Event Management
feasibility
o Four primary purposes of feasibility study: ♣ To establish whether or not ROI is acceptable ♣ To formulate the optimum concept ♣ To assist in establishing management and marketing guidelines ♣ To assist in obtaining funding o Factors affecting feasibility ♣ Experience of management team ♣ Regulatory controls (ex - licenses) ♣ Insurance, patents, and legal issues ♣ ROI projections/marketplace • Application of standards • Comparable project methods • Trend/time series analysis • Participation rate projections
timeline and scheduling
timeline o start with event conceptualization thru to the actual event o what needs to be done and by whom throughout the planning process? ♣ Marketing? Ticket sales? Sponsorships? Catering menu? Entertainment contract? Hotel contracts? Venue contracts? Billing? Day of? Programming/logistics? o Building the schedule ♣ Communicating to the team when things need to be completed is essential! • When will you meet with the vendor(s)? • Who will negotiate prices with the vendor? • Who will attend? • When should invitations be sent out? • When will we start courting sponsors? • And on and on and on... constant communication is essential!
importance of 5 senses to events
sight - Electronic concerts - lots of lasers sound - Standing next to the speakers at a concert and not being able to hear for 3 days taste - Oyster roast flavors touch - Comfortable seats - seats at Broadway show (due to time spent in them) smell - Smell of fair food
stages of events, framework, models
stages o Analysis stage o Detailed planning o Implementation and delivery o Performance evaluation framework o Initiation ♣ Research ♣ Concept, definition, and validation o Planning ♣ Requirements/specifications ♣ Tactics development o Implementation ♣ Coordination and contracting ♣ Verification and control o Event o Closure ♣ Shutdown ♣ Feedback and review ♣ Evaluation ♣ Knowledge transfer
financial objective and decision making
• Financial objectives o Break even o Profit ♣ Specific dollar amount ♣ Percentage o Loss ♣ Aka the organization's cost or investment o 2 options if "bottom line" does not achieve objective ♣ increase income or reduce expenses
Embok model 5 knowledge domains and majors
Event Management Body of Knowledge 1. administration - financial, HR, stakeholders, time, etc 2. design - content, theme, production, entertainment, etc. 3. marketing - plan, materials, merch, promotion, etc. 4. operations - attendees, communications, logistics, etc. 5. risk - decisions, emergency, health and safety, security, legal, etc.
sense memories
can be good or bad
HR - planning process
human resource planning context --> human resource strategy and objectives --> human resource policies and procedures --> recruitment, selection and induction --> training and professional development --> supervision and evaluation --> termination, outplacement, re-enlistment --> evaluation of human resource management planning process and outcomes - modifications
impact of events
1. social and cultural + shared experience, expanding perspectives - community alienation 2. physical and environmental + increasing awareness, urban renewal - environmental damage, noise disturbance 3. political + improved profile, international prestige - misallocation of funds, legitimating of ideology 4. tourism and economic + destination promotion, job creation - loss of authenticity, inflated prices
Ann Pryor and Laney Friedman - history and affiliations - major themes of discussion - recurring themes - key points and takeaways
Alumni Affairs • CMP - certified meeting professional o Gets proposals for 5-7% less cost o Taken more seriously • 82,000 + alumni • association basically runs off of revenue producing events • know how much food to have, this will save a lot of money • willing to lose revenue on beginner events because they will build over time and create more turnout • get cancellation insurance so if you have to refund the tickets, you can still pay the f&b and service providers, contractors, etc. • don't feel obligated to always use the same service providers • overestimate costs while budgeting to cover yourself
Gillian Zettler and Ali Miller - history and affiliations - major themes of discussion - recurring themes - key points and takeaways
Charleston Wine and Food • Food tourism has eclipsed historical tourism • 50% of tickets have been sold in less than a week of them being live o that was more sales than the first twelve weeks of last year's festival • advice: take business classes like accounting - they will come in handy • You don't need to be an jerk to be a great event planner but you need to have the mental stamina for it • Events in "my Charleston" include Sullivan's island and the angel oak tree o They test they water with shuttling services - last year they bused an event an hour and a half away and it sold out
