Event Management 9780987483485
1,187 61 4MB
English Pages [120]
Polecaj historie
![Security Information and Event Management [1 ed.]
0071701095, 9780071701099](https://dokumen.pub/img/200x200/security-information-and-event-management-1nbsped-0071701095-9780071701099.jpg)
![Agiles Event Management: Vom „Wow“ zum „How“ im erfolgreichen Event Management [1. Aufl.]
978-3-658-25499-5, 978-3-658-25500-8](https://dokumen.pub/img/200x200/agiles-event-management-vom-wow-zum-how-im-erfolgreichen-event-management-1-aufl-978-3-658-25499-5-978-3-658-25500-8.jpg)
![Sport Facility and Event Management [2 ed.]
9781284152944, 1284152944, 9781284152951, 1284152952](https://dokumen.pub/img/200x200/sport-facility-and-event-management-2nbsped-9781284152944-1284152944-9781284152951-1284152952.jpg)
Table of contents :
Credits
Preface
CHAPTER 1 SCOPE AND NATURE OF EVENT MANAGEMENT
Definition
VARIABLES
TYPES OF EVENTS
The Impact of Events
TIMELINES
WHAT IS AN EVENT WORTH?
WHAT MAKES SOMEONE A GOOD EVENT MANAGER?
CHAPTER 2 DEVELOPING A CONCEPT AND PLANNING
THE NEED
EXPECTATION DETERMINATION
DEVELOPING CONCEPTS
THE STAKEHOLDERS
PLANNING PROCESSES
CHAPTER 3 ORGANISING THE RESOURCES REQUIRED
LOCATION
ORGANISING PHYSICAL RESOURCES AND SERVICES
Financial Resources
Managing Financial Resources
Marketing Resources
Outsourcing Resource Requirements
CHAPTER 4 CATERING: FOOD AND DRINK
DETERMINING FOOD AND BEVERAGE NEEDS
CHOOSING A CATERER
OTHER CATERING CONSIDERATIONS
CHAPTER 5 PROMOTING AN EVENT
MARKETING AN EVENT
CASE STUDY - Marketing Strategy: Use of Public Parks and Gardens for Events
TARGET MARKETING
How to Determine the Target
THE MARKETING MIX
How to Promote a Private Event
How to Promote a Public Event
CHAPTER 6 MANAGING THE CLIENTELE
ACCESSIBILITY
QUEUING THEORY
NEGATIVE SITUATIONS
CONFLICT HANDLING TECHNIQUES
DEALING WITH YOUR ANGER AND EMOTIONS
CHAPTER 7 RISK MANAGEMENT, LEGALITITES AND CONTINGENCY PLANNING
PLANNING FOR THE UNEXPECTED
Risk Analysis
Tools for identifying risks
Negating Risk
Contingency Planning
LEGAL ISSUES
INSURANCE
SECURITY AT EVENTS
CHAPTER 8 DELIVERING THE EVENT
Some Things to Consider before Setting-Up Day
AFTER THE EVENT
CHAPTER 9 ORGANISING CELEBRATIONS AND PARTIES
A Children’s Party
A Wedding
A Reunion
A Street Party
CHAPTER 10 ORGANISING EXHIBITIONS
GUIDELINES FOR PLANNING A SHOW OR EXHIBITION
CHAPTER 11 ORGANISING CONFERENCES AND SEMINARS
Organising a Conference
CHAPTER 12 WORKING IN THE EVENT INDUSTRY
WHERE TO FROM HERE?
Education
JOB PROFILES
APPENDIX
DISTANCE LEARNING AND ONLINE COURSES
E Books by John Mason and ACS Staff include:
Printed BOOKS BY JOHN MASON
USEFUL CONTACTS
ACS GLOBAL PARTNERS
SOCIAL MEDIA
Citation preview
CONTENTS CREDITS
5
Preface
6
CHAPTER 1 SCOPE AND NATURE OF EVENT MANAGEMENT
7
Definition
7
Variables
7
Types of events
9
The impact of events
11
Timelines
14
What is an event worth?
14
What makes someone a good event manager?
17
CHAPTER 2 DEVELOPING A CONCEPT AND PLANNING
18
The need
18
Expectation determination
19
Developing concepts
21
The stakeholders
21
Planning processes
22
CHAPTER 3 ORGANISING THE RESOURCES REQUIRED
31
Location
31
Organising physical resources and services
33
Financial resources
36
Managing financial resources
37
Marketing resources
38
Outsourcing resource requirements
38
CHAPTER 4 CATERING: FOOD AND DRINK
39
Determining food and beverage needs
39
Choosing a caterer
41
Other catering considerations
43
CHAPTER 5 PROMOTING AN EVENT
44
Marketing an event
45
Case study - marketing strategy: use of public parks and gardens for events
46
Target marketing
47
How to determine the target
48
The marketing mix
51
How to promote a private event
55
How to promote a public event
56
CHAPTER 6 MANAGING THE CLIENTELE
58
Accessibility
58
Queuing theory
62
Negative situations
67
Conflict handling techniques
68
Dealing with your anger and emotions
73
CHAPTER 7 RISK MANAGEMENT, LEGALITIES AND CONTINGENCY PLANNING
74
Planning for the unexpected
74
Risk analysis
77
Tools for identifying risks
79
Negating risk
81
Contingency planning
81
Legal issues
82
Insurance
91
Security at events
92
CHAPTER 8 DELIVERING THE EVENT
93
Some things to consider before setting-up day
93
After the event
96
CHAPTER 9 ORGANISING CELEBRATIONS AND PARTIES
103
A children’s party
104
A wedding
105
A reunion
106
A street party
107
CHAPTER 10 ORGANISING EXHIBITIONS
109
Guidelines for planning a show or exhibition
110
CHAPTER 11 ORGANISING CONFERENCES AND SEMINARS
111
Organising a conference
112
CHAPTER 12 WORKING IN THE EVENT INDUSTRY
114
Where to from here?
114
Education
115
Job profiles
115
APPENDIX
118
Distance learning and online courses
118
E books by John Mason and ACS staff
118
Printed books by john mason
119
Useful contacts
120
ACS global partners
120
Social media
120
> BACK TO CONTENTS PAGE
CREDITS © Copyright: John Mason Written by John Mason & Staff of ACS Distance Education Photos John and Leonie Mason Editorial and Research Assistants include Gavin Cole Daryl James Rosemary Davies Design Stephen Mason Published by ACS Distance Education P.O. Box 2092, Nerang MDC, Queensland, Australia, 4211 [email protected] www.acsbookshop.com P O Box 4171, Stourbridge, DY8 2WZ, United Kingdom [email protected] www.acsebooks.com
ISBN: 978-0-9874834-8-5
PAGE 5
The information in this book is derived from a broad cross section of resources (research, reference materials and personal experience) from the authors and editorial assistants in the academic department of ACS Distance Education. It is, to the best of our knowledge, composed as an accurate representation of what is accepted and appropriate information about the subject, at the time of publication. The authors fully recognise that knowledge is continually changing, and awareness in all areas of study is constantly evolving. As such, we encourage the reader to recognise that nothing they read should ever be considered to be set in stone. They should always strive to broaden their perspective and deepen their understanding of a subject, and before acting upon any information or advice, should always seek to confirm the currency of that information, and the appropriateness to the situation in which they find themselves. As such, the publisher and author do not accept any liability for actions taken by the reader based upon their reading of this book.
> BACK TO CONTENTS PAGE
PREFACE The Author, John Mason has organised many events over the years. In the 1970s he worked as Director of Parks and Recreation for the City of Essendon before going on to several years of freelance work. This included organising industry seminars for various tertiary institutions, and running dozens of community participation projects with the Playgrounds and Recreation Association of Victoria. From the mid 1980s he spent 15 years exhibiting at trade shows across Australia (over 20 shows in one year). From 1988 to 1992 he organised the Gardening Pavilion at the Royal Melbourne, IPPS conference organising committee in 1992. Over that period he won exhibitor awards in two of those years. On a personal note, he has also organised 3 family reunions, bringing together over 200 family members from across Australia.
PAGE 6
> BACK TO CONTENTS PAGE
CHAPTER 1 SCOPE AND NATURE OF EVENT MANAGEMENT DEFINITION What is an event? An event is an occurrence, usually a special occasion. It can be either “a thing that just happens”; or a “planned social or public occasion”. An event is not always planned, but in the world of event management, the more planning that goes into an event, the smoother the event will run. How many people turn up to parties, festivals, cinema openings and other events without really considering just how much planning and organisation has been required to put the event together? The organisation of events is the role of the event manager. An event manager may have that as their specific job or they may do event management as part of their tasks and duties, but either way planning an event can require a lot of organisation and time.
VARIABLES Events are commonly short-lived – they have a beginning and an ending, they are impermanent, finite: a moment in time. Events are also unique; each event has characteristics that apply only to it, and to no other event. Each (individual) event will have specific requirements and present with differing problems. Even events that are recurring will differ each time they are held; they will often have different management teams or staff, or differing venues, budgets and expectations, or undergo changes due to what was learnt from the previous event. Successful event management takes careful planning, flexibility and the ability to control and steer a project to meet the requirements of each unique event. Organising an event involves making a lot of different decisions and choices. PAGE 7
> BACK TO CONTENTS PAGE
It requires understanding of the basic fundamentals and variables associated with an event. This includes practical considerations such as: ■■ Who are the stakeholders? (That
is the people behind the event or commissioning it). What are their expectations? Who will be financing it? How actively are the stakeholders involved in the running of the event?
■■ What is the scope and nature of
the event? Is it large or small is it recurring or a one-off? What is the event trying to achieve? What is its end purpose i.e. why is it being held? Who is it for? What will happen at it? What is its theme?
■■ How much money and what other
resources will be needed? Are these realistic to the event and readily available? Will it have special resource requirements e.g. signposting, audio visual equipment, public address system, changing rooms, photographers, special security etc.?
■■ Where will it be held? Is the venue
suited to the event? Is it accessible to the disabled? Does it have all the required facilities e.g. kitchens and kitchen equipment, tables, chairs and so on, or will some things need to be hired?
■■ Will it need caterers? ■■ What is the event’s schedule: how
much time is there for organisation? When will it be held? How long it will run for?
PAGE 8
■■ Who will attend – and how many?
(Sometimes this can only be estimated i.e. in the case of large community events). Is there a guest list? A seating plan? A dress code?
■■ How will it be promoted?
> BACK TO CONTENTS PAGE
TYPES OF EVENTS There are a few reasons why you might want to classify events: ■■ An event company may want
to subdivide the work (e.g. one department runs corporate events such as exhibitions and another runs events such as fashion or art shows, sports events etc. and another runs private events such as parties and weddings).
■■ A new business might want to
identify niche markets they can target or concentrate on a specific type of event (e.g. weddings).
■■ The event company may offer
differing levels of management i.e. full management, partial management or just act as an overseer - depending on the type of event and client.
■■ The event company may promote
the event according to the event’s classification.
Events can be classified in all types of ways: according to size, purpose, discipline, whether private or public; or just about any other criteria you might think of. Consider what is the purpose of the event? For example: ■■ A private event is organised for
people who have some sort of relationship with each other. The purpose may be a celebration (e.g. wedding or birthday), social (a workplace Christmas party) or something else.
PAGE 9
■■ A public event will invite anyone to
attend, irrespective of whether they do or do not know each other. This may or may not be commercial. Fees may be charged; but that might be purely to cover costs.
■■ A commercial event differs because
fees are charged, but over and above what is needed to cover costs. A commercial event aims to make a financial profit.
■■ Charitable events are different
again; aiming to raise money; but the financial benefit is for a charity, rather than for any personal gain.
■■ Social events are ones that
are organised to foster social interaction; or to enhance a social group, small or large.
■■ Networking events are about
developing professional or other contacts with people who have shared interests
■■ Some events are called “special events”
because they are organised to satisfy some “special” well defined goal. They include rituals (e.g. christenings), presentations (e.g. graduation), reenactments (e.g. on a national day), etc.
■■ Some events are called “mega
events” because they are on a scale that impacts nationally or even internationally (e.g. Olympic Games, World Fairs).
■■ When an event becomes very
strongly associated with the place where they are held it may be called a “hallmark event” for example: Mardi Gras in Rio, Munich Beer Fest, Chelsea Flower Show.
> BACK TO CONTENTS PAGE
■■ Large events that attract significant
interest and participants are often called “major events”. If they are on a scale which is significant enough to attract tens of thousands of attendees and widespread media coverage, they are usually going to be considered major. The grand final
Large events may include:
of a national football competition might be a major event; but unlike hallmark events, it might move from one city to another each year, and unlike a mega event, interest in the event may be far less once you move beyond the national borders.
■■ A sporting event
■■ A concert
■■ A race
■■ An AGM
■■ A celebration
■■ An excursion, tour, a road rally
■■ A reception
■■ A weekend market, school fete,
■■ A learning event (workshop,
■■ An art exhibition ■■ An agricultural show or regional fair ■■ A trade show
seminar, course, symposium)
■■ A fund raising event ■■ A celebratory event (public
or private)
■■ A conference
■■ Civic occasions
■■ A convention
■■ Inauguration, induction and
■■ A seminar ■■ A festival PAGE 10
graduation events
■■ Launches i.e. product, book, business,
project, political campaign, etc.
> BACK TO CONTENTS PAGE
THE IMPACT OF EVENTS Events can have a wide variety of both positive and negative impacts (e.g. economic, social, political and environmental); as follows:
Social Impacts Positive social impacts of events can: ■■ Build relationships between
individuals and groups.
■■ Broaden understanding and
empathy between different cultures and religions
■■ Develop an affinity with the physical
environment (e. g. a community that uses public land for community events will develop a sense of pride and ownership of that land and as a result they respect the space and better care for it).
■■ Strengthen (or re-strengthen) values
and traditions. For example, family rituals and traditions (birthday celebrations, anniversaries, family gatherings at specific times of the year and so on) can help to strengthen family ties and ensure that family traditions continue from one generation to the next.
Similarly, broader social traditions can help to strengthen community ties, increase community pride, and give visitors (not from the area) an insight into local traditions and values. It also gives locals an understanding of how they (or their region) are perceived by others. Events to reaffirm traditions can also turn a simple event into something meaningful. PAGE 11
Negative social impacts of events can: ■■ Alienate individuals or groups. ■■ Provide opportunity for bad
behaviour (e.g. fighting, loud noise, drunkenness, drug abuse, vandalism).
■■ Create hostility through a lack of
understanding (by either visitors or locals).
■■ Create defensive behaviour by the
region hosting an event.
■■ Exploit people: e.g. a region or
social group is used by politicians or others to enhance their standing (with no thought given to the broader impact it may have).
■■ Result in social dislocation: mega
events in the past have caused the relocation of thousands of people in order to accommodate the event. Take the Seoul Olympic Games in 1988 for example. Many hundreds of thousands of people (many being the most disadvantaged already) were relocated. Social relocation can also have the result of hiding the true nature or living conditions of local populations from the wider world.
A redirection of social funding to fund an event – this can occur when local governments (in particular) see a broader political advantage in staging an event, but are underfunded to do so. Funds are sometimes relocated from one program in order to fund an event. For instance, a program that may have social impact (e.g. a welfare program, a program for disadvantaged youth, etc) may be axed or reduced and the funds redirected.
> BACK TO CONTENTS PAGE
Economic Impacts When the economic impact of a major event is measured, it is usually in relation to how much money was spent in an area by visitors that would otherwise not have been spent (in that area) without the staging of an event. This visitorspending refers to spending outside of the event i.e. on accommodation, food and so on, within the region. The second factor considered is the amount of money spent by the event’s organisers in staging the event. This money is often spent outside of a local community staging the event (bringing in services, products etc. from outside the region). To determine the true economic impact of an event (to a particular region) you must calculate how much money has flowed into the area, and how much money has flowed out of an area – the difference between the two is the net income to the region.
■■ The location of the event - is it
easily accessible to the broader public? Does it have a high profile? Is it appropriate to the event? Can it increase awareness of the area e.g. does it have natural beauty? Will the area attract return visitors to the event?
■■ The timing of the event: summer,
winter, during the week or on the weekend, during school holidays or not, coinciding with other events) etc.
■■ The theme of the event (art, craft,
agriculture etc.)
The economic impacts of events depend on many factors including: ■■ The type of event (e.g. sporting
events tend to have a lower economic advantage than say a cultural or art event).
■■ The scale of the event (larger events
tend to attract people from outside a local community – this also brings new money into the area).
■■ The amount of people it attracts
(more people means more money).
■■ The type of people it attracts – do
they have a high or low disposable income? Are they likely to spend money in local businesses (other than that spent for attending the event)?
PAGE 12
Positive economic impacts of events: ■■ People attending can bring money
to the local economy (staying in local accommodation, buying food, visiting local bars, clubs, hotels, restaurants, renting cars, attending other local events, buying local arts and crafts etc.).
■■ Creation of work opportunities
(i.e. more part-time or full-time work if regular events spread the seasonality in a tourist region).
> BACK TO CONTENTS PAGE
■■ Improvement of local living
standards if work opportunities are directly increased.
■■ New businesses and residents
attracted to an area (especially after mega events that showcase a region).
■■ Increased tax revenue.
Negative economic impacts of events: ■■ Wear and tear on (and sometimes
loss of) amenities.
■■ Inflated prices (local businesses
increase costs).
■■ Increased pressure on local
resources.
■■ Property speculation. ■■ Inability to attract attendees creates
a financial burden on the area.
■■ Event cost (output) outweighs the
net input to the area.
