
Immediate
post event
period
0-2 years
 Immediately following the mega-event period, a number of short-
term effects will occur like drop in local employment, volunteering
opportunities, over supply of tourism market or the not needed
infrastructure. Some impact on sponsorship money, merchandising
income and ticket revenue.
 The intermediate post-event period is when the impacts of hosting a
mega event can become clear. This will also have an impact on
financial, physical and social aspects of the event and also become part
of the political discourse in the host city.
 The legacy period is the most politically charged aspect of the post-
event period for a mega-event.
 Planners and politicians alike view the hosting of a mega-event as a way
to fast-track processes of urban development and economic
restructuring that would normally take place over much longer time-
frames.
 Alongside these instrumental legacies of a mega-event are the intrinsic
legacies for further socio-economic targets, such as rises in
employment, educational achievement and social cohesion
Mega Event Tourist
 Mega-event tourism can be defined as tourism activity
generated either directly or indirectly by the presence of a
mega-event within a location.
 The major direct economic driver is tourism.
 Tourism that is directly generated will include attendance at
the event itself and visits in the pre- and post-event periods
that are motivated by a desire to encounter the event in its
development or legacy phases.

 Pre-event period tourists

 These tourists have been attracted to the destination due to
the increased media coverage of the destination resulting
from it becoming a mega-event host.
 Event period tourists
 Tourism flows in the event period can be positive, negative or
neutral.
 The scale of the event means that it has implications for
understanding the behaviors not only of event tourists directly but
of all potential tourists to and from a host city during the event
period.
 Post-event period tourists
 Hosting a mega-event generates both tangible and intangible
tourism legacies.
 The intangible tourism benefits include enhancing or developing
the image of the city, and increasing and improving tourism
industry skills within the local economy.
 The tangible benefits for the tourism industry include an increased
accommodation supply, improved visitor facilities and transport
infrastructure, and new visitor attractions.
 Many mega-event tourists are cultural tourists who seek new
cultural experiences associated with a mega event.
 Introduction
 Mainly, three groups of event organizers in each of the private, non-
profit and government/partnership groups.
 The private sector has been the focus of the majority of event
management textbooks, dominating the literature with discussions
of profitability and revenue management
 Event by third sector often do not embody the same characteristics
of planning, design and management as their for-profit sector
counterparts.

Public Sector Private Sector Third Sector

• Central Govt. • Private companies • Volunteer group
• Regional/local • Corporation • Charity
govt. • Individuals • Social Enterprise
• Govt. Agencies seeking for profit
making
Public Sector
 The public sector refers to those organizations that are either in
the direct control of government at the national, regional or
local levels, or receive their core funding from public finances.

 Public sector events will differ fundamentally in terms of their

content and design. Major involvement on sector like health,
education and welfare.

 The role of the public sector in event management:

a) Venue d) Funding
management e) Event
or ownership organization
b) Regulation f) Marketing
c) Service
provision
a) Venue management or ownership
 In many locations, especially outside regional metropolitan centers,
event venues can be publicly owned. Local government is often the
owner of theatres, arts centers, community facilities, and parks and
streets where events are staged.

b) Regulation
 The public sector also has an interest in monitoring and
regulating the negative impacts of events, which it does
through licensing and permission.

c) Service provision
 Services for the maintenance of public space, transport,
utilities provision and the emergency services – all of which
must be in place for the smooth running of an event.
d) Funding
 Direct and indirect funding. Direct funding involves the finance
necessary for the production of an event. Indirect financial support
to the wider events industry like event professional trainings,
education programs.

e) Event organization
 In some cases, public sector organizations are directly responsible
for producing events. But usually supported with resources.

f) Marketing
 Direct support from the public sector for destination marketing and
tourism promotion.
 Events, especially cultural events and festivals, are becoming key
elements in destination marketing.
Events in the public sector
 Governments can use events to gain control of specific agendas in
the public eye, build support for policies and programmers, and
deliver on specific policy objectives.
 National governments take responsibility for major international
and political events, occasions of state and national celebrations .
 Local government has responsibility for place-making, destination-
branding, generating inward investment, reducing out-migration
and community cohesion.