Hannah Chapman - history and affiliations - major themes of discussion - recurring themes - key points and takeaways
Jim n' Nicks Catering go-to • Sometimes internships are helpful because they tell you what you don't want to do • Fast casual restaurants mean you have more turnover which is important in a small space and less staff is required o Jim n Nicks switched to this from a full service restaurant • First year catering was $700,000/year, now they are catering $4 million/year between three stores • Balance of coordination and marketing • Find yourself a mentor who has had experiences that you can learn from and has been successful in an aspect that you want to be successful in o Facilitate that relationship because it will facilitate the rest of your life • Food is presented southern rustic on cast iron plates and platters - opposed to served in chaffers • Southern food ways - a collective of people who want to keep southern food traditional • How they employee volunteers - MUSC children's hospital and Ronald McDonald House sends 75-100 volunteers and Jim N Nicks donates $75-100 per volunteer to the charity
Kenda Sweet - history and affiliations - major themes of discussion - recurring themes - key points and takeaways
Kenda Sweet Events • Most important thing: integrity and reputation as a business woman • It is important to her to make just as good of impression on the dishwasher and bellboy as the big boss because you never know who someone will ask for event planner recommendations and because they will save her butt one day • Key components of event planning: o Creativity o Following very strict budgets and timelines o Balance of left and right brain • When someone tells you no, find out why they're saying no and try to work with them • Utilize new businesses, small bands, and the college's students who want the exposure and will do something for a lower cost • Uses contract labor to reduce payroll costs • Brainstorming Fridays = wine and crayons • Every event planner should be CPR and first aid certified and should be sustainable because there is so much waste in the industry • Relies heavily on email to cover her butt o If someone said they want 600 cups but they forgot and only want to pay for 400, you can show them the email and you don't eat the cost
types, characteristics, and purposes of events
Types - mega events, hallmark, major, local, cultural, sporting, community characteristics - Labor intensive, Fixed timescale, Intangible, Ritual or ceremonial, Personal interactions, Heterogeneity Purpose Social gathering, Special event, Business gathering, Cause-related, Publicity/media
types of careers, skills needed, daily responsibilities
Types of careers o Event catering o Hotel convention services o Venue management: arenas to plantations o Destination management o Event rentals o Wedding planner o Race director o Sports management o Political events o Conventions, conferences, and expos o Planner within an organization: MUSC office of the president, CofC Alumni events o Nonprofit event manager o B2B/Corporate Sales and tradeshows o Corporate meeting planner o Corporate event planner o Festival management o Volunteer management o Sponsorship management o Marketing/public relations director o Event production and design o Parades, fairs, community events o Recreation events: CCPRC o Community events o Hotel group events o Entertainment management o Event financial manager Skills you need o Organizational o Communication o Detail-oriented o Probing and listening o Adaptability o Ability to deal with problems and challenges o Flexible schedule o Financial knowledge o People/interpersonal o Food and beverage knowledge o Décor knowledge o Marketing knowledge o Leadership-decision making (managing staff) o Understanding of the stake holders o Ability to delegate A day in the life o Research market to identify opportunities o Liaising with clients - requirements gathering o Producing proposals o Securing venues o Ensuring insurance, legal, health, and safety obligations are met o Coordination venue management, contractors (caterers, A?V, supply, etc.), volunteers, etc. o Planning layouts, programming, schedule, demos, etc. o Organizing facilities (parking, traffic control, security, first aid, VIP/hospitality, press) o Identifying and securing speakers or special guests o Coordinating staff requirements and briefings/meetings o Selling (sponsorships/stands/exhibition space, etc.) o Arranging accommodations o Prepping packages or documentation o Creating, implementing and monitoring marketing and PR o Liaising with clients and designers to create a brand/look for the event o Engaging media o Writing press releases to increase exposure o Organizing design and production of print materials o Day of coordination o Handling client inquires, troubleshooting o Overseeing dismantling of event o Post event evaluation