Political Impacts Positive political impacts of events: ■■ Prestige if successful ■■ Enhanced perception of the region
by those outside of the region
■■ Social cohesion ■■ Development of skills and experience ■■ Investment opportunity
PAGE 13
Negative political impacts of events: ■■ Risk of failure ■■ Propaganda opportunity for
politicians or opponents
■■ Reduced accountability ■■ Corruption/misallocation or unwise
spending of funds
■■ Exploitation of local community
by politicians
■■ Use of the event to drive
political agenda
■■ Use of the event to cover up
underlying political agenda
■■ Use of the event to popularise
unpopular political decisions
■■ Lack of transparency
Environmental impacts How we deal with environmental impacts related to events depends on the size of the event, the stakeholder’s awareness of impact reduction methods and the laws that govern environmental impact. Mega-events for example may have their environmental impact measured to include the carbon footprint of the event. This may include information gathered such as: how many people that attended the event had to use air travel or use cars to and from the event? Other environmental impact considerations may include: how much paper was used (flyers, napkins etc.) how much potable water was used, how much effluent is generated and how is it dealt with? And so on. Studies and assessments are conducted to
> BACK TO CONTENTS PAGE
measure this (for many mega events) and environmental impact statements are then produced. For a smaller event the process may be almost non-existent or low level. However, event managers should always consider the environmental impact of all events – there are laws, even for the smallest event, that cover this (in many countries). Positive environmental impacts of events: ■■ Increased focus on a region or place
and opportunity for greater funding
■■ Preservation of heritage ■■ New assets i.e. construction of
new facilities, buildings, sporting grounds etc.
■■ New approaches to waste
management
Negative environmental impacts of events: ■■ Pollution (waste management) ■■ Noise, traffic congestion, damage to
fields and areas due to the impact of parked cars
■■ Damage to environmental or
physical resources
■■ Loss of heritage ■■ Inappropriate (to the area) building
design, construction and location
PAGE 14
TIMELINES Events are things that exist within a time frame. All events have a starting time and a finishing time and when an event is first conceived, the starting time and duration are often the first things to be decided upon. Once this part of the time line is set, everything else needs to fit around it. The time available from the point of conception up until the start of an event is frequently a major constraint upon what can be achieved by the event planner. A timeline is the first thing (after a plan outlining the aims and objectives of the event) that an event planner will formulate. A timeline helps the event planner to determine exactly what needs to be done, when it needs to be done and by whom. It will be used as a reference during the planning phase of the event – this allows the event planner to keep track of time, to make sure things are running on time and to re-delegate tasks if things are behind time. Timelines are discussed in more detail in chapter 2.
WHAT IS AN EVENT WORTH? Major events are very expensive. Benefits can be tangible and intangible; long-term and short-term. It is useful to be able to put a monetary value on benefits where possible, so that it is easier to understand what the relative benefit is. That way we can judge if an event is worth staging, and how beneficial it is to stage it, or to not stage it. We can judge who benefits from the event and how. This process is called a “cost-benefit analysis”.
> BACK TO CONTENTS PAGE
■■ Tangible costs may be economic:
they may include assets provided for the event that can later benefit the community, or they may be the economic inputs by individuals or corporations or government. The tangible costs of an event are obviously the costs involved, such as paying wages, paying for tents, marquees, vendors, food, hiring a venue and so on. Whilst the gains will be the profit made from the event and perhaps even from future business that arises due to the event and the publicity around it.
Cost-benefit analysis measures the cost or benefit of an event by comparing intangible and tangible expenses and income. ■■ Intangible costs or gains may be
environmental or social: they may include non-economic inputs by individuals, corporations, groups or the community or government. For example, an intangible cost may be traffic and noise pollution caused by an event. A gain might be an increased awareness of environmental issues, due to an event designed to raise awareness of the environment.
PAGE 15
So, cost-benefit may be measured in an economic, environmental or social sense – it is a rational (but sometimes complex) approach to decision making. Cost-benefit analysis usually tries to place a monetary value on each of the units that are part of the analysis – this makes it easier to compare the total gain (expected benefits) against the total cost. It is important for the event manager to not make these decisions solely based on money. There are also other factors to take into account. For example, let’s say a health food company decides to have a fundraising event. They run a music festival, where lots of alcohol and drugs are consumed. This becomes a big story in the media, and the name of the health food company becomes associated with the taking of drugs and alcohol. As a result the company begins to lose business. Any event manager must carefully consider the financial costs and benefits of an event, but also the other factors, such as bad and good publicity. Bad publicity can obviously have a major impact on a company’s future finances, whilst good publicity can also improve their profile and hopefully their finances.
> BACK TO CONTENTS PAGE
Decisions can then be made as to the viability of the project or event. Sometimes though, an event may not have a direct or immediate financial benefit, but it will still be run because organisers see a long term gain. For example, increase in future tourism or a social benefit to the community, or, for a company, an increase in exposure which may increase future business. When conducting a cost-benefit analysis therefore: 1. All costs or potential costs associated with the project should be identified and quantified. This means you need to devise a list of all quantifiable costs such as: materials, wages, fees (licenses etc.) rent, travel and so on. Also non-monetary costs that may occur e.g. possible impact on the environment (it is often difficult to place a monetary value on intangible costs or benefits). 2. Identify, record and quantify all the anticipated benefits associated with the project. 3. Take the costs away from the benefits to determine if there is a disparity between the two.
Cost Benefit Ratios Burns, Hatch & Mules (1986) reported on a survey of economic impacts of Australia’s Formula 1 Grand Prix in Adelaide. They found a cost-benefit ratio of 1 to between 3.1 and 3.8 That is for every dollar spent, more than $3 of value was returned.
PAGE 16
An example: to calculate a cost benefit ratio on, say, a medium-sized event: The total costs associated with planning, implementing and staging a regional garden products show was $100,000. Total income from entrance fees and sale of products was $300,000. 300,000/100,000 = $3 so the final outcome was: a $3 dollar return for every $1 spent.
> BACK TO CONTENTS PAGE
WHAT MAKES SOMEONE A GOOD EVENT MANAGER? Good event managers need to be able to take a holistic approach to the job and apply a certain level of knowledge and skill across all of the following: ■■ Project management ■■ Budgeting and break-even analysis ■■ Time management ■■ Dealing with media (print, electronic
publishing, broadcast, social media)
■■ Business planning ■■ HR management ■■ Marketing ■■ Managing contingencies ■■ Networking ■■ Ethics ■■ Law
The International Institute of Event Management states that there are five essential attributes for a great event manager. These are : 1. Good organisational skills - An event manager is like a director of a stage show. They need to choreograph all the elements that make an event successful. So good organisational skills are important for managing people, vendors, schedules and anything else required in the organisation of the event. PAGE 17
2. Attention to detail – Great event managers need to take time to consider the essential elements of an event and focus on the minute details to ensure that the event works well for their customers or clients. 3. As with most things in life, with events, it is often a case of Murphy’s Law – what can go wrong, will go wrong. So temperament is an essential factor in good event management. Good event managers will know that they need the ability to stay calm under pressure, be reasonable and helpful and know what to do to ensure that things do not go wrong that often. 4. Event management is all about people, so good people skills are also important. It is essential for the good event manager to have the skills to develop, understand and maintain relationships with their clients, staff, customers, vendors and so on. 5. And finally, an essential attribute is leadership. The good event manager must be able to lead and manage people effectively. They need to be able to motivate and encourage them to do the best they can.
> BACK TO CONTENTS PAGE
CHAPTER 2 DEVELOPING A CONCEPT AND PLANNING Planning an event is a process that will typically move through a logical sequence of stages. For example: 1. Start with a need 2. Determine expectations (Who is it being held for? What are the benefits? Why is the event being held? Where and when will it be held?) 3. Settle on a concept (What form will the event take?) 4. Break down the event into components 5. Develop an implementation strategy
THE NEED Events are usually not just run on a whim – events are held because of a pre-determined need. A need that originates from a compelling thought, such as the need to celebrate or commemorate something, or perhaps to expose or promote something. Successful events have a well-defined need or purpose determined before PAGE 18
the main planning commences. This gives the event the greatest chance of success; purposeless or aimless events are less likely to be successful. A wedding will require different food and entertainment to an art exhibition or a sporting event; it may be held at a different time of day to a sporting event, and will have an entirely different list of requirements to a sporting event.
> BACK TO CONTENTS PAGE
It may sound obvious but once a purpose or need is understood and clearly defined, the planner has a template from which to formulate the entire planning process and schedule. Some considerations that relate to need: ■■ The time an event is held will vary
according to the type of event
■■ The duration of events will vary ■■ Food requirements will vary ■■ Entertainment will vary ■■ The expectation of the participants
will vary
■■ The expected outcomes of the
stakeholders will vary
Knowing exactly what the event is celebrating or promoting will also determine the inputs required such as materials, money and labour, and so on.
EXPECTATION DETERMINATION You need to consider who, what, when, where and why; this will require some research with a client and/or stakeholders, the public, potential participants (in some cases), and government organisations or departments. Once you have determined a need (as above) it will also identify the ‘who’ and ‘why’. This leaves you with the ‘what’, ‘where’ and ‘when’.
PAGE 19
What – includes not only what the event is, but what resources are required and what the stakeholders’ expectations are. Expectations to some degree influence the amount of money required and it can also influence the theme, duration and quality of the event. Other considerations of ‘what’ are: ■■ What will the participants do?
(Further discussed in developing concepts below.)
Where – refers to where the event will be held: the region, town/city, building/place/space. Where an event is held affects the amount of resources required to stage the event it may also have a bearing on how many people will attend. A country event for example may have fewer attendees if the area does not offer accommodation (which must vary in price to suit the needs of a range of attendees). It also means less access to public transport, so organised transport (e.g. buses) may be required or considered. Other considerations connected to ‘where’ are: ■■ Availability of venues in the chosen
area
■■ Range of resources available within
venues
■■ Availability of parking ■■ Disability access ■■ Local support
> BACK TO CONTENTS PAGE
When – most public events should be staged to take advantage of local features or to suit the season. For example: an event staged in autumn to take advantage of seasonal tree colour may also attract a wider demographic – people that would like to attend the event but also to see the trees. Summer weather may be more suited to some events (those held outdoors), and springtime may be more suited to others. Other considerations connected to ‘when’: ■■ Does the event coincide with
other events? It may need to be reconsidered unless is complements the other event, or the other event draws people that may also be interested in your event.
■■ Does the event coincide with a
public holiday or school holidays? This could attract more people. Is this what you want? Do you want to attract families? Or are you looking to attract couples or younger people without children? All this should be considered as if you attract the “wrong” type of visitors, this can impact how successful the event is.
■■ Does the date of the event allow
sufficient planning time?
■■ If the event is a public event does
the date allow enough time to attract sponsors and other potential stakeholders? Does the date allow enough time for publicity? There is nothing worse than organising an event only to find out that no one knows about it as there has not been enough time to inform them of the upcoming event and attract their interest.
PAGE 20
> BACK TO CONTENTS PAGE
DEVELOPING CONCEPTS
THE STAKEHOLDERS
An event is an experience for participants and as Alvin Toffler (American writer and futurist) said: “Event planners are experiential engineers”. When you have considered what will happen at an event you need to ‘choreograph’ the hypothetical participant. Anticipate and plan where they will be and what they will be doing, at every point in time, from when they arrive, until the time they leave.
Stake holders are all the people, organisations or institutions that have a “stake” in the event (i.e. will be affected in some way or another). This may include individuals, families, organisations (public and private), states and regions, and sometimes even countries. Stakeholders will feel the impact of the event differently, some in a positive way; others in a negative way.
When you make these considerations it is more likely that you will be able to employ creative elements within the event that allows it to stand apart from others. Other considerations when developing concepts: ■■ Concepts (theme or format) should
reflect the key aims of the event and take into consideration the needs of the participants/audience and the expectations of the stakeholders.
■■ Concepts should be cohesive,
realistic and operationally practical – taking into account the budget, resources, participants and stakeholders.
■■ Analysis is important part of
formulating a concept; it should pinpoint the key overall logistical needs of the concept.
In identifying stakeholders and their importance to the event you need to consider what influence they will have on the outcome: First level stakeholders are those funding the event, the event host/owner, the event organisers, participants/ attendees/visitors and/or customers. They may also include local government and the local community. Secondary stakeholders may include: contractors and trades people, suppliers, stand-holders, entertainers, cleaners, and so on. Things to consider about stakeholders: ■■ Key stakeholders should be given
timely, accurate, analysed and complete information relating to the concept and theme of the event before implementation. This may include the Local Government Authority as well as those funding the event. Enough time needs to be given for stakeholders to consider the concept – there may be public consultation, for example, which can take time.
■■ Stakeholders need to approve
concepts prior to implementation.
PAGE 21
> BACK TO CONTENTS PAGE
PLANNING PROCESSES
and determine the planning parameters of the event.
Event planning is akin to project planning – an event could be considered as a project: the same problems occur in events as they do in most other projects – strategies therefore are also similar.
Planning Parameters Correct planning involves a number of activities which have to be carefully thought out before an event can be staged. These include:
A project or event plan can be described as a road map which shows the route for completing specific objectives, (and alternative ways) from start to finish. When you first start to plan an event all the relevant aspects associated with the event, from conception to end, may not always be totally clear. A planning process or strategy helps to clarify and identify the needs associated with an event.
■■ Working out the necessary resource
requirements
■■ Defining each task’s objectives ■■ Determining a set of performance
measures to evaluate progress
As discussed previously - the main event parameters need to be defined beforehand, in order to complete these activities. This involves:
Once the staging of an event has been considered and decisions to proceed have been made, it is time to formulate and implement a planning strategy. This framework or plan is essential for implementing a project. It ensures that what is needed is accounted for, and that the correct steps are taken. The key approach to event planning is to identify
■■ Quality planning ■■ Time planning ■■ Expense planning
Mission Objectives
The Planning Hierarchy
Strategies Tactics Operations
PAGE 22
> BACK TO CONTENTS PAGE
Planning Quality To plan the quality of an event is to refine those tasks broadly defined during the event formulation phase discussed earlier.
task is listed as a specific activity which must be done in order to stage the event.
Part of the quality planning is to prioritise the order of tasks into a sequence which best fits the event’s progress. It is important to remember that the quality dimension is the crucial linchpin between resources required and the time/cost dimension. Quality planning outlines the standards of performance expected by the stakeholders, and provides a useful guide for monitoring progress. Key quality planning elements are: ■■ Determining the quality and types
of resources needed (human and material)
■■ Setting the performance
standards desired
■■ Verifying output quality
The latter two elements (performance standards and the verification of output quality) are monitored by comparing the actual progress of the project during the implementation phase, with the planned progress as defined by the event schedule or the event’s strategy framework.
Developing a Strategy Framework A strategy framework breaks down into tasks, and reduces the possibility of overlooking essential objectives or subobjectives which must be completed during the event’s planning cycle. Each PAGE 23
Tasks can be prioritised according to how essential they are. Categories of essentiality include “essential”, “not so essential”, “non-essential” and “not necessary”. This does not mean that tasks which fall within the last ‘not necessary’ category are in fact unnecessary. Rather that if the budget, time or other unpredictable constraints occur and the strategy framework needs to be changed, then these tasks can be left out altogether, without any lasting disruption to the project. For example, perhaps you decide that you would like some balloons let off at the end of an event. However, the organisation of the balloons becomes difficult and costly, and as it is under the “not necessary” category, you may decide not to bother with balloons. But if you were running an event to promote balloons and balloons sellers, then this final release of balloons would most probably be “essential”. It is for the event manager, and those involved, to decide what is essential and what isn’t. This can be easier said than done. An
> BACK TO CONTENTS PAGE
event manager may be organising an event where there will be hundreds of vendors, bands, stalls and so on. They may all have different requirements, different things they consider important. At the end of the day, the event manager must be sure of the focus of the event and ensure that what is consider essential or not essential is based on that focus. If the focus is to promote the sales of balloons, then that is the focus.
Useful questions to ask at this stage include:
A Strategy Framework should broadly incorporate the following qualities:
Another critical planning parameter is the time limit set for each task so that the event can be staged at the correct time and for the correct duration. When planning for time, the following considerations must be taken into account:
■■ The goal and sub-objectives of
each task.
■■ General resource commitments. ■■ A general layout of planned
schedules.
A more detailed breakdown of the task schedules and requirements is often necessary when planning quality. This is accomplished by an Event Breakdown Structure.
Developing an Event Breakdown Structure An event breakdown-structure is an analysis of the tasks listed in the Strategy Framework. Each task is broken down into sub-tasks and all the relevant activities identified. An event breakdown-structure therefore goes further than the Strategy Framework, by detailing the process required to complete each task of the project. In particular, the Project BreakdownStructure identifies the necessary resources and standards, or output quality, to be fulfilled. PAGE 24
■■ What is the overall goal to be
accomplished?
■■ What has to be done to meet
this goal?
■■ How can it be done?
Planning Time
■■ The duration or time that should be
spent on each step
■■ The earliest time when a task
should start
■■ The latest time when a task
should start.
However, it can be difficult to finalise a specific time period for each task. Some approaches include reviewing the time periods required for other events of a similar nature and considering their breakdowns. Or simply by “guesstimating” (guessing an estimate for start and completion dates for each task or stage). A practical method of planning for time visually is by charts. Two ways to display planned task times or the event schedule are: ■■ The Gantt Chart ■■ The PERT Chart
> BACK TO CONTENTS PAGE
The Gantt Chart A simple Gantt Chart might sometimes be called a Project Timeline. This chart projects where tasks are largely independent of each other. It shows the tasks in a horizontal bar chart format which is a line representation of the activities which must be completed during a project’s lifespan. A Gantt Chart is created by the following steps: 1. Listing the tasks required to complete a project. 2. Estimating the time needed for each task. 3. Creating a table with the lifespan of the project displayed (horizontal), and the list of tasks in order of priority (vertical).Drawing a line for each task starting at the planned beginning date and ending with the expected completion date.
4. Where task dates can be flexible, drawing a dotted line to show the leeway for start and end dates. Gantt Charts are useful for simple projects when tasks are not interlinked. They show not only the sequence of activities but when each is scheduled to take place.