 Local authorities deliver a wide range of events, broadly

categorize as:
 Networking events
 Conferences
 Festivals and other celebratory events
 Cultural events
 Information and consultation events.
Information and consultation events
 Events to inform the public about new projects or initiatives
and to produce a dialogue with citizens that can inform the
development of these areas, which varies in scale.

 This is especially important in the planning of large and mega-

events as to convince community and not to face objection and
resistance.
 Major types are:
 Information provision events
 Most common, with limited forms of interaction with conveying
large amounts of information to a wide audience.
 They can be repeated and can be mobile, at a low cost.

 Public hearings
 At public hearings, evidence is presented to the public, along
with expert advice, and at the end decisions are taken by a
representative body, such as a court or council.
 Consensus-building events
 In consensus-building events, the public are brought into the
decision making process and can influence the outcome of the
decision.

 Citizens’ jury
 In a citizens’ jury, selected members of the public are asked to
represent the views of the community as part of the decision-
making process.
 Communities are often also consulted in ways that do not make
use of the interactive possibilities offered by events, such as
through postal, telephone or web surveys.
The impacts of public sector events
 Economic implications

 In small scale these implications may limit to individuals or

public bodies, but with large and mega-events, the
consequences may affect national economies and the future
delivery of public services.
 Some negative impacts of a mega-event are consumer price and
land price inflation, tax increases, the mismanagement of funds
and the costs associated with corruption.

 Developmental implications
 The public sector will normally be engaged in the development
of particular locations by the principles of sustainable
development.
 Like poverty reduction, educational attainment and public
health improvements .
 Political implications
 Staging or financing events to support a particular policy
or political agenda can work in favor of the public sector
or against it, depending on the success or failure of the
event.
 In addition, a non-political event can have political
implications if it is seen not to have produced good value
for money.

 Social/community implications
 Many events are produced or supported by the public
sector because of the positive impacts that they may have
in such areas as community cohesion, social inclusion,
local pride and identity.
 Events in the third sector
 Between the private and public sectors, and often bridging the two in
practical terms, is the third sector. Known historically as the ‘charitable’
or ‘voluntary’ sector.

 Third sector organizations operate in the same social and economic

climate as any other form of business.

 Many third sector organizations channel public sector funding to the

community level, delivering services in communities, and increasing
numbers of them engage in forms of social enterprise – generating
profitable business for socially sustainable ends.

 Third sector organizations carry out three main roles in the event
industry:
1. Venue management and ownership
2. Service provision
3. Event organization
Venue management and ownership
 Third sector organizations, such as charities, community organizations
and social enterprise, can own and/or manage event venues.

Service provision
 Within communities, third sector groups can provide services relating to
neighborhood management, crime reduction, the maintenance of public
space and youth work that help to create a stable and secure environment
for events.
 In addition, they can provide direct services, such as catering, volunteers,
and advice and consultations. well-being

Event organization
 Third sector organizations stage events to gain publicity for their social
goals, to raise funds, and/or for training and networking purposes.
 The third sector is very diverse, including everything from international
non-governmental organizations (NGOs) to small local campaign groups
Other not-for-profit events
 Political and state events
 Political events are held by political organizations and governments. They
include party conferences, protests, trade union meetings and policy
launches.
 These vary in scale from local to large scale as demonstrations against
meetings of the G20), to local-level activist group meetings.
 Specific challenges are with very high media profiles issues of media
management, political and cultural relationships, crowd management and
security.
 Faith events
 Faith events are diverse in size and reach – from intimate meetings of a few
individuals, to organized faith services and celebrations, to the largest
single event in the world in terms of attendance: the Hajj in Mecca, Saudi
Arabia.
 Faith events often play a key role in the lives of individuals and families,
marking significant life events such as births, deaths and weddings.
Introduction
 Corporate events are produced by or for businesses, with
a primary purpose of supporting business growth.
 Corporate events are broad, and can encompass many
other kinds of events. Broadly as business-to-business
(B2B) and business-to-customer events( B2B ).
 The corporate events industry has seen the most
significant growth over the last two decades. The growth
factors are:
Internal External
Increasing corporate visibility Globalization of markets
Driving sales Municipal promotional strategies