needs and goals of events
o A response to basic human needs... ♣ Affiliation and bonding ♣ Expression of shared culture, values, ideals ♣ Identification with/pride in a particular group ♣ Marking special occasions ♣ Commemoration of historical event ♣ Encouragement of tolerance and diversity ♣ Education ♣ Expression/enjoyment of creativity and the arts ♣ Sports and competition ♣ Economic benefit = tourism ♣ To have fun
theme
o A unifying idea or concept which gives meaning to the event o Established with stakeholders o Dictating influence over all subsequent event design o Social, corporate, non-profit, athletic, community, artistic o Use photos to create emotional ties to event... especially for fundraisers
RFPs - definition, process, info to include and request
o An invitation for suppliers, through a bidding process, to bid on a specific product or service (need) o Between needs assessment and budgeting phase: may need to start obtaining bids from vendors o Needs to be done for budget accuracy and to ensure vendors have the dates available o RFP Process ♣ 1. Create selection committee and decision criteria ♣ 2. finalize schedule of events ♣ 3. completion of an RFP ♣ 4. create initial target list of vendors ♣ 5. initial RFP ♣ 6. announcement/Send ♣ 7. Submission deadline ♣ 8. 1st round proposal review ♣ 9. narrow down to finalists ♣ 10. Vendor finalists review ♣ 11. Selection of vendor ♣ 12. Final contract negotiation • information to provide to vendors o event date o event location o event times (including set-up and tear-down times) o items needed in quote o date you need quote by o your contact info o background on your organization o your contact information o schedule for the proposal process o criteria for making your decision o basic summary of the project (including overarching goals and timeline) o project's target market, if applicable (customers, users, stakeholders) o detailed overview of the project (goals, scope, timeline, requirements) • information to request from vendors in an RFP o vendor company information ♣ company background/history ♣ quick overview of services and capabilities ♣ management or key personnel bios ♣ contact information o vendor's proposed solution ♣ basic summary of the solution ♣ solution methodology/process • development plan • list of tasks • timeline o proposed budget ♣ cost of services ♣ required 3rd party costs ♣ support and maintenance o list of deliverables o proposed project team o vendor references ♣ show examples of previous work ♣ provide client references ♣ list awards/accolades and special certification
types of event budgets
o Break even o Profit ♣ Specific dollar amount ♣ Percentage o Loss ♣ Aka the organization's cost or investment o 2 options if "bottom line" does not achieve objective ♣ increase income or reduce expenses
memories and event psychology
o Cohesion and continuity matter o More and more events must have an experiential element o Behaviorism - classical conditioning ♣ Pavlov's dogs... response to stimuli o Psychoanalysis ♣ Ex - memories from childhood, costumes, carnivals, playing, etc o Cognitivism ♣ Ex - past experiences will influence perception o Sensory perception ♣ Using all or our senses (engages memories)
planning process
o Concept and intent to bid o Feasibility study o Bid preparation o Decision to proceed or cease o Establishment of organizational structure o Strategic plan o Implementation of strategic plan and associated operational plans
budget
o Determining the event budget ♣ Use needs assessment, identify line items as % of budget ♣ Budget should be realistic ♣ Identify/anticipate expenses and income-budget worksheet: high/low
design to evoke memories
o Energy, emotion, engage the senses/experience, theme, surprises, wow factor, magic moments, special ceremonies
how to make an event memorable
o Energy, emotion, engage the senses/experience, theme, surprises, wow factor, magic moments, special ceremonies
event environment
o Entrances and reception areas - first impressions count o Functional areas o Decorating the environment o Layout o Queue theory o Bathrooms and refreshment areas o Parking and security
planning and strategy
o Establish the current reality o Determine ideal future o Develop strategies and tactics o Follow the plan o Achieve your goals
concept development
o Established vs created marketplaces ♣ Established - a previously formed group of people (alumni) and experience planning for that group (annual alumni events) ♣ Event product life-cycle ♣ Competitive differentiation • Price, value • Consistency, packaging, and atmosphere • Features • Locations and clientele o What is your purpose? What does the event look like?