More complex and interdependent activities are better displayed by a PERT chart. A typical Gantt Chart looks like this:
Gantt Chart Task List
3rd August
10th August
17th August
24th August
Select Site Determine Resources Council Approval Arrange Finance How Detailed Should a Gantt Chart be? This depends upon how much scheduling detail is appropriate for the project. For short term projects, only lasting a matter of weeks, you may need to detail things that are done on certain days or over a period of just a couple of days. For projects that last years, you may only need to indicate the week or month when something is to happen. PAGE 25
> BACK TO CONTENTS PAGE
The PERT Chart PERT stands for Program Evaluation and Review Technique; and the PERT chart is represented by three key features: 1. Events, or the launch and end dates of each activity. 2. Activities or the tasks. 3. Non-activities or interdependent events where no activity is required. Events and Activities are therefore the actions (or tasks) of a project, while nonactivities symbolise “non-actions”, and link dependencies between two actions. As with Gantt Charts, the dotted lines represent the slack time or extra time that can be afforded to complete a particular task. A PERT chart is created by the following steps: 1. Listing the steps required to complete the project. 2. Estimating the time required for each step.
3. Linking the activities by nonactivity lines 4. Numbering each task in order of priority. 5. Drawing separate paths for steps that are undertaken at the same time. 6. Remembering that the length of the line arrow joining activities indicates the time required. A critical path can be included to show the essential steps required in order of priority. A critical path is calculated by: 1. Establishing the sequence of tasks that best fits the time and money constraints. 2. Identifying tasks that are most critical for the completion of each stage of the project. A critical path is useful in the case of limited time or scarce resources.
A Pert Chart will look like this:
Arrange Finance
Start project
Consult stakeholders
Train Staff Hire staff
PAGE 26
Book Venue
> BACK TO CONTENTS PAGE
Be Aware ■■ Resist at all costs any pressure
to use optimistic estimates when establishing a schedule.
■■ Most event or project managers
are going to be pressured to shorten schedules, right from the planning stage.
■■ An event manager’s best way of
reducing pressure later in a project is to ensure that the schedule is very well documented. It should compel the client/stakeholders to accept time estimates as being realistic right from the start.
■■ No schedule is perfect; expect
delays, and ensure the client/ stakeholders, the contractors and workers understand that some delays are normal.
■■ Your estimate of time should be
based upon a best case/ worst case scenario.
Planning Expenses The costs of resources such as supplies, materials and wages must be accounted for. Planning costs should not stop once the project is launched, but should continue throughout an event’s lifespan. This is in order to keep track of expenses, and avoid over spending. Estimating an event’s costs however, is not easy, as many unexpected costs can be incurred during a project cycle. To calculate a budget, cost estimates should involve the items listed in the Project Breakdown-Structure, which typically includes labour costs, travel costs, and administrative costs. PAGE 27
An estimate of a project’s costs should consider: ■■ The knowledge, expertise, or
skills that are required (the greater the expertise, the higher the probable cost).
■■ The types and amounts of
specific materials, supplies and facilities needed.
These costs can be displayed in a budget work sheet.
Delegating Responsibilities Project personnel should hold clearly assigned responsibilities within the event schedule. If considering the nature of such responsibilities, useful questions to ask are: ■■ What kind of knowledge or expertise
is required for each task?
■■ Who best suits the demands of
the task?
Planning Logistics The when, where and how of things for example: how will things be done and where and when will things be supplied? Every participant in an event has potential for experiencing all of the following: ■■ Anticipation ■■ Arrival ■■ Atmosphere
> BACK TO CONTENTS PAGE
■■ Appetite (for all the senses not
just food)
■■ Activity ■■ Departure ■■ Reflection
The event planner should plan for a great experience with respect to each one of these aspects: Anticipation – before the event, they anticipate the experience they are going to have. Some may have realistic expectations and some unrealistic. The way an event is presented beforehand can have a huge impact. Raising unrealistic expectations can be an easy way of promoting an event, and getting people to attend; but it can create huge problems later on and lead to early departures, negative memories and may lose (you) business as an event manager for future events. Word of mouth cannot be underestimated!
Arrival – make arrival easy: travel information, transport, signage/ directions, parking, entrances, meeting, greeting and welcoming packages should all be straightforward. Of equal importance is the aspect of shelter, queues and toilets. How queues are dealt with is an crucial issue. A huge queue may be off-putting and some people may choose to leave rather than wait to get into an event. If they then have to wait in yet more queues inside (for toilets or to buy food or drinks or attend particular smaller organised events) it can lead to a frustrating time for the visitor. Atmosphere – the atmosphere is about how much fun or enjoyable or interesting an event is. What type of atmosphere you are aiming for will depend on the type of event. If you are planning something intellectual and/or academic, then it should be interesting, informative, quieter and more subtle. Whilst a music event would aim for a relaxed atmosphere with friendly people and staff. The people who attend an event obviously impact on the atmosphere, but the atmosphere can also be affected by other factors. The physical environment can definitely have an impact. If it is too cold, too hot, dry, wet, windy, too exposed to the sun, dirty or clean – all of these can potentially affect how much the visitors enjoy the festival, and that will impact on the atmosphere. If you have lots of visitors moaning about how cold and dirty the event is, this will affect other people there who hear them and can affect the atmosphere. The venue itself can also affect the atmosphere. Is it easy to reach? Easy to find your way around? Good signage? Is it clean? Well landscaped? Well organised? Has it got good information for visitors?
PAGE 28
> BACK TO CONTENTS PAGE
Appetite (for all the senses not just food) – The sight, sound, smell, taste, touch of an event all impact on how much the visitors enjoy the event. This again can affect the atmosphere, and affect future attendance at such an event It depends on the attendees, what they are looking for. What style of event? What style of food? Who they are? What do they like? What can they afford? Have you considered mood music?
at a science fiction convention. Heavy rock music may not be appropriate at the opening of an art gallery showing Renaissance art. Consider all the senses and what you think your visitors and stakeholders are looking for.
Think of the senses: Smell – supermarkets will pipe smells of fresh bread from their bakery around the store, to make people feel hungry. When people are hungry, they are more likely to purchase more. Events can try the same thing, piping smells of food they offer, cakes they offer and so on. Obviously this is difficult in an outdoor event, but smells of food cooking, barbecues and so on can have the same effect. A complementary health event may have essential oils wafting around, calming and relaxing visitors. Sight – the venue and the show should look good. People do not want to see a shabby tent in a field. They expect more, particularly when they have paid money to attend. Presentation obviously affects how people view and remember an event. And remember that many people post their photographs now on social media, which can be seen by many thousands of people. If something doesn’t look too good, who knows how many people will see it, potentially influencing them to not come to the event next time. Hearing – we mentioned mood music. We have to consider the type of event we are offering and what is appropriate. Classical music may not be appropriate PAGE 29
Activity – anyone who attends an event wants to enjoy it and get something from it, whether it be a fun day, a new bit of knowledge or whatever they came for. So any event should aim to be a collectable experience. A collectable experience is any experience that is unique, interesting, novel or unusual. The event should be more interesting to the visitor than sitting watching TV on a Saturday afternoon.
> BACK TO CONTENTS PAGE
An example taken from a few years ago was when snow was predicted on New Year’s Eve in New York. Spectators were getting worried about attending, so the organisers changed the focus and started talking about ‘the first time that it had snowed on New Year’s Eve for years’. They made it a collectable experience, something rare and unusual for the spectators. People still attended. It should be something that stands out in their memory as a unique experience. Even if they go to the event annually, the event manager should aim to make each year slightly different from the previous one, to retain visitor interest. Any visitor may have a participating experience or a spectator experience. A participating experience is obviously when the visitor takes part in the event in some way. For example, if they attend a team-building event, they may have to take part in role-plays and exercises to learn team-building. Another example is interactive theatre. A theatre group may set up a play where children are encouraged to get involved, take on roles, join in, rather than simply sit and watch. A spectator experience is when the person attends and observes the event in some way, such as a music festival, lecture on the arts or history and so on. So how the event is organised will vary according to whether visitors are expecting to be involved and participate, or whether they are simply expected to watch.
PAGE 30
Departure – at some events it may be appropriate to appoint someone to conduct a formal departure (such as hand shaking or thanking people for attending the event; the reverse of the ‘meet and greet’ concept upon arrival). At other events it may be a broadcast message of thanks to all attendees via an MC or similar. Sometimes, for later events, the lights may be turned on and a bell might be sounded if there is a bar about to be shut. Then staff should politely encourage visitors to leave. The departure should also be well-organised and as painless as possible. If lots of parked cars are involved, staff may be required to organise the departure of the vehicles in an orderly manner. Reflection – as we said, any event should give the visitor a collectable experience. We may encourage them to remember the event in other ways. They may be able to purchase things at the event, but some organisers will offer free gifts, merchandise and so on for people to take away with them. Or an event organiser may send them a free gift or letter a few days later to remind them of the event and (hopefully) what a wonderful time they had. Attendees should leave feeling as though they have had a great experience and/ or a wonderful time. They must feel enthusiastic about their experience - something they want to talk about for days. It is not just about the gifts and merchandise, it is about ensuring that they have had a really great time, whatever type of event it was.
> BACK TO CONTENTS PAGE
CHAPTER 3 ORGANISING THE RESOURCES REQUIRED Events need a location, resources and services to use at the location, and people to work at organising and running the event. Any or all of these things may be donated or bought or done voluntarily. Most events operate within a budget i.e. a certain amount of money to allocate to these various elements. However if finances are limited, spending needs to be carefully controlled, or creative solutions need to be found to reduce demand on the available funds.
LOCATION All events need a location or venue, but choosing the right one depends on the type of event. Most events usually (but not always) have a predetermined general location or area in which the stakeholders prefer to run the event. For example the Melbourne International Flowers and Garden Show will always be held in Melbourne – but the venue location within Melbourne itself may change from time to time. So for every event it is a matter then of choosing the right (or best) location within the predetermined area or region. The Chelsea Flower Show in the UK is always held in Chelsea. If people are expecting to go to London for PAGE 31
a particular event, they may not be happy if suddenly it is in Wales. When events occur regularly, people come to expect that they will take place at a certain venue or in a certain city/town. Saying that, events may be organised throughout the country. For example, in the UK, events are organised throughout the year by a charity raising funds for cancer. The Race For Life takes place over weekends in different towns and cities, so people can attend a location that suits them. Sometimes people will want to attend events that are convenient to them, other times they will be willing to travel to a well-known event, such as the Chelsea Flower Show or Melbourne Flower Show.
> BACK TO CONTENTS PAGE
Choosing what is right depends on more than one factor though: ■■ Cost – your client or the
stakeholders may want an amazing venue, but not have the funds to secure it.
■■ Capacity - the venue may not
be able to hold the number of anticipated attendees.
■■ Facilities - it may not have all the
facilities needed – e.g. kitchens, toilets etc.
■■ Access – it may not have access for
vehicles (delivery vans, buses etc.) and, importantly, it may not have access for the disabled.
■■ Availability – it may be booked for
another event already.
So in order to choose the best site, you need to progress through a series of logical steps: 1. Establish the criteria you want filled. 2. Prioritise criteria – some things cannot be compromised, others can. 3. Make a list of possible sites. 4. Choose the site that most meets the criteria, and lock in the dates. An expansion of the criteria that you need to consider: ■■ Site availability – Is it available
when you want it, if not, how easy is it for you to change your dates? Don’t forget you need lead and exit time before and after an event, to set up, and then dismantle and clean
PAGE 32
■■ Legal – for example, noise control
may prevent a concert being held near a residential area, local parking restrictions may also become an impediment
■■ Associated costs – hire charges
for the site and service charges for things like cleaning, parking etc, will vary from site to site. Costs can increase dramatically by something as simple as poor access.
■■ Style – sites need to be attractive
and appropriate, to the target market or the client (e.g. age demographic, formal or informal, conservative or radical, themed, etc.)
■■ Attendance capacity – the site’s
ability to cope with anticipated (or unanticipated) attendee activity, attendee numbers, etc.
■■ Uniqueness – think outside of the
box; uniqueness is something that can give an edge to most events from a children’s party, to trade show or landmark sporting event. Unique venues are a sure way of making events stand out. When uniqueness is appropriate, it can make an event both more attractive and more memorable to visitors/participants. This may result in more people attending, and more going away with very positive memories of the event.
■■ User friendliness – see below
What Makes A Site UserFriendly? ■■ Good safe access – wide paths with
non-slip surfaces, broad steps with sturdy handrails, good and plentiful disabled access
> BACK TO CONTENTS PAGE
■■ Good lighting – is effective and well
positioned so the area is well lit
■■ Comfortable seating – sufficient
seating and well-located whether outdoor or indoor
■■ Protection from the elements – wind,
glare and heat, UV radiation, rain
■■ Pleasant scents – fragrant herbs
and scented flowers
■■ Attractive colours ■■ Pleasant outlook ■■ Interesting features – garden
ornaments, landscaped beds, ponds and other water features, interesting plants
■■ Provision for both formal and
informal activity
ORGANISING PHYSICAL RESOURCES AND SERVICES Physical Resources All events are unique. The resources required may overlap from one event to another but there will always be requirements that are unique to an event – you need to identify what resources are needed and plan the ways in which you will procure and manage them. Physical resources include: furniture, sound system, decoration, partitions, traffic control barriers, electricity, computers, office equipment and facilities, toilets, catering facilities, waste removal etc. Some of these resources may be hired, others may be available on-site.
■■ Storage ■■ If children are involved, you may
wish to offer stations for lost children, identity bracelets and so on, to offer security to parents.
■■ It is important to check local
regulations, by-laws, laws and insurance requirements when arranging any event, to ensure that you are complying with them, and following required guidelines.
Careful site inspections are important in the resource identification process – for example will the kitchens be big enough or have the right equipment to cater for the size of the event? If you are using PAGE 33
> BACK TO CONTENTS PAGE
freelance or contracted caterers, you may need to ask them to check that the facilities are suitable. If vendors are bringing in their own equipment, for example, if they have their own caravan, marquee etc, then you will need to confirm what electricity and gas supply requirements they may have. Things to consider when managing resources: ■■ Do a cost estimate of the physical
resources required.
■■ Make sure that the budget for the
event covers the physical resource requirements. If not, then you must allocate more funds, or if funds are limited look at alternatives that will fit within the budget. Negotiate the best prices with your suppliers in order to meet budgetary constraints.
■■ Look at past resource requirements
for other events, if possible, to help identify what is needed. The physical resources you allocate must meet the needs of the event.
■■ Keep up to date - what are the
current trends in the type of physical resources used in events?
■■ Do the resources you decide
on meet the expectations of the stakeholders/client; do they meet legal and safety requirements?
■■ Communicate with your suppliers
to ensure that all is going to plan and that resources will be delivered on time. Also that they are of the expected quality and quantity. Make sure that the suppliers you choose can meet continuity of supply.
PAGE 34
■■ Create a contingency plan that has
alternative arrangements should some of the physical resources not be delivered, or not be delivered as expected or ordered.
■■ Keep precise records of what was
ordered and what was supplied. You need to keep track of all resources as well as rapidly identify problems of incorrect supply and negotiate for reparation if required. If there are problems – act quickly.
■■ Make sure resource use is efficient
and as planned – keep tabs on what is being used and by whom and for what purpose. This way you keep control of costs; it also means that resources are not allocated incorrectly or wasted.
■■ To manage resources effectively
requires constant communication with the team you have working with you; observation, oral and written communication and progress meetings all help to ensure proper management.
Human Resources An event manager must analyse the skill sets of the human resources required to run an event. The manager will need to determine the skills required by staff in a variety of different roles, such as catering, crowd control, organisation of acts, cleaning and so on. They will also need to be aware of the available labour. This may include existing staff, volunteers, temporary staff etc. They will also need to be aware of the cost of the human resources. Existing staff may be taking part in the event as part of their usual salary, but also include any overtime payments you may include.
> BACK TO CONTENTS PAGE
Temporary staff will require payment. Volunteers may also require some payment, such as travel expenses, meal costs and so on. All of this should be taken into account. If you offer free meals for volunteers and you have one hundred volunteers, this could be a significant cost, so should be budgeted in.
■■ Identify the amount of available
An analysis will:
■■ Determine how many people need
human resources
■■ Identify the required human resources ■■ Identify the gap between the two i.e.
the amount of people needed to run the event efficiently to be employed to fill the gap
■■ Identify what skill sets are needed
■■ Analyse the overall labour cost
■■ Identify what skill sets exist (existing
■■ Match the labour cost with the event
staff and volunteers)
management plan and budget
■■ Identify a gap between the two
■■ Make sure that the labour cost
identified is covered in the budget
Formulating a List of Tasks A task list and breakdown of what is required for each task can help you to determine what you will need in the way of human resources. For example:
Date
Task
Task Manager
Completion Date
Resources Needed
Task Review
1.03.13
Send out event programs
Marketing Officer
8.03.13
2 staff
9.03.13
Envelopes and stamps
Task completed
8 hours 15.03.13
Organise furniture and equipment
Resource Manager
21.03.13
1 staff
22.03.12
Phone and computer
Equipment organised on schedule
Access to budget figures 1 week
PAGE 35
Supplier changed due to excessive prices.