Improving staff morale Technological advances

Broker relationships between firms Developments in travel

Categorization
 Categorized as MINCE:
1. Meetings and conferences
2. Incentives
3. Networking events
4. Corporate hospitality
5. Exhibitions and trade shows.
1. Meetings and conferences
 Meaning:
 A conference is ‘a participatory meeting designed for discussion,
fact-finding, problem solving and consultation, with a specific
objective in mind.
 Conferences vary in size, length and content. Often supported by
sponsors, and they can be either one-off events or held
periodically.
 They are professionally organized and predominantly fee-
charging, with a speakers and activities.
 Characterized by their focus on business, trade or politics, so they
are b2b rather than b2c.
  Meetings are less formal gatherings but they are still an important
component of the corporate events industry.
 Meetings tend to be smaller in scale than conferences, which gives
each attendee a greater opportunity to contribute to the agenda,
debate or discussion.
 Key issues
 There are four key components in the organization of
successful conferences and meetings:

Programming

Conference
Marketing/
&
Sponsorship Audience
Meeting

Venue
 Key issues

a) Programming
 A conference programme includes details of the keynote speaker(s), a list of
contributors, information on breakout sessions and workshops, plans for
networking opportunities and full conference timings, including food and
beverage breaks.

b) Venue
 Once the programme has been established, finding a venue that suits the
event becomes a priority. Motive of the event and the size mainly
determines the venue.

c) Audience
 Clearly identifying who will attend and why they should want to is pivotal.
As conferences are fee-generating, ROI and delegates fee should be
considered.

d) Marketing
 Another consideration is the target market –Creating and implementing an
effective marketing plan is crucial to any event's success .
 Securing sponsorship is another vital component of conference delivery, as
revenue from sponsorship often funds the event and drives budgeting.
2. Incentives
 Meaning:
 The term ‘incentives’ covers a wide range of events, including
trips and travel, training, away-days and team-building.
 Incentive trips are defined as exceptional travel trips that
employees receive from their employer as prizes for winning a
competition to encourage staff to meet certain business
objectives.
 Training events, away-days and team-building activities have
a primary focus on motivational experiences for participants
in order to achieve specific organizational goals or to increase
performance levels.
Key issues
 Incentive events are widely recognized as useful management tools for
of recognizing and rewarding employees.

 However, offering incentive events is not the only way to reward

employees: cash bonuses, promotions, gifts and profit-related pay are
all frequently used by the corporate sector.

 With a base that alternatives availability, high cost in financial and

human resource terms but still popular. The reason behind is the
reward economy and the motivational needs of potential attendees.

 In order for an incentive event to succeed, the venue, location and

event programme must all be attractive to the potential attendees.

 Communicating offerings effectively– building up awareness and

anticipation is key.
3. Networking events
Meaning:
 The importance of face-to-face meetings with colleagues, associates,
consumers , sponsors, and/or potential clients has never been more
strong.

 Many organizations see business networking as a low-cost marketing

method to develop sales opportunities and contacts , Others see it as
an environment for sharing ideas, career development or other
opportunities through personal interaction.

 The events industry has responded by providing event spaces that

facilitate opportunities to meet and greet interested and interesting
parties in a networking-enabled environment.

 These networking events include small-scale lunches and dinners,

drinks receptions, product launches, conventions, congresses, awards
ceremonies and symposia.

 Association networking events are organized by trade bodies and

professional/industry associations to communicate with their
members like conventions, congresses, summits, award ceremonies.
Key issues
 Networking event managers have to be forward thinking, giving their
participants new experiences and unique opportunities to meet
colleagues and associates.
 Successful organizers continue to devise new ways to ensure that
target markets will want to attend their events and that participants
will interact when they attend them.
 There is often a multitude of interest in one room, with guests from a
variety of demographic backgrounds, though participants will usually
share a common focus.
 Networking events still tend to follow the formula of:
 A corporate objective (usually a brand, product or key issue that needs
promoting or discussing);
 The participant's objective (to meet colleagues or associates, increase
business interaction or gain awareness of new developments in their field
of interest);
 And a networking opportunity (an event that allows all parties to
interact face to- face).
4. Corporate hospitality
 Meaning
 Corporate hospitality events focus the entertainment of key clients
in order to improve or cement business relationships.