types of costs and expenses
o Fixed costs ♣ Meeting room rental ♣ Dance floor ♣ AV equipment o Variable costs ♣ Varies with the number of attendees ♣ Food and beverage, linen, silverware, etc. o Indirect ♣ Overhead (utilities) ♣ Administrative (staff salaries) o Venue expenses ♣ Fixed costs: rent, salaries, insurance, telephone, and other standard operating expenses ♣ Variable costs: AV rentals, printing, signage, entertainment ♣ Profit = revenue - expenses
form and function
o Function: the design allows for efficient use of available resources ♣ A social event ♣ The design or usability fits the desired need via the efficient application of available resources ♣ EFFICIENCY ♣ Elements of function: • Need, convenience, location, signage, compatibility, universality, usefulness, ease of use, safety o Form: the design creases an artistic impression ♣ The way something is or happens ♣ The shape, visual appearance, constitution or configuration of an object or event ♣ Artistic expression ♣ Elements of form: • Size, color, intensity, movement, position, contrast, isolation, texture, shape, surroundings o When form meets function ♣ Some examples: • A horse and carriage as transportation for a Cinderella-themed wedding • At Bonnaroo, a giant fountain that also functions as water bottle refill station • Use recycled tree branches as décor at a wedding - both sustainable and decorative • A charity event • A tent - can be decorated to match theme and also used to protect against weather • A wedding cake - the design meets bride's wants and also feeds people
3 basics to planning
o Needs assessment o Timeline o Budget
def. special event
o Rituals, presentations, performances, celebrations o Consciously planned and created to mark special occasions o And/or achieve social/cultural/corporate goals and objections o Planning and production of gathers of people o Specific purpose, specific timeframe
what makes successful events
o Satisfied customer o High vendor/volunteer satisfaction o Corporate/sales goals met o Community objectives reached customer perspective, vendor/volunteer perspective, corporation/organization perspective, community perspective
determining needs
o Use a standard event planning worksheet to simplify the process o What are the necessary items/resources you'll need for a successful event? ♣ Of those, what do you have available within your organization? ♣ Of those items, what will you need to rent? ♣ What vendors will need to be utilized? Who are your contacts?
financial management
o budget should be continuously updated and reviewed ♣ record actual income/expenses as they become known o financial statements/reports ♣ income statement and costs tracking ♣ consistent format and schedule o analysis and decision making
HR - motivational theories
o content theories: concerned with identifying people's needs and their relative strengths, and the goals they pursue in order to satisfy these needs o process theories: ♣ equity theory • based on the premise that all employees/volunteers expect to be treated fairly ♣ expectancy theory • based on the belief that by acting in a particular way a particular outcome will result
volunteer theories
o content theories: concerned with identifying people's needs and their relative strengths, and the goals they pursue in order to satisfy these needs o process theories: ♣ equity theory • based on the premise that all employees/volunteers expect to be treated fairly ♣ expectancy theory • based on the belief that by acting in a particular way a particular outcome will result
HR - recruitment and selection
o human resources forecast and plan o job analysis ♣ job description ♣ job specification o budget ♣ cost of recruitment o recruitment procedure ♣ selection policy ♣ sources • advertising • employment agencies • word of mouth • educational institutions o pool of applicants ♣ screening (if necessary) o selection procedure ♣ forms ♣ interviews ♣ tests ♣ references ♣ equal employment opportunity o hiring ♣ terms and conditions ♣ contract of employment ♣ awards ♣ employee records o induction
influences on theme
o interpersonal factors ♣ 1. Needs, wants, and motivation ♣ 2. Expectations ♣ 3. Perception ♣ 4. Learning ♣ 5. Personality ♣ 6. Lifestyle ♣ 7. Self-concept
legal obligations to employees and volunteers
o occupational health and safety o event safety and security o discrimination o employee/volunteer dismissal o salaries/wages o working conditions o workers' compensation