> BACK TO CONTENTS PAGE
FINANCIAL RESOURCES Events need money to succeed – either through direct access to funds (e.g. an event that is funded entirely by a single organisation/individual) or the ability to procure funds. Without funding there cannot be an event. Public events need sponsors i.e. local, state or federal government, corporate sponsors or special interest groups (e.g. arts council for an arts event), private sponsors and vendors (if applicable) Vendors can be financially useful as they pay for space at an event i.e. food vans, stalls and so on. These associations with event sponsors and stakeholders are referred to as ‘partnerships’. An event manager must be able to communicate effectively to ensure that these partnerships remain strong, as they are important in most public events. Without these partnerships public events would be impossible to run. Not all sponsorships come free of charge though. Some sponsors may have a high public profile (it could be a business or an individual) so they may ‘sell’ their profile to the event for a fee and their ‘sponsorship’ may trigger greater public interest in the event resulting in increased attendance. Sponsorships such as this are of course allocated as an expense in the event’s budget, even though it will increase takings overall. For example, a famous celebrity may say they are coming to the event to attract attention. A Formula 1 driver may attend a car show; or a TV presenter such as Top Gear’s Jeremy Clarkson may attend a car show. They will usually increase public interest and therefore increase attendance. Science fiction and comic fairs, such as Comicon often PAGE 36
have celebrities from scifi series, writers and so on at the events. The celebrities and writers may charge for signing autographs, books etc. Other things that increase financial resources or income include: ■■ Gate takings ■■ Raffles ■■ Sales ■■ Donations ■■ Programmes ■■ Parking ■■ Catering ■■ Advertising at or prior to the event
(including advertising for sponsors or other stakeholders). Advertising may be billboards, adverts on the event website, adverts in the programmes, even adverts on disposable coffee cups, plastic bags and so on. There are many opportunities for advertising at an event.
Budgeted expenses can include: ■■ Salaries and wages ■■ Venue hire/site costs ■■ Equipment hire ■■ Program costs ■■ Production costs ■■ Marketing costs ■■ Administration costs
> BACK TO CONTENTS PAGE
MANAGING FINANCIAL RESOURCES Once you have the financial resources in place to run an event, you will need to manage them carefully. A budget is the first thing to be formulated once the event was given the go-ahead. You will have already identified the resources you need; a budget will help identify the costs associated with all these inputs. Budgets are not static though – it must be constantly reviewed throughout the life of the event. Revise if necessary. To be a good financial manager you need to be: 1. Judicious: make sensible, reasonable and wise decisions and be discreet. 2. Accurate: keep accurate records and make accurate predictions. 3. Comprehensive: cover all aspects of financial management diligently and uncover all opportunities that may generate extra income. Here are some rules to remember: ■■ A budget is central to efficient and
responsible financial management. A ‘balanced budget’ is when outgoings are the same as income. A surplus means that you will have greater income than expenses. A budget deficit is when your outgoings exceed your income and a deficit can be disastrous to the success of the event.
■■ Don’t spend more money than you
have however great the temptation.
PAGE 37
■■ Understand how to keep appropriate
records – this may be outsourced to an accountant or qualified bookkeeper. Have clear and concise records of all the financial transactions made during the event (income and expenditure) so they can be easily compared to the budget. You will need to report to the stakeholders after the event and show that finances were managed responsibly.
■■ Keep revising the budget as income
flows in and expenditure flows out; formulate a ‘cash flow’ statement that shows when money is due in and when expenses are due for payment. Revise this as money moves in and out; this enables you to see how much cash is available at any given time to meet your debts.
■■ Make sure you receive income (from
all the sources) as it falls due. If income isn’t received when due, and expected, chase it up immediately.
■■ Pay your expenses on time.
Formulate a payment schedule to show precisely when payments are due and when they are paid.
■■ Plan your cash management
strategy for the event – you may need a cash register and a cash float. You may also need a safe (for larger amounts). Balance cash registers daily (prevents pilfering). Bank money daily and make sure banking is never done by a single individual (for safety reasons).
> BACK TO CONTENTS PAGE
MARKETING RESOURCES Events need to be marketed in order to attract as many people as possible to the event. They may also need to be marketed to attract sponsors and other stakeholders. The resources required for marketing an event can be simple i.e. advertising, brochures, signage, free publicity on the radio or TV, promotions on social media and so on. However the actual marketing of an event is more complex and this is discussed in detail in chapter 5.
OUTSOURCING RESOURCE REQUIREMENTS Event management means managing all aspects of an event: the planning, the execution and the aftermath. Events range in size and scope, and a small event may be easily managed by an individual or a team. However for larger events sometimes it is prudent to outsource some of the event’s requirements to outside professionals. Outsourcing means that certain business aspects of the event are conducted by people outside of the event - contractors or other experienced professionals. For larger events for example, equipment hire may be outsourced to skilled negotiators who can procure equipment at the best price. Agents may be used to hire celebrities. A security company may be used for people and traffic management and so on.
PAGE 38
Outsourcing may include: ■■ The event itself (to a business that
specialises in event management)
■■ Labour ■■ Accounting ■■ Marketing ■■ People management ■■ Traffic management ■■ Catering ■■ Equipment hire ■■ Communication ■■ Celebrity hire ■■ Safety and risk assessment
requirements
> BACK TO CONTENTS PAGE
CHAPTER 4 CATERING: FOOD AND DRINK DETERMINING FOOD AND BEVERAGE NEEDS The planning of food and drink at an event is an important process; the event’s success can rise or fall on the catering. In a worst case scenario, imagine what publicity you would receive if the majority of your visitors were left with food poisoning! So managing food and beverage provision successfully is definitely important.
In choosing catering and food to suit the event, consider the following:
■■ Will the food be hot or cold or a mix?
■■ Understand who the guests are and
to the event? Is it outdoor or indoor, stand-up or sit-down? Or a combination?
then cater for their preferences and needs.
■■ Choose a menu that suits the
event, the venue, and the timeframe of the event. If time is short, a sit-down four-course meal may not be appropriate; finger food or sandwiches may save time. For a sit down (plated) meal you should allow 1 ½ - 2 hours, a buffet 1 hour, cocktail style stand-up meals (passed food) are usually around 1 hour but sometimes longer.
PAGE 39
■■ What type of catering is appropriate
■■ Will you use? ◆◆ on-site sales (vendors) ◆◆ on-site inclusive/free ◆◆ self-catering ◆◆ off-site (go to restaurant at lunch) ◆◆ fast food
> BACK TO CONTENTS PAGE
◆◆ sit down ◆◆ cocktail style ◆◆ a full meal ◆◆ a la carte or set menu ◆◆ snacks
■■ Are all guests eating from the same
menu? For example are children or VIPs catered for differently?
■■ Consider special dietary needs –
vegetarian or other food restrictions, allergies, religious requirements etc.
■■ Consider presentation – food must
look appetising as well as taste good
■■ Confirm the menu early on in the
event’s planning – that way you will know exactly how much it will cost and what will be provided. Most caterers require the menu to be planned about 3-4 weeks in advance of the event. Make sure you have the guest numbers at this stage. There will always be some contingency allowed so make sure you understand exactly what that is (it can range from between 2-4%).
■■ What sort of drinks will be offered?
Alcohol (this will need a license), water, hot beverages etc.?
■■ Choose caterers that are very
flexible as to what they will/ can provide.
■■ What type of food service suits
the event? See below for types of services usually offered.
■■ In choosing a menu, consider
seasonality and consider including regional produce. Consider offering a range of alternatives on the menu if it suits the event.
■■ When are the guests eating?
Breakfast, lunch, dinner, or in between – cater to suit.
PAGE 40
Types of service ■■ Silver service ■■ Waited tables ■■ Buffet ■■ Plated buffet ■■ Action station (exhibition cooking) ■■ Cafeteria service ■■ French cart service where food
has its final preparation next to the diners already seated at the table
■■ Food stations ■■ Vendors (food vans etc.)
> BACK TO CONTENTS PAGE
CHOOSING A CATERER Choosing a caterer may be more important than choosing the food! Here are some tips you can use when choosing a caterer: ■■ Ask for references and check them
rigorously! And use references from other event organisers to verify suitability. The caterer must be able to provide evidence of past successes – recommendations are very important in choosing the right team to cater for an event.
■■ Check to see if they are available
when required – it is no use wasting time on any further contact if the caterer you want is not available at the required time – move onto the next one on your list. Get your final list down to about three.
■■ Make a list of questions that you
have on-hand at your first meeting with your prospective caterers.
■■ Find out who is the boss – you must
have a contact point in case things fail to go to plan or other catering problems arise.
■■ What is their ‘meet and greet’
response to you like? Are they friendly and accommodating or off-hand and dismissive? Were your questions or pre-meeting contacts with them answered promptly and openly? You need caterers that can be relied on to deliver on time. If their proposals come to you after your closing date, they may not be the best choice.
■■ Are the caterers you are considering
familiar with your type of event and venue?
PAGE 41
■■ Ask the caterer for a tasting – this
will enable you to check that they are providing quality food that is tasty and well-presented, and that will suit the event you are catering for. Make sure that they are able and willing to cater for special food requirements such as vegetarian food and diets associated with various religions.
■■ Determine what the caterer is
actually providing i.e. what their range of service is for the budget you have allocated. Will it be on-site service, will it be cooked off-site and delivered for you to organise, will it be cooked off-site for them to deliver and offer service?
■■ Does the caterer offer the type
of service you are after? Is their presentation what you are looking for e.g. what are they serving their food on? Does it meet your expectations? Will differing service-ware levels cost more or less? Do they offer a full range of service-ware including table cloths and napkins, table arrangements, cutlery and so on? What exactly is included? Does their catering staff have the appropriate dress codes in order to meet the event’s requirements?
■■ How many staff will be offered on-
hand on the day and will this meet the demands of the event?
■■ Is the quote you received inclusive
of all costs including taxes? It is often a common practice these days to quote pre-tax (you don’t want to get a surprise after the event) If the caterer you chose has not included GST or VAT for example It could significantly add to the cost of the event.
> BACK TO CONTENTS PAGE
■■ Compare several caterers before
making a final choice.
■■ Make sure that they have a
current food handler’s license (or similar) and any other appropriate licences for their hygiene and safety practices. Are they insured? Make sure that copies of all these certification requirements come as part of their package, when they respond with a quote.
■■ Make sure what they offer matches
your requirements.
■■ Don’t choose a caterer you do not
feel comfortable with.
■■ Once you have chosen a caterer
go through the service contract carefully and thoroughly before signing off on it.
■■ Follow-up with your caterer a week
before the event and again the day before – it is better to be over cautious then caught out at the last minute!
■■ And a final tip – try the food or drink
yourself! Watch out for gimmicks! A firm recently changed their logo to include the colour purple. They arranged an event that included purple tablecloths, crockery, napkins and so on. The caterer also recommended they tried purple sugar. It looked good, but when people put it into their tea or coffee, the sugar turned them an odd purple colour and actually put people off drinking the tea/coffee. What will they remember about that event now? This could easily have been avoided if they had tested the sugar first.
PAGE 42
> BACK TO CONTENTS PAGE
OTHER CATERING CONSIDERATIONS Outdoor Events Outdoor events are casual and popular for a range of occasions – outdoor weddings are increasingly popular. Other outdoor events include exhibitions, sporting events, trade shows, farm field days, corporate picnics, and so on. Catering for these types of events is often outsourced to a range of vendors for public events or to a caterer for a private event such as a wedding or a corporate occasion. Outdoor events can be a huge success (as long as the weather holds). Outdoor events such as weddings should always have an indoor alternative arrangement in case of inclement weather. The weather is something that should be carefully considered before planning any outdoor event. In countries such as the UK where even a summer’s day can consist of a 24 hour downpour, planning an outdoor event may require thought as to what happens if it does rain. If it rains all day and no one goes to the event, the event organisers can lose a lot of money. A recent hot air balloon festival in Bristol occurred on a hot summer’s day, but it was so windy the balloons were not able to take off. Not so great for a balloon festival. Luckily because of the nature of the event, most spectators were quite happy. And of course, the weather is unpredictable. Events have to be arranged in advance and the weather cannot be relied upon. Always try to have a Plan B. Serving food outdoors presents challenges (especially if the weather is hot). Outdoor events take planning and PAGE 43
precision in food service and production; even a simple BBQ or spit roast takes a lot of care and planning, plus adequate cold storage facilities to ensure that your guests do not fall foul of contaminated food. This is the quickest way to lose business as an event organiser! Consider the following: ■■ Use a professional catering service –
they will have the equipment needed to keep food hot (or cold). The risk of salmonella poisoning is at its greatest if food is not stored correctly in ambient temperatures or in hot air.
■■ Make sure that there are enough
staff to serve food – don’t let people wait in lines for too long; have more than one table if food is to be served buffet style (especially important in hot weather).
■■ Make sure food is served at safe and
appropriate temperatures.
■■ Insects and flies are another
problem with outdoor events – cover food properly until it is time for it to be served.
■■ Also make sure that empty plates
and cups are taken away quickly to avoid flies and insects being attracted to leftover food. Also it does not look attractive to customers.
■■ Serve condiments in individual
serving packets to prevent contamination and spills.
■■ Bins should be plentiful and be
cleared regularly to avoid attracting insects to receptacles overflowing with discarded food and empty drinks cans.
> BACK TO CONTENTS PAGE
CHAPTER 5 PROMOTING AN EVENT For any business or product to succeed it has to be marketed and events are no exception. Every event needs to be marketed in some way and to some degree – whether it is a simple event such as a birthday party (sending out invitations is a simple marketing exercise in itself) or a major sporting event.
Marketing is often confused with selling – however, selling is only part of the whole marketing process.
■■ Advertising and promotion
Marketing involves every aspect of getting the product or service from the supplier to the consumer (apart from the actual service or product itself) i.e. marketing includes advertising, promotions, packaging, distribution, sales and after-sales services.
■■ Market research
The marketing includes such activities as:
■■ Planning
■■ Pricing ■■ Selling ■■ Merchandising PAGE 44
■■ Packaging
■■ Transport ■■ Destination ■■ Placement
■■ Accounting
In fact marketing involves all the processes which enable the marketer to maximise the added value.
> BACK TO CONTENTS PAGE
MARKETING AN EVENT When you market an event it means that you have to promote it to the public, or to targeted attendees, or to stakeholders. Bear in mind that you are marketing to two, and sometimes more different groups. ■■ Some marketing might be aimed
at convincing people to attend an event (attendees).
■■ Other marketing might be aimed
at selling businesses the rights to promote themselves, or sell something at an event.
■■ Further marketing might aim to enlist
support from public organisations, volunteers, industry groups or commercial sponsors.
■■ Be a commitment to support or
promote the event (other than financial i.e. advertised verbal or written approval and support by government, a high profile company, a local business). Sometimes this support is offset by the event organiser providing free advertising – think of logos and banners at large sporting events.
■■ Be a commitment to attend the
event (replying to an invitation).
■■ Be a commitment to feature at an
event. For example, a celebrity may give their time free of charge if an event is deemed a suitable venue for their promotion or for them to promote a cause.
How we market to different groups will be different. Marketing events involves gaining the confidence of your target audience; they must feel confident that all aspects of delivering the service will ensure after-event satisfaction. Marketing also involves devising ways in which you can secure a commitment to attend (or to invest). This could be through receipt of invitations or written investment offers. Investment offers may: ■■ Be monetary – i.e. financial
investment or support.
■■ Be a commitment to offer time -
(such as volunteer labour).
PAGE 45
Marketing plays an integral role in the business process and marketing strategies should be included from the outset in your event management practices. Marketing in general means that the market for a particular service/ product is identified and then prices are set, where applicable, to reflect general market pricing trends. This is sometimes
> BACK TO CONTENTS PAGE
difficult for a service type of business such as an event management business – the most appropriate pricing strategy for a service business is to use the ‘going market rate’ as a guideline. Marketing is concerned with relating the supply of products to its potential demand in such a way as to satisfy the needs and wants of buyers and create a profit for the supplier. Marketing should add maximum value to the product at minimum cost. In identifying the target market for your business you can tailor your advertising to suit that market. For example, if you are setting up an event management business to target the wedding market, with an identified market demographic of people under the age forty, there is no point advertising your services at the local senior citizens club. A marketing strategy for an event business should always consider the following: ■■ Identify the target market. ■■ Market saturation- is there too many
of this type of service already?
■■ Compare similar businesses.
CASE STUDY MARKETING STRATEGY: USE OF PUBLIC PARKS AND GARDENS FOR EVENTS Effective marketing within the local community and wider areas is essential to the success of most sites; it can ensure that they are well-used and provide maximum public benefit. Marketing and publicity events should include the participation of on-site staff and can be enhanced by: ■■ Newsletters ■■ Leaflets ■■ Notice boards ■■ Use of local media: newspapers,
radio, press releases etc.
■■ On-site information: signs at
entrances, temporary notice boards, events board, educational signage.
■■ Website-based interpretation and
publications promoting access to the gardens
■■ Where are you situated – where are
■■ Information leaflets sent to local
■■ Decide on price (in relation to a
■■ Marketing in tourist information
you trading from? service).
■■ How will you promote your business-
advertising, word of mouth, websites, social media, review websites etc.?
PAGE 46
schools to improve use by students. centres, local hotels, restaurants, service stations etc.
■■ Offering innovative and inspiring
events and activities that attract new audiences throughout the year.
> BACK TO CONTENTS PAGE
Visitor Surveys Visitor surveys are used to review and monitor user satisfaction. Also to determine and test the success of improvements, plus the overall use and ambience of the site. The nature of a garden or park changes throughout the season. If a site is open to the public all year, then to gain a true representation of the public’s opinions, surveys should be collected over the entire year. In most cases it is more convenient to provide visitors with a written questionnaire, rather than by conducting interviews which can be intrusive, (but do provide a clearer picture). The questionnaire should be easily accessed (i.e. at entry point) and be easy to read and understood. It should ask a set of questions, and allow also the visitor to add extra comments. The surveys should be analysed regularly to determine the extent of customer satisfaction and to instigate change if required.
TARGET MARKETING What is target marketing? To be successful in promoting a product or service, you must first get to know your market; know who you are aiming to sell to. It is also important not to confuse existing customers with your ‘target market’. Your target market is a specific group/s of people whose custom you want or want more of. To obtain an understanding of your market requires an understanding of society, and the groups within society. As part of your marketing strategy you need to: 1. Identify the group(s) that could be your likely customers. 2. Identify what is likely to convince that group to do business with you. 3. Design promotions which will:
a) R each that group in preference to others.
b) H ighlight the aspects of your product which are of greatest appeal to that group.