 A corporate hospitality event is a hosted event that forms part of

another public live event; in essence, it is an event within an event.
Mostly with no charge.

 Corporate hospitality events are, by their very nature, one-offs,

although corporate clients may well rent the same box at a sporting
ground or return to the same festival with different clients every
year.

 A typical corporate hospitality event involves a welcome drink,

premium views of the event, usually from a box, complimentary
drinks throughout the event and food – sometimes a seated meal.
There is often a gift for guests to take away at the end of the event.
Key issues
 The success of a corporate hospitality event is largely dependent on the
success of the hosting at the event itself, aided by a smooth invitation
and acceptance process.

 The hosting at the event therefore has to be carefully planned and

managed, with all of the guests’ needs catered for by the event
organizer so that the host can concentrate on cementing business
relationships and potentially creating new opportunities.

 Corporate hospitality can be a highly effective method of establishing

and maintaining a positive image for the company.

 The role of brand association is also important: the choice of event is

informed by the impression that it will make on the host organization's
key clients.
5. Exhibitions and trade shows

Meaning

 At the most basic level, exhibitions and trade shows involve a large number
of manufacturers and retailers displaying a selection of their products to
potential buyers and/or the general public.

 Exhibitions can therefore be for a consumer target market or for business

purposes. They take place in large, purpose-built venues – are usually held
on an annual basis, and often attract an international audience.

 It is important to note that the typologies ‘fair’, ‘convention’ and ‘exposition’

are sometimes used to describe exhibitions and trade shows
 Conventions tend to be organized by associations or professional
bodies for their members,
 Exposition (expo) tends to be applied to larger-scale exhibitions

 The primary difference between a fair and an exhibition is that fairs place
more emphasis on entertainment by including live demonstrations related
to the industry as well as live music, celebrity guest appearances, and so on.
Key issues
 Staging an exhibition is a very complex events management skill with a
daunting array of operational planning is required when dealing with
such a large-scale event.

 The exhibition event manager can be dealing with anything from 100 to
3000 separate exhibitors as well as sponsors, caterers, venue, client,
audio-visual providers and so on.

 The buildup and breakdown of an exhibition are particularly complex

and need to be managed with tight control.

 At the same time, exhibition event managers need to comply with a

number of regulations, laws, permits and licenses, including various
Health and Safety Acts, Electricity at Work Act, Building Standards and
Regulations, Lifting Operations and Lifting Regulations and so on
 Key logistical issues for corporate events
1. When do corporate events take place?
 Corporate events have peak and off-peak seasons. The day of the week on
which a corporate event takes place is a key decision for the event manager.

 With the notable exception of corporate hospitality, Mondays and Fridays

are less popular, as business guests are often away from the office (on long
weekends) or are unwilling to attend an event that has elements of
socializing at the start and end of the week.

 The majority of B2B corporate events therefore take place on Tuesday,

Wednesday or Thursday. These events are often run during business hours:
attendees tend to view them as work, so they are usually unwilling to give up
their free time to attend.

 The notable exception to these unwritten rules of timings are corporate

hospitality events, which take place throughout the year, on any day of the
week, including weekends, and usually outside of office hours.
2. Where do corporate events take place?

 Choosing the correct venue is the most important decision a corporate

event manager can make and its often relates to the type of event.

 They can be local, national or international, and whilst some of them

take place in purpose-built conference and exhibition centers, many
others (especially networking and incentive events) might be held in
high-end restaurants, museums, art galleries, golf clubs, vineyards or
hotels.

 Of course, the venue must fit the general event requirements of size,
capacity, location and so on. However, beyond these logistical
requirements, the corporate event manager will choose the venue on
the basis of their perception of stakeholders and target market.