strategic planning - process and how to, and elements
o planning is the basis of all successful events o event managers must have a clear understanding of event vision/mission, goals, and objectives ♣ strategies are put in place based on this understanding o strategies are implemented via various operational plans ♣ ops plans need monitoring and adjustment to changing circumstances o appropriate organizational structure required ♣ 'steer' strategies and operational plans developed • elements of the strategic event planning process o purpose, vision, and mission statements o goals and objectives o situation analysis o identification of strategy options o strategy evaluation and selection o operational plans o control systems o event evaluation and feedback
budget - goals and success
o well thought-out to manage the budget and cash flow of an event are essential to event success o event budget should meet overall event goals
income and pricing
• Possible sources of income o Sponsorship o Ticket/registration sales o Exhibit booth/space rental fees o Concession sales o Merchandise sales o Vendor commissions (hotels) o Ad rental o List rental o Official partnerships o Official partnerships o Cash contributions o Government assistance • Foundation of event pricing o Costs: totality of all costs incurred in producing the event o Value to the customer: sum of all perceived benefits (gross value) - sum of perceived costs ♣ The greater the positive difference between perceived benefits and costs, the greater the net value to a potential consumer o Competition: the price similar leisure service providers charge • Pricing considerations o What should be the basis of pricing? ♣ Each element billed separately ♣ One admission fee ♣ Resources consumed ♣ Single price for a bundled package o Who collects payment? ♣ The event organization ♣ A ticketing intermediary ♣ Promoter vs. venue o Where should payment be made? ♣ At the event ♣ Via a ticketing organization/outlet ♣ Via the internet or telephone o How should payment be made? ♣ Cash ♣ Credit ♣ Tokens/vouchers o When should payment be made? ♣ When tickets are sold ♣ On the day of the event
ROI and post event analysis
• Return of investment (ROI) o Were financial objectives met (bottom line)? o Resource utilization: ♣ Human ♣ Technological ♣ Financial ♣ Potential outsourcing • Post event financial analysis o Budget vs. actual o Policy changes based on performance o Did you meet event financial goals?
event organization structure
• functional organizational structure o boss on top, then managers and so on • program based matric organizational structure o works for events like festivals or multi-day events o any event with many teams running different events or aspects of an event o no one is in charge of anyone else, everyone is responsible for a function of the event and they work together to get it done
image formation process
♣ 1. Accumulation of mental images about event experiences ♣ 2. Modification of those images by further information ♣ 3. Decision to attend the event ♣ 4. Travel to the event ♣ 5. Participation in the event ♣ 6. Return home ♣ 7. Modification of images based on the event experience
image - types
♣ Cognitive image (logic based) ♣ Affective image (emotions based)
experiential realms
♣ Entertainment ♣ Aesthetic ♣ Escapist ♣ Educational
budget - factors
♣ Marketing projections and estimates ♣ The history of this or similar events ♣ Economic conditions ♣ ROI type of financing • Borrow, pre payments, existing funds, sponsorship
budget - developing for event
♣ Not all events are planned for profit • Break-even (company training) • Make profit (annual trade show) • Deficit (award's dinner, company Christmas part, incentive trip) ♣ Once you finalize your needs, create an estimated budget • Get preliminary quotes from vendors: DON'T GUESSTIMATE ♣ Develop a low end and a high end estimate of expenses ♣ Develop an estimated income: • It is often easier to determine expenses than income
image - categories
♣ Organic (learned behavior) ♣ Induced (marketed sources)
event design definition
♣ The mental creation of an event before it takes place: from the mind of the designer, to communication with stakeholders, through production and reflection ♣ Involves clear establishment of an initial event concept followed by appropriate design development using lateral, logical, and analytical thinking