If you try to have something for everyone you can end up satisfying no market well. You may need to do customer research to find out their satisfaction level. You also may need to change your image or change your target market. Consider the following: 1. What part of the market share are we asking for? 2. Do we have the right range of services to cater for that chosen market share? PAGE 47
> BACK TO CONTENTS PAGE
3. Is our timing on-target to gain a competitive advantage? 4. Are we researching a market before we offer a service? 5. Do we offer a high standard of service? Can we command a premium fee? Is the market saturated with similar services to ours? 6. Are we getting enough or the right amount of jobs to avoid peaks and troughs? 7. Do we need to discount to obtain sufficient and regular cash flow? 8. Are we allowing too much credit in order to encourage new clients? 9. Do we keep sufficient records to enable future decisions to be made on the basis of facts?
HOW TO DETERMINE THE TARGET When a specific product (or products) is aimed at a particular market segment (portion of the market) that segment becomes the ‘target market’. This target market may be defined by age, gender, geographic, socio-economic grouping or a mix of these. Or by other demographics A targeting strategy is used in order to target these markets. Targeting may be selective, niche, mass, full coverage or specialise in certain products. The targeting strategy decisions that you make will be influenced by: ■■ The size of your business ■■ Existing competition ■■ Whether there is an established
market
■■ The customers’ needs and
preferences
■■ The amount you need to sell to
make a profit (don’t forget a service also needs to be ‘sold’)
■■ This strategy will define the
customers that you want to service (your target choice)
In order to develop a targeting strategy it is necessary to make decisions that would include: ■■ How many services are being
offered?
■■ How many segments have
been determined to exist in the
PAGE 48
> BACK TO CONTENTS PAGE
target market? ■■ Which segments are to be targeted? ■■ Which services are to be offered in
each of the segments?
Defining your Target Market In order to develop a targeting strategy it is important to research your potential client base. Not understanding your potential market (i.e. who will use your services), can lead to: ■■ Bad decisions ■■ Incorrect fees and pricing ■■ Marketing strategies that don’t work ■■ Failure of the business.
Demographic segmentation is the most popular base for determining customer groups mainly because customers’ needs or wants are closely related to the demographic variables. It consists of dividing the market into segments based on these variables such as age, gender family size, income, occupation, education, religion, race and nationality. So before you market an event to anyone, you need to understand who you are trying to attract as participants. Sometimes this is obvious: ■■ For a family reunion it is family
members
■■ For a sporting event it is sports fans
At other times it is not so obvious. In the UK for example, people are often football fans or rugby fans. They may PAGE 49
wish to attend a rugby event if they are a football fan. Not everyone obviously, but it would be more productive to target rugby fans than rugby and football fans in any marketing. Other people might be interested in a range of sports, but it is best to check. Sometimes the target participant might be less obvious though. Consider broad spectrum events such as a festival or seasonal celebration that hopes to attract lots of different people with lots of different interests. Some questions regarding your target market that you need to answer are: ■■ How old are they? ■■ What gender are they? ■■ Where do they live? ■■ What is their family structure
(number of children, extended family, etc.)?
■■ What is their income? ■■ What do they do for a living? ■■ What is their lifestyle like? ■■ How do they like to spend their
spare time?
■■ What motivates them?
Two studies that were conducted in North America in 1993 to determine factors that motivated festivals, found that five things motivated attendance: ■■ Socialisation – spending time with
other people
> BACK TO CONTENTS PAGE
■■ Family togetherness – opportunity
for families to come together
■■ Excitement – being stimulated by
the activities at the event
■■ Escape – from routine of daily life ■■ Event novelty – having different or
unique experiences
The results varied in terms of priority, but indicated that people who attend specialised events are more motivated by socialisation opportunities – they look for opportunities to interact with people who have similar specialised interests. People who attend more general events like a community festival are looking to just escape or break up the routine of daily life. Ref: Usal, Gahan & Martin – Community Festival Study. Mohr et al, Hot Air Balloon Festival. When you know the answers to the above questions you can use differentiated (target) marketing techniques because the needs of your customers are better understood. Differentiated target marketing techniques is a marketing strategy that encourages growth – it means that you target several niche markets or population segments to increase your client base (i.e. you are offering a broad range of services rather than concentrating on one segment). For example, you may expand your business to offer event management of weddings, parties, engagements, christenings, naming ceremonies, conferences, public events and so on rather than just weddings alone. This has the flow-on effect of creating stronger customer loyalty. This creates more total sales PAGE 50
with a concentrated marketing effort in selected areas, thereby gaining market position with specialized market segments. Target marketing of products or services reduces the cost of production, distribution, and promotion. However this method of marketing has the associated risk of competitors entering the market, or your target market becoming saturated.
> BACK TO CONTENTS PAGE
THE MARKETING MIX As discussed earlier marketing includes every aspect of getting a product or service from the supplier to the consumer. This includes a wide variety of functions. Traditionally, the core functions of marketing have fallen under four general categories, which are referred to as the 4 ‘Ps’ (Product, Price, Place and Promotion) of the marketing mix and are what defines your business. Some academics and marketing experts have also referred to the marketing mix as including five or six or even more ‘Ps’. For example, in the 1980’s, one expert (Colwell) suggested seven Ps – product, price, promotion, place, people, physical evidence and process. Another expert (Price) suggested eight Ps – product, place, programming, people, partnerships, promotion, packaging and price. Each of these models is in reality nothing more than a tool to help you conceive and manage the marketing mix. Don’t waste time pondering which model is best. Just be aware of the models, understand them and use that understanding as a starting point for organising a marketing mix for the event you are planning. Event management tends to focus on 4 Ps: ■■ Product ■■ Price ■■ Place ■■ Promotion
PAGE 51
Product: the product in event management is the festival, show, seminar, convention etc. It is the end result and includes: ■■ The size or extent of the event ■■ Its features ■■ Its functions ■■ How participants will benefit ■■ Your guarantees of delivery and
quality
■■ The delivery (when and how),
and delivery models (e.g. type of service)
■■ The quality of service - the quality of
the service should correspond to the buying price. It is important that your customers perceive your products as having value for money i.e. the quality, usefulness, uniqueness or diversity of application is high in comparison to the cost. If the quality is low in comparison to the cost then your clients’ perception of the service/product will also be low.
Price: the price you set for your services must cover the costs associated with providing them. This sounds like common sense but in the pursuance of extra business it is easy to fall into a trap of underestimating your costs. However if your costs are so high that it means you have to charge more than the event can realise by the stakeholders, then you are also in trouble. This is where knowing your target market is important. You need to understand how much an attendee is willing to pay to attend an event, or how much the stakeholders are willing to pay for your services.
> BACK TO CONTENTS PAGE
Consider the following: ■■ Are your fees higher or lower than
competitors’ pricing?
■■ Have you allowed for a profit
margin?
■■ Can lower entrance fees (as
applicable) be covered by volume or numbers of attendees?
■■ What can attendees afford to
pay? This is linked strongly to understanding your target market and the nature of the event.
■■ Is the event required to make a
profit or is it just expected to ‘break even’?
■■ Is it considered by the stakeholders
as a ‘cost of business?’ This is when an event is not expected to make a profit and may be considered a valid ‘business expense’ (corporate functions fall into this category).
■■ Does the price meet stakeholders’
and attendees’ expectations?
Price is directly related to your client base plus demand and competition. Demand and competition will determine the highest price that you can charge realistically. Prices will vary for similar products but use your competitors’ price to help determine the price you will set. If your prices fall into the top end of the market, make sure that the product reflects the decision i.e. that it has special features or qualities that those at the middle or lower end do not have. Discounts, credit offers and so on also need to be taken into account when setting a price. PAGE 52
Place: Where an event is held has a strong relationship to its success and so does how you market the event to capitalise on its location. For example, an event held in a prestigious hotel or beautiful vineyard would be marketed to gain the full potential from the setting. You would use the venue’s stunning surroundings in your advertising and to enhance the advertising techniques (defining the venue’s high standard) to impress your target market. So you are not only using the actual event but also the venue to impress your potential clients. You are actually playing on emotional responses to develop a sense of exclusivity, value and status. Of course if the venue does not fall into this category then you would not use it as part of your marketing strategy in the same sense but could emphasise other positive aspects of the site/venue. Consider the following when marketing an event: ■■ Ease of transport ■■ Access ■■ Amount of parking ■■ Free parking ■■ Historic importance of the site, ■■ Originality ■■ Other nearby attractions ■■ The fit to the event (e.g. a gardening
show held in a park),
■■ Availability of accommodation ■■ Excellent security
> BACK TO CONTENTS PAGE
Other considerations in relation to place include: Where are your customers? Consider where your business is based in relation to them. How does the geographical area from which you operate your business, affect the way in which you offer your services? If you are planning a national event that stakeholders and visitors are willing to travel to, then you have to consider how wide your coverage should be. If you are planning a local event, where people may travel 5 – 10 miles, for example, then again that impacts on who you market to. It would be no good marketing the event to people in a town 200 miles away if it was an event for local people. But if you were marketing an event, such as a school reunion, you may have to contact people from around the world. Promotion: The sale of a specific product or service is not necessarily the main reason why businesses advertise. Most large companies for example advertise to sell a certain company image, or to maintain a high profile clientele. This is particularly so in the case of luxury lines such as expensive cars. In this instance the company may not be seeking to sell a particular product but rather one of a range. The adverts are targeting high income earners through publications known to be attractive to them. The product advertised may not convert into an immediate sale. However, if the advert is effective, the reader will recall it when they are ready to make a purchase. In this instance the advert is selling the ‘brand’ rather than the product. It is not just expensive cars though. For example, a stockbroker firm in Birmingham recently sponsored a dance festival. They were targeting the higher PAGE 53
end of the market in terms of income and their logo was displayed on all posters for the festival, thereby hopefully attracting potential customers’ attention now and perhaps in the future. Advertiser image is an important facet of advertising. Large companies, government, corporations, all advertise for reasons other than to sell a product. A large corporation may want to project an image of environmental responsibility such as reforestation after clear felling, and local government may do the same by advertising a new recycling program. The image they are trying to create in this instance is one of sensitivity and responsibility. A political party may advertise to draw the public’s attention to their policies and their members. The small business operator can also use the principles of advertising in the same way as larger organisations. The scale will be smaller but the expected result the same i.e. to sell a product or service through presenting a positive image of the business. In event management you also advertise for a broad range of reasons - but the main effects should be: ■■ To persuade ■■ To promote an image ■■ To create awareness ■■ To prompt a positive response ■■ To promote desire ■■ To encourage attendance ■■ To encourage investment (financial,
time and emotional)
> BACK TO CONTENTS PAGE
■■ Who are we targeting? How do we
want our target market to view us? What do we need to tell them about us or an event?
■■ How will we get those messages
we are trying to convey, across to our target audience? For example where and when will we advertise? Would we use magazine, newspaper or radio and TV advertising, direct mail, pamphlets, referrals, telemarketing, merchandising displays, websites, weblinks, social media, video streaming, blogs, and so on? And how soon should we start advertising - before the event?
■■ How much will we spend? ■■ Do we have methods in place to
When looking at advertising you should ask yourself the following: ■■ Why are we advertising? ■■ What are we trying to sell? ■■ What can we offer that isn’t already
offered?
■■ If we are offering the same product
as other people, then how can we make ourselves different? For example, as there are many booksellers in shops and online, how would twenty booksellers selling the same book attract attention to their sales? A physical store may offer book signings, promotions and so on that an online store could not. But an online store may be able to offer the product more cheaply. In a store, a person can browse and wander around, it is not always easy to browse online.
PAGE 54
evaluate where, why and how much was spent and if it was effective in reaching the target audience? How will you do this? For example, an organisation promoting educational course events may ask people to indicate on their enrolment form where they heard about the event. Such as “Where did you hear about our Complementary Health Care course? Google, TV advertisement, flyer, newspaper, word of mouth etc. After the event, the organisers can look and find out what was the most effective method. For example, if they spent a fortune on advertising in the media, then found that most of the people who came to the course actually came across it via free social media or word of mouth, they might wish to reconsider how they market their course in the future.
> BACK TO CONTENTS PAGE
HOW TO PROMOTE A PRIVATE EVENT In the past the most obvious way to promote a private event was through printed invitations sent in the mail or via the telephone. This approach is losing popularity for all but more formal events such as weddings. Email and social media are much more likely to be used these days to send out invitations and receive RSVPs. Social media is an integrated aspect in the lives of an extraordinary number of people now. As a result, event organisers are using the opportunity to promote themselves and their events using Twitter, Facebook, LinkedIn etc. by ‘liking’ pages or individuals or brands. Also by tweeting and writing blogs and generally sharing content and topics of interest. Social media such as Facebook (through Facebook events and Facebook fan page) and also Twitter are now also playing a large part in the promotion of private events – traditional invitations are fast becoming a thing of the past! Businesses may use social media to find a readymade list of potential customers. For example, a pub might ask people to “like” their facebook page and offer a drink to every 100th like. Or they may offer a prize to the 500th like or entry into a random draw. They then have the contact details of many people, to whom they can then market events, promotions and special offers. However don’t make the assumption that everyone is connected through social media or, even if they are, that they ‘watch’ social media pages. If you want to invite specific people, don’t just assume they will know of your event PAGE 55
just because you posted it on facebook. Even today, not everyone is on social media or they do not check it all the time. It is vital to ask people to confirm they have received any message and perhaps chase up those who don’t respond by telephone or post.
Security Facebook is a convenient way to promote a private party – it does pose some risks however if you do not use the medium effectively; everyone knows the story of the 15 year old who organised a party via facebook and had literally thousands of young people turn up on the night.
When promoting an event through social media make sure: ■■ That you use the ‘privacy’ settings –
you can opt to promote the event as either ‘public’ or ‘private’. Obviously for a private party you would not allow public access to your invitations so select the ‘private’ setting so that the people you have invited are the only ones with the details.
■■ That you do not include the address
or a private phone number – if you are inviting people that are known to the person holding the private event then they will either know a contact number or know the address.
> BACK TO CONTENTS PAGE
HOW TO PROMOTE A PUBLIC EVENT Decide on what is the best way to promote the event. In order to do this you will need to understand who your target audience is (as discussed earlier). Then you need to decide how to communicate information about the event to your target audience. In other words what is the best way to reach your audience? What are they most likely to access: virtual communication, physical communication, or a mix?
Communication Methods ■■ Posters, flyers, banners, information
brochures: include the title of the event, the key elements of the event, the time and date, where it will be held (map references are useful) name of organisation holding the event, and always contact details. Make sure you have permission to place material in public places. Use a team of people to distribute material (either volunteer or paid depending on the budget).
■■ Personal invitations – especially
when you are inviting ‘special’ guests or VIPs. Check which is the best way to reach them (i.e. contact their office or staff).
■■ Through email – send out a
broadcast email bulleting using your ‘contacts’.
Through media: ■■ Social media – Facebook,
MySpace etc.
PAGE 56
■■ Radio or television - either through
personal appearance or through advertisements (community radio stations sometimes offer free promotion for local events).
■■ Newspapers and magazines –
write a media release and/or paid adverts; ask to be included in their ‘what’s on’ section. Contact the local newspaper and ask them to promote the event – give them access to full details of the event and photographs if applicable. Make sure that they have enough time to run your promotion and let them know them well in advance. Make sure they have your contact details. Also make sure you are aware of how much advertising costs and if it agrees with your budget.
■■ Websites- publish the event on a
website and add links to various other media (facebook, twitter, linked in, other websites etc.
■■ Use word of mouth – use your
contacts, stakeholders and other supporters to get the message out there. Word of mouth is a powerful tool in spreading information and ‘selling’ an event. ‘Word of mouth’ can be through verbal communication, email, social media etc.
■■ Ticket sales – promote sales of
tickets on a website, through social media and through the contacts you established.
■■ Mass emails – post details of the
events - the what, the who, the why and the where, and add a RSVP facility online.
> BACK TO CONTENTS PAGE
■■ Shop windows – good for passing
traffic; use an eye-catching poster that will encourage people to stop and read.
■■ Consider asking local private
businesses if you can include a brochure in their mail-outs. Many businesses do regular mail-outs and some may include your flyer if the event promotes their business in some way or brings in potential customers to them. Or if the event is for a charity they would like to support, they may have a personal connection or specific interest in the event.
■■ You might also leave flyers at
various shops and venues. For example, a batch of flyers could be left in coffee shops or at local cafes, libraries, internet cafes, schools etc. But always remember to seek permission to do this and try to target where you leave them.
■■ Contact the local council to
include your event on the local events calendar.
■■ Local politicians’ newsletters
and / or community newsletters. Ask if you can include a small advertisement for your event – put forward a good case on how this will promote or benefit them and the local community.
PAGE 57
> BACK TO CONTENTS PAGE
CHAPTER 6 MANAGING THE CLIENTELE The people attending our event and the people who are at our event promoting their product, arranging their school reunion, their training day or whatever, are our clientele and as such are important. We need to be able to work effectively, pleasantly and efficiently with different groups of people.
ACCESSIBILITY Attendee Facilities Attendees to most events usually arrive by car, therefore parking needs to be appropriate and adequate, and provide a sense of orientation and expectation. Entrances to both the car-park and the site should be well signed, easily accessed and have minimum impact on neighbouring properties. Toilets and catering should be adequate – providing for the amount of visitors expected during mid-season times. At peaks times extra, temporary, facilities may be required; to prevent PAGE 58
the introduction of elements that may obscure the surrounding landscape, these should be sited to have minimal visual impact on the site.
Traffic Flow Very large events usually require permission from state authorities (for example government roads authority, police, local council etc.). These types of events will also require a formal traffic management plan (submitted well in advance of the event – usually around 2-3 months prior). Public liability insurance is also mandatory for many public events.
> BACK TO CONTENTS PAGE
Here are some points to consider: ■■ If public transport is easily accessed
then the event organisers should encourage its use. They may offer special deals, such as the cost of the ticket and a rail fare at a reduced price.