 The image that the venue projects and the message that it sends to the
target market are key considerations in corporate events, where image
is a large part of the whole event concept.
Introduction
 Cultural events and festivals are major sectors of the events industry and are
key drivers of the tourism and service economies.
 Cultural Events
 The term ‘cultural events’ takes a more holistic view of human activity and
those events which emphasize the cultural, as opposed to other, aspects of
our lives.

 Conceptual definition
 Cultural events are associated with expressions of ‘culture’, It may be a
bridge, a piece of wood. Or a temple, a windmill, a painting, a piece of
furniture, a mask, jewel. It may even be a language, a ritual, or a practice.
 Whatever it is, it differs from other goods because people may consider it
a symbol of something – a nation, a community, a tradition, a religion, a
cultural episode.
 Raymond Williams’ (2010) terminology, as ‘a way of life’ – as well as
events that are better understood as expressions of an aesthetic culture.
Festivals
 Festivals are extremely common forms of cultural practice and,
although many have long histories, the majority have been founded
much more recently.
 Festivals are both a particular kind of cultural event, each with its
own history and tradition, and a specific celebratory form, with
structural elements that can be used within a range of cultural
traditions.
 The term ‘festival’ is used by event organizers to describe a broad
range of event forms – from short celebrations of a particular place or
culture to events that extend over weeks and can involve vast
numbers of venues and performers.

 Because festivals and society are so intertwined, it can be very

difficult to isolate the elements so focus on these aspect to define:
• Themed content
• The presence of multiple individual events
• Possibilities for participation
• Extension in time and space
• Celebratory or commemorative functions.
Types of cultural events and festivals
1. Music events and festivals
 Music events are the largest element of the whole events sector.
They vary greatly in form and style, from individual performances in
bars and community centers to multiday touring music festivals.

a) Music concerts - Music concerts are one-off music events that

attract an audience because of the presence of an individual
performer or a small number of performers appearing together.
b) Music tours -Tours involve repeated performances by an individual
performer or group of performers, moving between different venues.
c) Music programmes - Performance venues seek to design
programmes that will attract event attendees to a venue throughout
the year.
d) Music festivals - These large events draw on a recent countercultural
tradition in popular music and offer a packaged, multi-day experience
with high-profile and credible musical entertainment but camping on
site and a recreation activities.
2. Film events and festivals

 Film events come in a number of forms, including screenings in

cinemas or less unorthodox settings, promotional events, and
festivals.

 Screenings follow a very standardized format that offers little

scope for customization by event managers, and promotional
events can be best understood from a marketing perspective.

 Film festivals can be analyzed in two ways: the promotional

services that they provide to the film industry; and the
networking and development opportunities they provide to film
professionals.
3. Community festivals and events

 A community-themed festival or event is a public themed

celebration which can act as a catalyst for demonstrating
community values and culture.

 A community represented through this process could be

distinguished by its: nationality, ethnicity, sexuality, interest,
place with different purposes.

 Festivals play an important role in helping to create and

support community identities through celebration,
preservation and renewal of the cultural identities and
practices of a group of people
4. Arts events and festivals

 Arts events and festivals can focus on the performing arts, the
visual arts, sonic art, or a combination of all three.
 Dance, theatre, magical entertainment, circus arts and
comedy are included within this framework.
 Performing arts events can take place on a one-off basis, as
tours, as serial events or in festival format.
 Serial events are unique to the performing arts. They involve
repeated performances of the same event over an extended
period.
 The art market is becoming less producer-led and more
consumer-led, in common with the wider cultural industries,
so understanding the art event consumer helps art event
managers to meet the needs of the art market.
5. Literary events and festivals

 Literary events and festivals are a growing sector of the

cultural events industry. They vary in size and scope, but
include: commercial book launches, book clubs and
reading groups, talks and readings given by authors and
literary festivals.