■■ Advise the local transport
companies, i.e. bus lines and taxi services, well in advance of the event.
■■ Use shuttle buses to ferry people,
from local rail stations and bus stops, to and from the event.
■■ Have clear directions on all
your promotion material and on invitations, tickets, etc. – include a map reference.
■■ Make sure that the traffic has as
little impact as possible on local residents and local businesses.
To manage traffic a public event must provide:
■■ Disability parking. ■■ Well-signed pick-up and drop-off
points.
■■ Clear access for emergency
services and security.
■■ ‘People flow’ within the confines of
the event must also be considered to avoid confusion and to direct people towards areas, or away from restricted areas (e.g. those that may be slippery or wet or in some other way a risk).
Ensure that you: ■■ Provide adequate signage to
indicate entrances and exits.
■■ Have adequate and clear signage to
indicate toilet facilities.
■■ Consider where barricades, fencing
or guard rails are required.
■■ Have clearly signed exit and
entrance points.
■■ Adequate parking facilities for both
■■ Have clearly signed emergency
■■ Adequate and clear signage to
■■ Consider if guards are needed for
buses and cars.
indicate parking areas
■■ All-weather access. ■■ A traffic management system
(larger events may outsource this to a traffic management company). Smaller events often use local community groups such as the volunteer fire brigade or State Emergency Services unit to assist in traffic and parking controls onsite. (A donation is usually required).
PAGE 59
services points.
this event. Most events will require some sort of guard or security, just in case.
For large events, traffic flow can help manage services: moving people past catering, toilets or other facilities as they enter, will educate them as to where these things are located. When people queue for other facilities alongside or nearby catering venues, they may buy food while waiting.
> BACK TO CONTENTS PAGE
Equal Access Equal access is a legislated requirement to ensure that a broad range of people from various social, racial and disability groups can gain easy access to a site’s facilities. The following should be taken into consideration:
Removable barriers should be present to enable increased access to a broader range of people if necessary. The best method of reaching new audiences through targeted outreach and organised on-site activities, specifically designed for disadvantaged groups.
Make sure you understand the laws associated with discrimination – here is an example: The Disability Discrimination Act 1995, Section 15 (1) states: ‘Any physical feature of premises occupied by the organisation, place the disabled person concerned at a substantial disadvantage in comparison with persons who are not disabled, it is the duty of the organisation to take such steps as it is reasonable, in all the circumstances of the case for it to have to take in order to prevent the arrangements or feature having that effect’.
Common Barriers to Equal Access ■■ Social barriers – language;
brochures and signage may need to be in more than one language.
■■ Disability - provide wheelchair
access and interpretive information (legible signage, audio tours, sensory gardens etc.) suited to hearing and sight disabled or the elderly. Video and multi-media presentations are an alternative source of information when access is impossible or very complicated.
■■ Lack of transport - facilitate shared
transport for communities i.e. some councils provide mini-buses which could be utilised for shared transport. Alternatively coaches and buses can be hired.
PAGE 60
■■ Staff training – disability awareness
training is an important part of staff skills development and provide staff and volunteers with an awareness of the associated issues. Training should cover a range of situations and disabilities and may include visits to other sites adapted for disability access.
■■ Community consultation with
disability groups, retirement communities, clubs, schools, conservation groups etc. is a constructive and informative way to discover ways around access problems. It can also open up extra interest in the event from people who might otherwise not consider it.
> BACK TO CONTENTS PAGE
■■ The quality of service provided by
external agencies such as caterers, grounds management contractors and events-organisers can also have a direct impact on access. All external agencies should be made aware of the site management’s standards and quality expectations applying to access before they enter the site, to avoid problems developing.
Common Barriers to Physical Access Flights of steps are one common barrier to accessibility. These may be difficult to navigate especially for those with a walking disability or sight impairment, but especially for wheelchair users. For them even one step would most probably create an insurmountable barrier. Gravel and soft lawn also present problems for wheel chair users. The elderly and those that have difficulty walking may have problems with navigating cobbles and gravelled surfaces. Note: even listed sites or buildings are not exempt from litigation if a problem is known and retained without modification. An Access Strategy An access strategy outlines policy and ways in which the organisation will put the policy into practice. The following elements are included in an access strategy plan: ■■ A commitment to develop and
sustain inclusive practices.
■■ An explanation of how the document
links to other management plans and other developed strategies and policies for the site in question.
PAGE 61
■■ An access audit plan, access plan,
and the related costs.
■■ Goals for improving access to
services and facilities in order of priority, time scales, design implications, budgets for work.
■■ Involvement of disabled people and
other relevant community members in the development and on-going review of the access strategy.
■■ Method of monitoring and reviewing
the access strategy.
■■ A manager/official responsible for
its implementation and on-going maintenance.
> BACK TO CONTENTS PAGE
QUEUING THEORY Queuing theory is a mathematical study of waiting in lines (this can be equally applied to goods or materials as well as people). It is based on probability theory and is used in business (in general) to: ■■ Plan the best possible sequence of
events
■■ Understand the type and amount of
resources required
■■ Provide adequate services ■■ Avoid bottlenecks
The term ‘adequate services’ is important - for example we sometimes wait in queues at our local pharmacy- retailer or wherever else and become impatient. The dilemma for the service provider or retailer is: how long will a customer wait in line before they lose interest and go elsewhere? Do I need to employ extra staff to provide a faster service in order to retain my customers? If so how many do I need and when will I need them? In any business there are ‘rush times’ and ‘quiet times’. There is a definite balance between providing for the rush times and not having staff standing around doing nothing during quiet times. If you do decide to employ more staff - how much will this actually impact on the speed of the service? In other words how much better will the service be? It needs to be markedly improved to justify the staff increase. Other considerations are: how will this extra staffing-cost impact on my ability to maintain a working profit, in order for me to continue to provide the extra staff to ensure faster service? Do we need more staff or can technology be the answer? PAGE 62
There is a fine line between what the customer demands (the customer’s cost of queuing is their time) and what the business owner can realistically provide. The business’s cost is a possible loss of custom, or alternatively greater business expenses in order to lower waiting times. Customer flow – i.e. how many customers we have at any given point of time, how long they need to queue for, and how quickly we process them is all about ‘systems design’ (the system we devise to deal with these issues). There are established ways to manage customer flow (queues). For example: ■■ Through extended trading hours ■■ Through discount offers on known
‘slow’ days
■■ Through the staggering of
customers appointments
■■ Through new technology (e.g. a bar
code scanner in place of a manual code entering system)
■■ Allocation of numbers such as via
an automated computer screen as is the case now in many businesses such as banks, government instrumentalities and, more recently in larger department stores. In supermarkets it is usual to queue at the Deli/fresh butcher section by taking a numbered ticket and waiting in line until your number is called.
> BACK TO CONTENTS PAGE
How Queuing Theory Applies to Event Management In event management it is useful to understand queuing theory as it can help to:
■■ Will arrivals be staggered or
concentrated to a specific time?
■■ When are they likely to leave?
Will departures be staggered or concentrated?
■■ Understand the range of resources
■■ What are the available facilities to
■■ Avoid customers queuing for
■■ What facilities do we need to reduce
■■ Avoid bottlenecks.
■■ What resources do we need to avoid
required for an event.
extended periods in order to access these resources or facilities.
■■ Help the flow of vehicular traffic in
and out of the event.
A simple example of how to avoid traffic lines at access and exit points to a venue is to provide more entrances and exits. If this is not possible, then the next approach is to supply a traffic management system e.g. personnel who direct visitors as quickly and efficiently as possible. If the exit and entrance is the same lane (for example), traffic lights or people to stand and direct the traffic may be required to avoid confusion, annoyance and traffic queues. ■■ To avoid queues at toilet facilities
the same reasoning applies – more toilets means less waiting time. If it is not possible to provide more facilities to deal with the numbers of people likely to use them, then you must design a system that will adequately cope with the flow.
However, in order to understand the best way to avoid long queues, you need to estimate the probability of certain parameters. For example: ■■ How many people are likely to attend? PAGE 63
avoid lines?
waiting time but still meet budgetary constraints? or manage lines?
■■ What system design can we
implement to address all of the above?
A simple example of a queuing theory system: Access to a buffet – a simple system to help avoid waiting time and encourage flow is to: ■■ Make sure all the crockery is at
one end of the table so people pick up their plate then proceed in an orderly fashion along the food table.
■■ If there is only one entrance and
exit – place plates of food on both sides of the table and direct people accordingly.
■■ Put plates on one side so people
move naturally around the table in a single direction and out again.
■■ Place cutlery at the end of the table
so that people pick that up last.
■■ Alternatively you could use more than
one table and direct people through.
> BACK TO CONTENTS PAGE
■■ Or you can have staff serving food
to people (plates are still at one end and cutlery at the other)?
More on Queuing Theory We are now going to take some time to look at queuing theory. This may or may not be relevant to you, it will really depend on how large the event is that you are organising, but it is good to be aware of the theory and formulae that make up queuing theory. Queuing theory looks at the problems involved with waiting or queuing, whether a person is in a bank, supermarket, waiting for a train or bus, waiting for their computer to work, or waiting in the event of a failure (for example, a piece of machinery or a broken down train). Queues are part of our every-day existence. Queues form when resources are limited. If you are in a supermarket and there is one server available and twenty people waiting to be served, there will obviously be a queue. It makes economic sense to have queues. If there are twenty people waiting to be served and twenty people available at the supermarket tills, when those twenty people are all served, nineteen members of staff may be sat twiddling their thumbs. It does not make economic sense to have a member of staff available for EVERY person in the store. This is obviously not always the case. In some expensive, high end stores, there may be one server per customer, but in usual day to day life, this is very unlikely. So, when designing a queuing system, any business, shop or event organiser needs to aim for a balance between PAGE 64
services to customers/visitors and economic considerations. Service to visitors will include short queues to get into a venue or be served food etc, which implies many servers. Whilst economic considerations will ensure that there are not too many servers. Therefore all queuing systems can be broken down into subsystems -
QUEUE
ACTIVITY
AND ONWARDS
So the visitors are queuing for a service – attending your event, or purchasing goods or food at your event. Consequently, when arranging an event, we have to consider Arrival – ■■ How will visitors arrive – one by
one or in bulk? You may have bulk visitors if they are arriving by coaches perhaps, or if visitors are staying in the venue and all come in after lunch, for example.
■■ What is the likely distribution
of arrivals? That is, the interval between one arrival and the next. This may be hard to determine. Say you have ten coaches of visitors coming in. You may be able to control this more by arranging with the drivers how they approach the entrance. But if visitors are coming in individually, you may have little control over this interval.
> BACK TO CONTENTS PAGE
■■ How many visitors are coming? With
a training event, for example, you might know that you are expecting 50 people to attend. But with a festival, you may have no idea how many people plan to come. You may be able to gain some idea, for example, by selling tickets beforehand, but if they can also buy tickets on the gate, you do not really know how many people will come.
people move on to the next available server? ■■ What about difficulties? How would
you handle difficult situations, such as a difficult client? Could one of the servers come off “serving duty” and deal with a difficult customer?
We also have to consider queue characteristics.
The easiest arrival process is obviously one where there are regular arrivals. There would be a constant interval of time between each arrival and they would arrive one after the other. For example, arrivals of one person every two minutes until 50 people arrived would be far easier to control than 20 people arriving, then a gap of ten minutes, then 3 people arriving, then 2 minutes later 10 people and so on.
■■ The first thing to consider is queue
Then we also have to consider the service offered to the visitor. By service, we mean entry to the event or purchasing goods or food and so on. Consider therefore:
■■ Also consider the impact on
■■ What resources do we need for the
service to begin?
■■ How long will the service take? (For
example, how long should it take for a customer to place their order, the ticket seller to produce the tickets, take the money and give change and allow time for the visitor to move away and the next customer to come forwards).
■■ The number of staff available. ■■ How you will handle queues. Will
each server have their own queue? Or will you have one queue and
PAGE 65
discipline. This is how we deal with customers. Do we serve – ◆◆ FIFO (first in first out), also
known as FCFS (first come first served)
◆◆ LIFO (last in first out)? ◆◆ Randomly?
customers. They may –
◆◆ Balk – decide not to join the
queue if it is too long, losing you a potential customer and sale or visitor.
◆◆ Jockey – switching between
queues thinking they will be served faster.
◆◆ Reneging – leaving the queue if
they have waited too long.
Changing how we select a customer to be served (our queue discipline) can reduce congestion and hopefully prevent loss of visitors. For example, you may decide to serve certain customers who can be served more quickly with a special line. Eg. ‘Only those paying by cash come to this till’.
> BACK TO CONTENTS PAGE
‘Prepaid tickets come to this booth’. ‘Ten items or less in your basket only at this till’. This means that those customers who have quicker needs (hopefully), can be dealt with more quickly by servers. Allowing other lines for people who may take longer, for example, with a big trolley of shopping or wanting to pay by credit card. There is no “right answer” to this, but we can also consider – ■■ How long does a customer expect
towait?
■■ How long will they wait? ■■ What is the probability of them
having to wait longer than the time they are willing to wait?
■■ What is the average length of
the queue?
■■ What is the probability the queue
will exceed a certain number of people?
You may think this is a bit excessive, but it is important to consider. If you do not have enough servers, then people may get fed up and leave, losing you sales, money and a good name. Whilst if you have too many servers, you are paying servers to sit idle. Good planning of queues is therefore essential. With an event, you are obviously dealing with a number of queues, arrival, exit, car parking and exit, purchasing goods and services, registering for an event and so on. There are two main approaches to find out the optimum way to handle a queue. There are computer simulations PAGE 66
available and also formula-based queuing theory. If you do wish to go into more detail on queuing theory or computer simulations, you will need more detail on your specific event. But briefly, however you deal with queues, you will need to consider your individual needs. For example, say you offer a coffee shop at your event and also a bar serving alcoholic drinks. Your event opens at 8am in the morning. You may guess that people are unlikely to be purchasing alcohol at that time, but may be purchasing coffee, so you could ensure more staff are available in the coffee shop. But as the day progresses, perhaps reaching lunch time, more staff may be required in the bar, and then more again in the late afternoon and into the evening. In the evening fewer people may require coffee. So you would distribute your staff accordingly. Look at how you enter your event. You may offer a pre-pay service for people to buy tickets and have a separate entrance where they can go through rather than waiting in a queue. You then already have finances from the people who have paid and you do not have to deal with visitors purchasing tickets at a booth. So these customers can be dealt with more quickly by a server checking their tickets as they enter. You may then offer a server who deals only with people paying cash. You may then have a queue to deal with other customers, who join one queue and are dealt with by one of three servers as they come to the head of the queue. These are just some examples, but hopefully gives you some idea how queues can be handled effectively.
> BACK TO CONTENTS PAGE
NEGATIVE SITUATIONS Now - a final point regarding managing our clientele. We hope that our event will be well-run and a pleasant occasion, but sometimes things can happen that cause difficulties. Sometimes alcohol may be served and this can fuel tensions or people may not be happy. Let’s briefly look at some potential situations – ■■ You organise a school reunion for
people who left school 20 years ago. Bill married Jane. Jane then left him for James. All three are at the school reunion, Bill has not seen them for years and is angry and starts a fight.
reputation and possibly gain you future clients. A negative event can have the obvious opposite effect. If people hear that an event was badly organised, full of drunken people or with massive queues, it may stop them coming next year. So all of these factors should be borne in mind. We have talked about queuing theory already and this is something you have to consider, to ensure that queues are not something that causes people to leave.
■■ There is a massive queue to get into
Handling difficult people is another issue again. Depending on the size of the event, you may have security guards on site to handle issues like rowdy men, for example. They need to be aware that how they handle the situation should be calm, controlled and as subtle as possible. A lot of families and little children do not want to see people being dragged off by security guards. This could be as upsetting as the rowdy people themselves. So it should be quiet and efficient. The guards should also be polite and respectful when dealing with the people involved. In our example, it may be that the men simply did not realise they were upsetting anyone else and they calm down. Of course they may not, but we can try.
These are just some examples, but you can see how different factors can cause negative behaviour. A few individuals can cause distress to other people attending an event.
Alcohol consumption can also present difficulties. You may need to make bar staff aware that if a person appears to be drinking too much, they let you know and you have a subtle word with the person involved, offer them coffee etc. All of this requires subtle handling. You do not want someone causing a problem if they are refused a drink.
You want your attendees to enjoy their event, to come out and say how good it was, how well organised it was. How well YOU organised it. This will help your
And whatever you do, be aware that some factors increase aggression and annoyance. These include waiting, heat and overcrowding.
■■ Twenty men come to a family music
festival. They are loud, play-fighting and pushing each other around. They upset the parents who start to leave and move away from the men.
■■ At a wedding you organise, there is
a free bar and some of the people drink too much. They start acting drunkenly, fighting and messing around.
an event and people start to leave and moan. This is likely to lose you actual visitors now and potential visitors in the future.
PAGE 67
> BACK TO CONTENTS PAGE
In this sort of situation, conflict may arise and you may be forced to deal with it. So let’s now briefly consider some conflict handling techniques, before looking at methods for how you can deal with your anger and irritation. Don’t forget, you are a human being and sometimes if someone is angry and shouting at you, you may feel angry back. So good anger-management is essential for the event manager at times!
CONFLICT HANDLING TECHNIQUES In most situations we choose how we wish to behave. But we can’t always choose how other people behave, so a good event manager will be aware of how to handle conflict in case situations like this arise. You may not feel as though you need to know this, that you handle conflict well. Maybe you do. Consider conflict situations you have been in and consider if you handled it well. Is there anything you could or should have done differently? By considering how WE behave, we can also improve our own performance and behaviour, and improve our own conflict handling techniques. The main styles which can be adopted to handle conflict are – ■■ Competing ■■ Accommodating ■■ Soothing ■■ Avoiding ■■ Compromising ■■ Joint problem-solving
Competing is assertive and uncooperative. It involves an individual pursuing their own concerns at another person’s expense. This is the opposite of accommodation, ensuring that only your own needs are met, no matter what the cost. This is a win-lose approach, which is useful if there is a tight deadline or your relationship with the other party is not important. This is a power-oriented mode in which one uses whatever power PAGE 68
> BACK TO CONTENTS PAGE
seems appropriate to win one’s own position – one’s ability to argue, one’s rank, or economic sanctions. Competing might mean standing up for your rights, defending a position which you believe is correct, or simply trying to win. This can be useful in some situations, but if you are dealing with conflict between two members at a street party or people in a queue or vendors at your event, this is probably not a good technique to use. Soothing is unassertive and cooperative; often tantamount to giving in. A soothing individual attempts to preserve the relationship at all costs, emphasising areas of agreement and failing to confront thorny issues. This may be useful in event management at times. Imagine that a person has to wait in a queue for what they consider too long. Then you have to soothe them. They are right, they have waited too long, but there is not much you could do about it. You might consider in this situation offering discount coupons or free tickets or something similar to soothe the person. Avoiding is unassertive and uncooperative. It is useful if there is not a pressing need to resolve differences in the present or the future. The individuals concerned may be indifferent to the needs of the other party and their issues or ignore them completely. This is not a useful long-term management strategy, as it does not lead to a solution generally. The individual does not immediately pursue his/her own concerns or those of the other person. He/she does not address the conflict. Avoiding might take the form of diplomatically sidestepping the issue, postponing the issue till a later/ better time or simply withdrawing from a threatening position. Avoiding is not a good technique for the event manager who PAGE 69
needs to be in control of an event. You have a string of angry visitors, a meeting with angry vendors at the event. Do you really think avoiding them is a good tactic? Compromising is the intermediate stage between assertiveness and cooperation. It is a mixture of the two techniques. The objective is to find expedient, mutually acceptable solutions which partially satisfy both parties, it falls in the middle ground between competing and accommodating. It addresses issues more directly than avoiding, but it doesn’t explore it in as much depth as in joint problem-solving. Compromising might mean “splitting the difference”, exchanging concessions, or identifying an acceptable middle ground position. Or even giving up some ground at one point to gain ground elsewhere. With this situation, some you win, some you lose. This might also be an option that you, as an event manager, have to undertake. For example, you may have to agree to move a vendor to a better spot to avoid him/her pulling out of the event altogether. You may have to let some visitors in free to avoid them complaining, but they might then go on and spend more with vendors or on other things offered at the event. This is a useful conflict management strategy if there is a limited time available, but if there is more time to explore issues more fully it is not necessarily useful. A compromise is also useful when one party cannot force their solution on to the other party. This will probably be the case with disgruntled queuers. You cannot force them to be happy with a long queue, so a compromise or soothing may be the only option.
> BACK TO CONTENTS PAGE
Accommodating is a non-assertive and cooperative method. With accommodation, the other person’s needs can be met, but usually at the expense of your own. This is a useful conflict-management strategy if the individual does not care about the issue nor has little power in the situation. Also, sometimes, by letting the other party have their way occasionally, it can help to preserve or build a relationship. However, being too accommodating can weaken the individual’s position. Again, this can be useful with people who are unhappy, but you have to be careful. If you let a group of four disgruntled queuers in free, then other people in the queue may think if they complain they will also be let in free, so try to handle any confrontation quietly and privately to avoid this happening. Otherwise you could end up with no takings from the gate as no one pays. Joint Problem Solving or Collaboration is both assertive and cooperative - the opposite of avoiding. It involves an attempt to work with the other person to find some mutually satisfying solution. It means digging into an issue to identify the underlying concerns of the two individuals and to find an alternative which meets both sets of concerns. Joint problem-solving might take the form of exploring a disagreement, in order to learn from each other’s insights. This requires some skill and effort and assumes a positive intent and seeing things in detail from all sides. The idea is to acknowledge and accept the differences of others, and explore strategies and solutions that meet the needs and concerns of all parties. This is more likely to be used when you are dealing with the stakeholders, vendors, organisers, and so on, of an event, if PAGE 70
they are unhappy with some aspect of the event. They may not realise that you are not able to do what they want, or you may not have been fully aware of what they wanted, so an open, frank discussion and joint problem-solving can be useful. It also ensures that the stakeholders think you are listening to them and taking them seriously.
> BACK TO CONTENTS PAGE
Advantages of Disadvantages of Different Conflict Management Strategies Conflict Management Strategy
Advantages
Disadvantages
Accommodation
■■ The person feels good about the sacrifice they make.
■■ The accommodating party may be perceived as weak.
■■ This may be a method of building trust with the other party.
■■ It could lower their self-esteem.
■■ The issue is not important to one party, but is to the other. Competition
■■ It can be effective in certain situations where you are dealing with people who are competitive or difficult to deal with. ■■ The conflict can be resolved cheaply and quickly.
■■ It might set a tone for future negotiations/conflicts.
■■ The style can rub off on others and cause the negotiations to shut down. ■■ There is not usually a commitment to the solution.
■■ It can damage the relationship. Compromise
Collaboration
■■ May be used when time is limited.
■■ Does not work well with unequal sides.
■■ Stalemates can cause more harm than the compromise.
■■ The solution may only be half the desired outcome, so commitment may only be half as well.
■■ Increases trust and builds relationships
■■ There needs to be a possible solution.
■■ Sets a good example
■■ Requires a lot of time and effort.
■■ Increases the probability of achieving the goal
■■ Enough resources must exist for everyone’s needs
■■ Promotes a good sense of ownership in the solution.
■■ It can be difficult to use in very emotional situations.
Problems can occur when two parties look out for their own interests with little consideration of others and the longer term impact of their actions. Negotiations can result in one party PAGE 71
getting their “ideal” result, but at the expense of the other party. This can result in the need for future negotiations, costing more time, money, emotion and work.
> BACK TO CONTENTS PAGE
There is a simple table by which to remember this kind of problem solving – these are the four potential outcomes from any negotiation I win, you win
You win, I lose
I lose, you lose
You lose, I win
The type of conflict-management strategy used will depend on the situation and the people and parties involved.
PAGE 72
It is important to remember that how you handle a conflict can be right in one situation and wrong in another. A disgruntled employee may need strict words and a reinforcement of their job role, whilst a disgruntled person in a queue may need soothing words and a calming attitude. Now let’s consider you and how you handle the conflict. Conflict can be upsetting. It can make you angry. It can make you anxious. It can make you sad. Our anger can range from mild irritation to a full blown rage.
> BACK TO CONTENTS PAGE
DEALING WITH YOUR ANGER AND EMOTIONS Anger is a typical human emotion. Healthy anger is simply another human emotion. Our anger can range from being a bit irritated to an irrational rage. As an event manager you will obviously at times be dealing with people and situations that cause you irritation and maybe anger. Anger is our instinctive response to stressful situations. Our bodies can quickly prepare themselves to respond to stressful situations. The ‘fight-or-flight’ response is our body’s way of reacting to stress. In the past, if we were faced with a stressful situation, such as a wild animal about to attack us, we had two responses – flight (run away) or fight. Our body prepares us for this. Our adrenaline levels increase, our blood is pumped to vital organs, making us ready to flee or fight. In modern society, it is less likely we will come into contact with a wild animal, but when faced with a stressful situation, we still have the same responses. This makes it difficult at times. You are faced with a disgruntled vendor. You are feeling stressed. Your body is preparing itself to run away or fight. Really, neither option is a suitable response, so we may feel irritated, angry or stressed. Our stress and anger has nowhere to go. But we should not deny those feelings. If we do, it can make us feel worse. We need to realise that we do feel angry or irritated or stressed and then consider how we are going to deal with that situation. So we are in our stressful situation and we have several responses – ■■ Flight - Leave and avoid the stress
altogether (the avoidance method in conflict management as discussed above). But this may not really resolve the issue causing you stress.
PAGE 73
■■ Fight – This might not be a physical
fist fight, but it could be angry shouting.
■■ Be Assertive – Being assertive
means being confident and direct in your dealings with others. We are then expressing our emotions in an honest, non-aggressive way. We are being respectful of others and ourselves, and hopefully can come to some conclusion to the issue without leading to the fight or flight. This is where you would select conflict-management techniques such as joint problem solving.
And finally, you have hopefully come to your conclusion with the other party. All is hopefully solved, but you still feel stressed and angry. What can you do? Well, we all have different ways of handling our stress, so find what works best for you, but you may consider things such as – ■■ Taking a short walk ■■ Sitting alone for five minutes ■■ Distracting yourself so your focus
becomes targeted on another task or issue
■■ Relaxation exercises ■■ Slow breathing ■■ Exercise
All can be useful. But as we said, find what works best for YOU!
> BACK TO CONTENTS PAGE
CHAPTER 7 RISK MANAGEMENT, LEGALITIES AND CONTINGENCY PLANNING PLANNING FOR THE UNEXPECTED Some events succeed and some fail, others may not fail, but may fall short of set objectives, others may exceed expectations. No matter how a project proceeds and concludes - all will present with some form of risk (large or small) throughout the life of the project. The probability of success is always going to be greater if you take time to consider the potential risks to a project, before you begin.
What is Risk? Risks to a project are events that are undecided or unknown, and should they occur, will have either a positive or negative effect on the project’s objectives or outcomes.
Project risk management is all encompassing: every part of a project is subject to risk - budgets, schedules, scope, quality, communications, stakeholder interaction and project implementation. Consider the following: PAGE 74
■■ Risks may be both positive and
negative.
■■ Risk identification starts before the
project commences.
■■ Risk management starts at the
project’s commencement.
■■ Risk management is about
awareness, through the life of a project, about what possibilities of risk exist, how to take action to minimise or prevent risk, or how to capitalise on positive risks (opportunities).
■■ Risk should be communicated to
stakeholders – some forms may be acceptable to stakeholders. Some projects are high risk by nature.
■■ Identified risks require management
strategies (agreeable to all appropriate parties involved in the project).
■■ Risks should be tracked, analysed
and communicated appropriately from the start to end of a project.
> BACK TO CONTENTS PAGE
Risk Identification
Forms of Risk
There are several steps in the risk identification process:
There are two forms of risk in business – internal risk and external risk. Internal risk is associated with the project inside the business for example:
■■ Identify the risks. ■■ Consider the nature and scope of
any potential risk – who will it affect and why.
■■ Consider the probability. ■■ Consider the implications if this
happens (i.e. costs, time delays, safety etc.)
From all such considerations, you can start to develop an appreciation for the relative importance of different risks. You can then plan to avoid them or use them to advantage. You can record your findings for future use; learn from the past and adjust your future responses.
■■ Cash flow – lack of or erratic. ■■ Breakdown of equipment or
machinery.
■■ Employees leaving – loss of key
personnel.
■■ Safety compromises. ■■ Incorrect scheduling – resulting in
product delay and missed deadlines.
■■ Cost risk – blowouts. ■■ Technology risk – outdated
technology; inefficient technology; wrong technology; using new unproven technology.
■■ Bad marketing; no marketing or
weak marketing.
■■ Sales e.g. weak distribution networks;
inefficient sales team; inexperienced sales team; unmotivated sales team.
■■ Management – poor decision-making
processes; procrastination; lack of expertise and experience; poorly defined project aims and objectives; lack of support from higher management; internal politics (e.g. not everyone supports the project). Ad hoc management, laissez faire leadership; lack of well-defined and/ or firm management structure.
PAGE 75
> BACK TO CONTENTS PAGE
■■ Poor staff management -
poorly defined work roles and responsibilities. Poor selection of staff - not getting the right person for the job. Poor coordination/communication. Bad human relations - unresolved conflict, poor motivation of staff.
■■ Lack of resources (both human
and physical); lack of employee expertise, lack of motivation, not enough staff. Erratic availability of resources from suppliers e.g. late supply, non-supply, oversupply; collapse of continuity of supply due to length of project or supplier going out of business. Underfunding.
■■ Poor research methods and poor
data quality.
■■ Poor project sponsorship and/or lack
of sponsor support
■■ Unrealistic plans. ■■ Setting unachievable goals or time
frames.
■■ Lack of response by the public
(empty seats, low attendee rates).
■■ Key stakeholders pull out at the last
minute.
■■ Key people become ill. ■■ Celebrities don’t turn up. ■■ Power failures. ■■ Transport disruption.
PAGE 76
External risk is how the project impacts on the world outside of the business for example: ■■ Acts of God (drought, flood, storm,
fire, excessive heat, death or injury).
■■ Third party impacts e.g. government
changing law, permits delayed, suppliers not delivering on time, change of project ownership or contractors, change of consultant.
■■ Market risks – change in demand. ■■ Economic risk; inflation; recession;
change in cost of finance.
■■ Potential company mergers.
Anticipating the unexpected is an important aspect in any business (and in daily life). In event management it is important (for the success of the event) to consider a range of possibilities and formulate plans to deal with these, in the event that they arise. How can we identify risk? As we discussed earlier all projects attract risk – it is the magnitude of the risk and how it is dealt with that will determine the success of a project. The first things to ask when considering risk is: ■■ What types of things could happen
during the life of this project?
■■ What would the result of these
events be?
■■ What can be done about this?
> BACK TO CONTENTS PAGE
Risk identification and management therefore involves four progressive steps: 1. Identifying risks. 2. Assessing and analysing the risks you identify (determine their significance and quantify them – how large or small are they?) To help determine the probability of risk, and the extent to which realised risk may impact on the business, the following three questions are helpful: ◆◆ What is the best case scenario? ◆◆ What is the worst case scenario? ◆◆ What is the most likely scenario?
RISK ANALYSIS Risk analysis comes after you have identified risk or potential risk – so you may well have an insight into the relative significance of different risks; however it is only after doing a proper analysis that you can fully understand each of the risks you have identified. A thoughtful and systemic risk analysis can be time consuming but it ensures: ■■ Your understanding of risk is based
on logic and not emotion.
■■ Risks are properly quantified and
qualified. Potential hazards are assessed and solutions formulated.
3. Responding to the risk i.e. finding ways to manage it.
■■ A more open and informed approach
4. Controlling the risk - monitoring, controlling, eliminating/minimising risks and reviewing the risks. Regular reviews are useful tools to ensure currency of your risk analysis. For example, systems may change slowly over time and new risk may be introduced.
■■ A more realistic approach to project
within the project team. outcomes.
■■ A more attainable project i.e. with
forecasts and aims more likely to be met.
■■ That management is able to make
more informed strategic decisions.
■■ That the business is potentially more
profitable.
Types of Unexpected Risks As discussed - risks can emerge from either the project itself (lack of resources, bad management etc.), from external influences (e.g. political) or unforeseen events (e.g. accident or natural disaster).
PAGE 77
> BACK TO CONTENTS PAGE
Unexpected incidents that could occur include: ■■ Disasters – fire, flooding, rains etc. ■■ Medical emergencies ■■ Stampedes/riots ■■ Terrorism ■■ Theft ■■ Vandalism ■■ Equipment failure
The best approach is to be prepared for the unexpected! All large events should have a safety plan for major incidents. In planning for unexpected incidents you should: ■■ Have had prior discussions
with emergency services (fire, ambulance and police or any other relevant services in your area)
■■ Know how to contact other
personnel (have their contact details at hand)
■■ Know who will be responsible for
doing what
■■ Know how to summon emergency
services
■■ Know how emergency services can
gain access
■■ Know where first aid facilities are
situated and what type of first aid can be provided
■■ Know where evacuation points are PAGE 78
■■ Know all access and exit points ■■ Know where fire extinguishers are
located
■■ Have a contingency plan in the
event of inclement weather/damage to services essential to the event (such as toilets)
Other considerations: ■■ Make sure contractors, exhibitors,
vendors etc. have all submitted health and safety plans
■■ Check to ensure that equipment or
vehicles entering the site or venue can clear all overhead electricity cables
■■ Understand health risks involved in
the serving of food and check the relevant health laws. Make sure you have the relevant licenses i.e. for the serving of food, alcohol and other drinks
■■ Provide for disposal of all waste i.e.
appropriate bins, appropriate waste water disposal etc. Know who is responsible for waste collection – when and how
■■ Provide safe access for the disabled
(e.g. ramps/handrails)
■■ Make sure that the capacity of the
site is adequate for the projected number of attendees
■■ Know exactly if and where
inflammable products such as LPG gas etc. are being used and ensure their correct usage. Make sure there is adequate provision of fire extinguishers close to risk areas
> BACK TO CONTENTS PAGE
■■ Consider potential risk of theft –
utilise security devices (e.g. safe, electronic cash register) or for larger events use a security company.
■■ Check all temporary structures.
Are they sound? Do they require a permit? Are they erected correctly?
■■ What contingencies are in place
should technology fail? For example: communication systems, computers, generators etc.
■■ Is all electrical equipment that is to
be used, tested and tagged?
TOOLS FOR IDENTIFYING RISKS ■■ Historical - consider problems that
occurred with similar projects in the past. Hypothetical modelling - consider “what if” this or that happened (to do this properly requires the ability to think laterally, coupled with imagination). Project simulations - can be costly and time consuming, documenting alternative pathways that a project might follow and considering different mixes of risks along the alternate paths (this may be viable for very large, costly projects only).
■■ Interviewing experts – a good
approach if you do not have: expertise in the business, immediate professional input, independent viewpoints. The downside is the cost involved.
PAGE 79
■■ Interacting with colleagues. –
consider organising sessions where colleagues can put their ideas forward and debate potential risks and their significance. It can require a lot of time input; not everyone speaks freely in a group but risks are shared with others; brainstorming usually comes up with faster solutions.
■■ Developing and using check lists;
checklists can be made up using data from similar projects done in the past. Don’t use this as your only risk identification tool as it can be limiting. It is good to learn from the past but it shouldn’t make you blind to things that may not have happened before and you are over looking.
■■ Use diagrams e.g. cause and effect
(what impact the solution will have on a problem), process flow charts (the logical steps that are used to complete a process or accomplish an objective and how each relates to the other) and influence diagrams (visually demonstrating by means of a diagram – the impact of risks or uncertainties and how one can influence the other).