 Commercial launch events are organized by book

publishers. Book clubs and reading groups are small, locally
organized events that are usually informal in nature.
Programming cultural events and festivals
 These can be divided into environmental and cultural
factors that impact upon an organizer's ability to develop
innovative programmes within a specified form.
1. Environmental factors
 Macro factors come from the external environment, such as
changes in legislation, changes in society and the influence of
other organizations.
 Micro factors are internal to the organization and include its
strengths and weaknesses, its level of available resources, and
human resource issues.
 Meso factors refer to those influences that span the internal
and external operating environments, such as relationships with
particular funding bodies and sponsors, and organizations
working in partnership.
2. Cultural factors

 Examine cultural factors both internal and external to an

organization and relate to the cultural orientations of the audience is
must.
 Conservative audiences or programmers will produce ‘safe’
programmes that avoid risk in order to consolidate existing audiences.
 Enthusiast audience and programmers about cultural innovation will
exert pressure that produces more innovative, creative programming,
even though this carries the risk of alienating the existing audience.

 Successful programming works through a creative tension between

conservative and innovative approaches.

 Programme for a single event depends on:

 The expectations of the audience
 The constraints of the venue and the infrastructure
 The culture of the client and the main sponsors
 The availability of elements of the staging and their relationship to each
other
 The logistics
 The creative intent of the event team.
The public role of cultural events and festivals

 Cultural economic development through increased tourism,

secondary spending or business development.
 Event policy-making process. Public participation in the
event planning and policy process.
 Inspire citizens through the arts, challenge and offer them
occasions to broaden their horizons.
 Help deconstruct stereotypes.
 Promote a creative society that sustains and develops
quality of life, social well-being and equal opportunities for
all.
 Boost geographic, social and generational solidarity by
bringing people together through inventive and
participatory initiatives.
ROLE OF MEDIA AND
EVENT IMPACTS
 COURSE CONTENT

 Event Impacts
 Measuring impacts and evaluating events

 Event sustainability

 Media and their role in events management

 Media Management

 The impact of media coverage on events

Event impacts
 Event impacts can be split into three categories, as Personal
impacts, organizational impacts and external impacts.

 On a personal impacts some Positive experiences, as:

 Perceptions that the event met or exceeded expectations
 Satisfaction, happiness

 Attitude change (towards the events, sponsors, causes, or

events in general)
 Fundamental personal change in terms of lifestyle,

personality or values.
 Negative experiences, expressed as:
 Perceptions of poor value-for-money
 No intent to repeat event experience

 Lack of satisfaction

 Failure to meet expectations

Organizational impacts can include:
 Financial impacts – revenue generation, profit- and

loss-making activity.
 Human resource impacts – recruitment and
retention, motivation of staff, training opportunities.
 Impacts on organizational capacity – growth, skills
development, client acquisition.
 Marketing impacts – profile-raising, word-of-mouth,
media attention.

 We will focus on external impacts of events and on the

interactions between the events industry, the economy,
the environment, society and culture.
ECONOMIC IMPACTS OF EVENTS
 Economic impact assessments have been used to justify
government support for events and in making decisions about
investing in the events industry, including the construction of
conference and exhibition venues as well as their supporting
infrastructure, such as roads and hotels.

 Morgan and Condliffe (2006) set out the three steps necessary
to develop a methodology for assessing the economic impacts
of an event:

 Define the geographical area under study – this could be

the town, city, district, region or country where an event
takes place.
 Identify the industries from which to collect data to
assess direct impacts.
 Collect data on or estimate the direct impacts of the
event on the industrial sectors that have been identified.
 Some frequently used methods of calculating economic impacts
are:
1. Multiplier effects
 The extent to which the initial attendee spend generates additional
spending is known as the multiplier effect.

Direct spending + Indirect spending / Direct spending =

Multiplier
or
Direct spending + Indirect spending + Induced spending /
Direct spending = Multiplier

 Direct Spending- Event Attendee cost as ticket price, transport

 Indirect Spending- Circulation of event spending to event suppliers,
employees, taxes
 Induced Spending- Further spending in the economy supported by the
circulation of event income like employee spending wages on other
business.
2. Input–output analysis
 Input–output modeling has a ‘before and after’ perspective on
the economic impacts of events.
 The economic data used to carry out this form of analysis come
from national-level statistical data that describe the economic
relationships between various industrial sectors and regions.

3. Cost–benefit analysis
 This method of analysis places values on the costs associated
with staging an event and the benefits that it generates.
 These two values are then compared and the event is deemed
viable if the benefits outweigh the costs.
 It can, however, be used in a more sophisticated way by
including the tangible and intangible aspects of event costs
and benefits
 ENVIRONMENTAL IMPACTS OF EVENTS
 In order to carry out an evaluation of the environmental impacts
of an event, it is necessary to collect data in the following
categories:
 Baseline environmental data
 The primary impacts, such as the construction of facilities and
infrastructure, waste management etc.
 The secondary impacts of the event, such as congestion and pollution
caused by travel to and from the venue and the use of accommodation
by attendees.

 No event will ever have zero environmental impacts, so event

manager strategy is to maximize positive impacts and minimize
negative ones.

 Some techniques to minimize the negative impacts of events:

 Impacts of event travel – Support mass-transit travel solutions,
concentrate multiple events in on location, stress small-scale events. •
 Investment in event infrastructure and venues – Avoid sensitive areas,
impose design standards, implement sustainable development practices.
 Event activities – Require green event practices, clean up after events,
and educate visitors.
 SOCIAL IMPACTS OF EVENTS
 Measurements of social impacts are usually constructed
from resident perceptions of those impacts, rather than
through an objective measure, due to the complexity of
measuring subjective factors.

 Some impacts are:

 Inconvenience – Impacts on day to day lives of a community
like reduced parking availability, traffic congestion, increased
queuing time in local shops, and extra noise.
 Community identity and cohesion – increases feelings of
togetherness and identity within a community.
 Personal frustration – members of a community feel
personally impacted by an event. Example like feel less
important than event attendees.
 Entertainment and socialization opportunities –extra
opportunities for entertainment and social interaction that
are available to residents due to the presence of an event,
such as increased numbers of tourists.

 Community growth and development –the

opportunities for skills development and other improving
activities that become available to a community through
hosting an event, such as volunteering.

 Behavioral consequences – These are the new behaviors

that can be introduced into a community through hosting
an event. They can include increases in crime and
vandalism, for example.
 MEASURING IMPACTS AND EVALUATING EVENTS
 To understand the impacts of an event fully, it is necessary
to carry out an evaluation. This is a process of checking
performance against a set of predefined criteria.

 Why to evaluate?
 Identify and solve problems
 Find ways to improve management

 Determine the worth of the event or its programs

 Measure success or failure

 Identify and measure impacts

 Satisfy sponsors and other stakeholders

 Gain acceptance, credibility and support.

 Evaluation should be an ongoing process that is built into

the management of an event, and it should draw on a
number of quantitative and qualitative sources of data.
Quantitative data Qualitative data

Attendee statistics, including Attendee perceptions

market segmentation data
Sales figures Interviews with attendees
and staff
Financial reports and accounts Management notes and
commentary

Economic impact analysis Social impact analysis

Environnemental impact analysais Environnemental impact

analysais
Social impact analysis

Evaluation data sources

 EVENT SUSTAINABILITY
 Event managers have ethical and, increasingly, legal
responsibilities to produce events that are ‘socially, culturally
and environmentally responsible’
 Rio earth summit in 1992 defines : ‘sustainable development is
development that meets the needs of the present without
compromising the ability of future generations to meet their
own needs’.
 Policies also binds to areas of government activity that directly
impact on events management, such as transport policy,
infrastructure development, energy and taxation.

 In addition to governments, two other forces are sponsors and

consumers.
 Companies with a commitment to sustainability will seek to sponsor
events that support this commitment and help them to broadcast it to
a wider audience.
 Changing consumer preferences also have a direct impact on event
management, with potential customers refusing to attend some events
because of a perceived lack of sustainability.
EVENTS AND MEDIA
INTRODUCTION
 Media coverage has been responsible for revitalizing certain
events and even re-engineering how events are organized and
delivered.

 Media coverage not only increases sponsorship exposure but

significantly shapes international perceptions of events,
resulting in important new challenges to their planning,
management, delivery and legacies.

 The increased fragmentation of the social media is to consider

with opportunities and challenges.

 The media, while very powerful and hungry for stories, works
in a particular way, so an understanding of its rituals and
procedures should lead to a much stronger mutual working
relationship. It is therefore vital to understand all aspects of
the media.
 Media - The media can be defined as any
communication medium that is designed and
managed by an owner with the aim of informing
or entertaining an audience.
 Components of media:

Print media Electronic media Social media

Newspapers Television Facebook /LinkedIn

Magazines Radio Twitter
Outdoor billboards Internet Blogs
Direct mail Podcasts
THE ROLE OF THE MEDIA IN EVENTS
MANAGEMENT
 When considering the media and events management,
we must first look at the media's impact on society as a
whole.
 Such is the power of the media that political groups are
increasingly using it to inform the public of their
activities.
 In terms of events management, the media plays a
media coverage to increase interest in, or encourage
people to attend, their events.
 Media to help make events more prominent and
increase awareness levels. With heightened awareness.
 The media is able to transfer information about events
instantly all around the world to media partners in
other countries.
1 Media events
 A media event is either planned specifically to appeal to the
media or simply receives extensive coverage because various
media outlets feel it will be of interest to their audiences.
 These events are usually significant, sometimes on a global
scale.
 People feel compelled to watch such an event, and in many
cases a broadcaster and its audience will adjust their
schedules in order to cover and see it.

2 Media rights
 Media companies often pay a high premium to secure the
rights for a particular event.
 The value of these broadcasting agreements is based on the
amount of interest that such events generate among a
television audience.
 The media company that pays for exclusive broadcasting
coverage will also invest heavily in promoting its
involvement in the event and producing additional programs.
Media management

 Guidelines for media management:

 Employ a media relations officer

 Advertise in local magazines or newspapers, and especially in
special interest magazines, to promote the event.
 Develop an event website for information
 Host media-familiarising tours of the event.
 Organize media events
 Monitor all media coverage, possibly through an agency.
 Keep sponsors informed of media coverage.
 Employ a professional camera operator to capture images.
 Create video ‘postcards’ and stories to send to the media.
 Develop long-term media relationships.
 THE IMPACT OF MEDIA COVERAGE ON EVENTS
 Media coverage – be it positive or negative – invariably has
some impact on an event.
 The importance of generating goodwill for an event through
the media is also a priority when local government has pledged
its financial support to an event and needs positive feedback
from the local community.

Valuing media coverage

 The simplest way to evaluate this impact is to time the length
of the report (if it is broadcast media) or to calculate the
number of column inches (if the story appears in print).
 Cutlip and Center suggest:
 Compare number of message sent and those message subsequently
appear.
 Calculate how many people have seen the message with viewership
or readership.
 Finally, how the messages influenced people's attitudes to the event.
Working with the events media

 Anyone writing press or media releases must remember

that the media are only interested in news stories: that is,
any story that editors or producers believe will be of
interest to their audiences.

 No enough space to cover every aspect of every story, and

the media are usually inundated with stories that they
generate themselves or have been given via press releases.

 The event manager must therefore understand the

priorities and interests of various media in order to
increase the chances of the story being covered and
reaching the target audience.
How to write a news or press release
 It is very important to follow certain principles when
sending information to the media.

 Today's date – for newsworthiness. Never send out

dated.
 For immediate release - if the story is not ready to be
released, do not send it.
 Heading or headline- practice writing headlines of
fewer than ten words with important and interesting
points.
 First paragraph – include the 5ws: who, what, why,
when and where:
 Subsequent paragraphs- expand of the first
paragraph. Remember that good communication is
possible in very few words.
 Include quotations- try to include a quotation in the
release.
 ‘Ends’- centre this word at the end of the press release
so that the journalist can see where it finishes.
 Notes for editors- some additional background

 Contact details- make sure that the journalists can

get hold of you easily if they need to follow up the story
 Photographs- profession and better quality with
options.