■■ A SWOT analysis (Strengths,
Weaknesses, Opportunities and Threats). This looks at the project, the resources, the organisation, the processes, management etc. by using the SWOT criteria. This analysis tends to broaden the way in which you look for risk in every aspect of a project.
> BACK TO CONTENTS PAGE
Penny’s Parties SWOT analysis
Strengths ■■ High rate of parties
organised weekly
■■ Excellent marketing and sales
techniques
Weaknesses ■■ High staff turnover ■■ Weak administration ■■ Market research is outdated
■■ Good development of
brand name
■■ Excellent cash flow position ■■ Unique products and
specialist equipment
Opportunities ■■ Rapidly growing market ■■ Seasonal products (Christmas/
Easter themed parties)
■■ Add-ons (invitations, thank you
notes, prizes etc.).
■■ Cheaper goods from abroad ■■ Local labour available (high
unemployment)
■■ Tax holidays from Government
PAGE 80
Threats ■■ No barriers to entry –
increasing competition
■■ Increasing standards and
insurances needed
■■ High inflation means less
disposable income for luxuries
■■ High unemployment will
decrease demand
> BACK TO CONTENTS PAGE
NEGATING RISK
CONTINGENCY PLANNING
The four approaches to risk management:
Contingency planning involves preparing “escape routes” to use in the event of something going wrong. This is done to reduce risk as discussed earlier
1. Eliminate it - attend to the higher impact risks first (anything that has the potential to have a greater impact on the project should be negated). 2. Minimise it - less high-impact threats should be minimised where possible by planning or any other means at your disposal. But always balance the likely cost if the risk should happen, against the likely cost of putting something in place to deal with the problem. If it costs more to establish a contingency plan than the cost of dealing with the problem if and when it occurs, you should probably avoid doing anything to minimise the risk. 3. Accept it - in some cases risks are so small that a company may decide to accept the risk. 4. Transfer it - in others cases the risk may be transferred to a third party (e.g. insurance company).
■■ Firstly - identify the areas of greatest
risk.
■■ Secondly - devise procedures to
deal with identified problems, in the event that they might occur.
■■ Thirdly - prepare for implementing
these procedures, if you need to use them. This might involve training staff or buying in equipment.
■■ Review the plan.
A Contingency Plan to Deal with Fire. An example: ■■ Identify potential location of fire and
items/persons at risk.
■■ Clear combustible materials away
from work areas, residences, stables, fence lines and other structures. Clearly mark safe-exit zones and keep these as clear thoroughfares. Have a fire-proof safe or store unit for business records or other non-replaceable items.
■■ Train staff in fire prevention and
control measures. Train staff in use of fire-control equipment, and fireburn first aid. Maintain operational fire extinguishers that are checked according to specifications.
■■ Check all fire-fighting equipment
monthly. Start motors weekly. Review contingency plan to ensure it is relevant and up to date.
PAGE 81
> BACK TO CONTENTS PAGE
LEGAL ISSUES Regardless of the type of business, there will be a number of legal issues that will need to be considered. Specific requirements and demands vary, and it is essential that you find out which apply to your business. In addition to the regulations governing various aspects of conducting your business, certain types of businesses require one or more licences and /or permits before trading can commence. This can be confusing for a new business owner, because licences can be required by a variety of federal (national), state and local authorities.
Regulations, Licences and Permits In addition to the regulations, permits and licences required to operate your business, there may be other restrictions which may impinge on a business. These include: ■■ Trades practices ■■ Consumer protection ■■ Public health and safety
■■ Employment laws ■■ Contract laws ■■ Town planning restrictions and laws
Legislative Requirements Public Health and Safety Most Occupational Health and Safety (OH&S) laws require that participants in the workplace observe certain obligations to ensure that OH&S measures are effective and that practical steps are taken for that purpose. These responsibilities, referred to as ‘duty of care’, apply to all staff and employers. A particular onus is placed on those people who control workplace activities. They should determine necessary and appropriate OH&S standards and make sure these standards are maintained.
Duty of Care to Attendees at Events Under the Occupier’s Liability act (of 1957) the occupier owes a ‘common duty of care’ to any lawful visitor, making this relevant to all premises and gardens and parks open to the public.
■■ Occupational health and safety
The Common Duty of Care is defined as: ‘A duty to take such care as in all circumstances of the case is reasonable to see that the visitor will be reasonably safe in using the premises for the purposes he is invited or permitted by the owner to be there’.
■■ Noise laws
This opens up two key issues:
■■ Equal opportunity (including equal
opportunity to access as discussed previously)
■■ Parking restrictions ■■ Pollution controls (handling of waste
and waste water)
PAGE 82
■■ The owner is required to act
‘reasonably’ in all circumstances; blameless injury is recognised by the courts.
> BACK TO CONTENTS PAGE
■■ The courts will determine whether
the visitor has deviated from the original purpose to which he was invited or permitted by the owner to be there.
However systems should be in place to ensure that the health and safety of users are always high on the agenda. Site inspections should be carried out on a regular basis, and a health and safety risk assessment conducted. These inspections should be formally recorded and used to detect risk and minimise hazards. Duty of Care extends to personnel, contractors, workers - in fact anyone working on or visiting the site of the event.
Contract Law What are contracted actions within a business environment? Many things are, such as: ■■ Whenever something (good or
service) is sold or purchased, this transaction is in fact a contract.
■■ Whenever an employee performs a
work task and receives payment for their work, this is in fact a contract in action (an Employment Contract).
A manager should think about their job as managing “contracts”: employment contracts, purchase contracts, sales contracts, etc. To manage these contracts well, the manager needs to appreciate what contract law is, and understand the terms and conditions of all the contractual agreements which they are managing.
PAGE 83
The basis of any contract is that one party pays a price to obtain a promise from the other party. The price paid is called the “CONSIDERATION” (i.e. the consideration in a contract is the price for which the promise of the other party is bought). ■■ A contract is a legally binding
promise.
■■ A contract cannot exist until there is
an agreement between the parties that are involved in the contract.
Many management actions are controlled and affected by legal contracts. A legal contract has two components: 1. An offer 2. An acceptance Normally the establishment of a contract is a three stage procedure, as follows: 1. Making an offer - one of the parties (the “offerer”) makes an offer to another party (the “offeree”) ie. suggests to the other party or parties involved, that he/she would do something, or supply something, if they fulfil certain conditions. Those conditions might involve payment of money, or perhaps something else. 2. Negotiation - the parties involved negotiate to establish conditions that are acceptable to both (or all) involved. 3. Acceptance - the “offeree” accepts the offer under the negotiated terms.
> BACK TO CONTENTS PAGE
When an Offer does not lead to a Contract There are three situations, as follows, where an offer does not lead to a contract being established. 1. Revocation - If the offeree revokes (ie. withdraws) an offer before it is accepted. The offeree is permitted to do this. 2. Lapse - If the offer is not accepted within a “reasonable” period of time, it may be considered to have lapsed. A reasonable period is considered to be an amount of time required by the offerer to properly assess the offer, make a decision, and properly communicate his response. This period in some cases may be no more than hours, in other cases may be weeks or months, depending on the nature of the business involved 3. Rejection - If the offer is rejected in clear terms, then the possibility of a contract being established ceases. If the offerer makes a counter offer, this action amounts to a rejection of the initial offer.
through Case and Statutory Laws. Once two parties have entered into a contract the agreement between them has created rights and obligations that are enforceable in a court of law. Breaking the terms of the contract known as ‘Breach of Contract’ can instigate an action for damages or an order for performance by the courts. Contracts are usually divided into two classes: 1. Contracts by deed – a formal legal document which is signed, witnessed and delivered to create a legal obligation or contract, or to affect a transfer of property from one person to another see lesson 2 for an example of a Deed of Partnership. 2. Simple contracts – these are not deeds but are either written or oral or implied informal contracts.
Contract Law under the Westminster System Under the Westminster System (such as used in the UK, Australia, New Zealand etc.) a contract is a legally binding agreement between two parties. Simply stated: I promise this – if you do that (one person makes an offer the other person acts on the offer) (also known as a Unilateral Contract) OR I promise this and you promise that (a Bilateral Contract). Finer details may vary from country to country as the law evolves PAGE 84
The Elements of a Valid Contract A contract is deemed ‘Valid’ if it has ALL of the following requirements: ■■ An agreement - one party accepts
the offer of another party.
> BACK TO CONTENTS PAGE
■■ Consideration - I promise to do or
give this if you promise to do or give that. However this does not apply to ‘past consideration’ i.e. if party A did something for party B without consideration, and then party B decides to offer a promise in return (after the event) but reneges on the promise - this is then not a legally binding agreement, and is not enforceable by law. ‘Consideration’ does not apply to Deeds.
■■ Intention to create legal relations
- the parties intended there to be legal consequences resulting from the agreement (this also ensures that social or domestic agreements remain outside the law).
■■ Form - the contract may require the
observation of certain formalities in relation to the way the contract is written.
■■ Capacity to form a contract - all
parties must be legally capable of entering a contract. In order to form a legal contract a person must have a ‘legal personality’ ie. natural persons, corporations or the crown. Some people (when deemed incompetent) are not permitted to form a contract in law (or may be restricted to a limited contract or to a contract of a particular nature) ie. minors, bankrupts, persons of unsound mind, drunkards, corporations, companies, partnerships and company receivers.
■■ Consent – agreement must be freely
entered into. Consent is diminished if undue stress or influence was used to form an agreement.
PAGE 85
■■ Legality – the purpose of the
agreement must be legal or not against public policy.
If a contract is lacking any of the above elements it may be deemed void, invalid or unenforceable. Mistakes or unfair terms or misrepresentation may also invalidate a contract. A contract may have exclusion terms inserted (into the small print) which limits the liability of one party.
What is an Acceptance? An acceptance is characterised by the following: ■■ It must be a positive nature. ■■ Whether accepted in words or
action, the acceptance can have no hint of ambiguity.
■■ The acceptance must relate to the
offer.
■■ It must be clear that the acceptance
is related to the specific details of the offer.
Communicating acceptance Generally the offeree must communicate his/her acceptance to the offerer. (Unilateral offers can ,strictly speaking, be accepted without this communication, though it is not a desirable way to do business).
Time of acceptance At the point in time when the acceptance is made, the contract then comes into effect. As from that point in time, both parties become obliged to adhere to the terms of the contract.
> BACK TO CONTENTS PAGE
Intention to create a legal agreement The intention on the part of both parties that the contract is legally binding must be made clear.
Using a Seal The use of seals dates back to medieval times when people used a seal (like a stamp) to record their mark on a contract document. This method was used in place of a signature in times when many people could not write their own signature. Seals are still used today on many contract documents. Any company will have a company seal, usually in the form of a rubber stamp, which is required to be used on certain types of contract documents. Any document which uses a seal today is called a “deed”.
Enforcing Contracts Contracts may be deemed void, voidable or unenforceable: Void contracts – these are contracts that are not enforceable by law. The term ‘Void Contract’ is actually a misnomer i.e. mistakes, illegality, misrepresentation or unfairness in the initial agreement would make the agreement void and it therefore could not be seen as a contract in the first instance. Goods that have exchanged hands (legally) under the terms of a void agreement should be returned to the initial owner. Refunds may also apply.
Voidable Contracts – this is a valid contract however one of the parties to the contract may try to avoid, take steps to avoid, or cancel the contract eg. a contract between an adult and a minor is voidable; a contract between an insurer and an insured person may be voidable if the insured offered misinformation in the setting up of the contract. Goods obtained under a void contract should be returned and if the goods have already been sold-on to a third party the original owner cannot re-claim them. Another example of a voidable contract: a person insures his/her car with an insurer and pays a full year’s premium, six months later the insured decides to cancel the policy – the insurer gives the insured a refund equal to six months of the total policy. Unenforceable Contracts – this is a valid contract but unenforceable by law when breached. An example could be: party A carried out work for party B but did not submit a payment claim. Ten years later party A decides to make a claim on party B. The law cannot remedy the situation as the Statute of Limitations (the time in which a law suit must be filed) was exceeded. Defences to an action to void contracts include: ■■ Undue duress ■■ Fraud or misrepresentation ■■ Capacity of the parties ■■ Mistakes ■■ Legality ■■ Unfair terms
PAGE 86
> BACK TO CONTENTS PAGE
Consideration must be seen as Adequate
Employment Legislation and Contracts
The courts insist that the consideration (i.e. the price) be of value in the eyes of the law. The law is not concerned whether the deal is a bargain or not, but they will act if the consideration is judged as being totally inadequate.
Employees have certain rights to minimum employment conditions under employment legislation in most developed countries. The term ‘employee’ relates to all persons employed for any amount of time i.e. even those employed for only an hour a week. There is no legal requirement for employers to have knowledge of employment law. However lack of knowledge does not exclude them from legal action by employees. Employing people is a complex issue. Being well-informed of your rights, responsibilities and legal obligations as an employer will help to reduce potential future problems. ■■ Employers are required by law to
respect and adhere to employment rights set down through legislation for their employees.
■■ Employees are bound by the terms
of their (legal) contract and are required to work within those terms.
Employment law usually covers the following: ■■ Terms of an employment contract ■■ Maternity and paternity rights ■■ Redundancy ■■ Unfair dismissal ■■ Wrongful dismissal (also sometimes
called unlawful dismissal)
■■ Minimum wages PAGE 87
> BACK TO CONTENTS PAGE
■■ Working hours ■■ Annual leave; sick leave; long
service leave
■■ Working conditions – rest breaks;
health and safety.
■■ Bullying and harassment ■■ Discrimination
Employee’s rights will vary from country to country. Following is an example of a typical employment model and is used as an example only. You must make sure you understand what it required of you as an employer in your country: ■■ Written details of the terms of
employment (including their job description) should be given to an employee within eight weeks of commencement.
■■ Employees are entitled to special
leave under certain circumstances e.g. maternity, paternity, funerals etc.
■■ Continued employment if the
business changes ownership.
■■ Freedom to join a trade union and
take part in its activities.
■■ Dismissal requires a set period
of notice i.e. from one month to a year of employment = one week mandatory notice period. For more than one year – one week notice for every year completed service to a maximum of twelve weeks. Employees must also give the required amount of notice when leaving their employment.
PAGE 88
■■ Reasons for dismissal must be clear
and in writing.
■■ Unfair dismissal claims may be
brought forward after two years’ service.
■■ Unlawful dismissal claims (ie.
relating to gender, race, sexual orientation etc.) may be made after termination irrelevant of length of service.
■■ Redundancy payments should be
made if employment is terminated after two years’ service.
■■ Employees should receive a detailed
pay statement at or before their pay dates.
> BACK TO CONTENTS PAGE
Following is a simple example of an employment contract: CONTRACT OF EMPLOYMENT
page 1 of 2
1. N ames of the contracted parties Between: (employer) Of: (address) And: employee Of: (address)
2. E mployment Commencement date:
/
/ 20
3. J ob title and description Job title: Tasks:
4. W orkplace Address (if it differs from the above) (address)
5. Salary Amount: Rate of pay for overtime: Bonuses or commissions: Frequency: (i.e. monthly/ weekly.) Mode of payment: (e.g. direct to employees bank account)
6. W orking Hours Commence: Finish: Lunch and other breaks: Overtime: From time to time, the Employee may be asked to work outside of the contracted hours. An hourly rate of 1.5 times the normal hourly rate will be paid.
7. Leave entitlements
PAGE 89
> BACK TO CONTENTS PAGE
CONTRACT OF EMPLOYMENT
page 2 of 2
8. Sickness entitlement
9. Pension Fund/Superannuation
10. Grievance procedure (Including the right of appeal process)
11. D isciplinary procedure Minor misconduct: Gross Misconduct:
12. Notice of termination of employment periods: Employer: Under 1 month
No Notice
Over 1 month
1 Week
2 years’ service
2 Weeks
3 to 12 years’ service
One week for each year to a maximum of 12 Weeks.
Please note – I’ve changed the layout of the above chart – it was spread out strangely due to the justification in place. So just here, justification is different.
Employee: I,
agree to the above terms and confirm I have received a copy of this Contract.
Signed by the Employee Dated:
/
/ 20
Signed by or on behalf of the Employer
Dated:
/
/ 20
Note: The Employee must receive a copy of the Contract when signed by both parties.
PAGE 90
> BACK TO CONTENTS PAGE
INSURANCE In some cases, something as simple as having the correct insurance can help a business in times of a crisis. Take a look at the following insurances, and make a note of whether or not they would help protect a company from any of the previous risks above occurring. Insurance requirements may vary between countries, but generally offer the same protection under a different guise. The types of insurance discussed here are just a guide. It would be useful to talk to an insurance advisor to provide information on the types and costs of insurances relevant to your event management business. Public liability - this protects you against legal action taken by members of the public (customers) that may arise from your business activities. It covers you against losses if you are sued for negligence and can cover such things as loss of income, medical expenses, disability etc. Claims can be brought against a business by any range of people crossing paths with the business ‑ deliverymen, passers-by, employees, messengers, customers and even, believe it or not, trespassers. Public liability insurance is a must for events. Employer’s liability - if people other than family members are employed, you are legally required to take out this insurance. It protects you against claims that may arise from injury or death while at work. Motor insurance – you should have at least third-party insurance on all vehicles. But if they are used by employees or volunteers you should be fully insured. PAGE 91
Material damage insurance - if you lease your business premises, insurance for the building may be a part of the contract. This cover should also include stock and equipment against fire, floods, storms, burst pipes etc. If you lease a building for an event, check to make sure that it is fully insured. Property insurance - fire, storm, tempest etc. - if a building you own (in which you conduct your business) burns down, the value of stock, equipment etc. will be replaced by the insurance company. Product liability - This provides cover in the case of the public claiming against you for damages to their property or body. This may occur from goods you supplied, tested or repaired. Loss of profits - your ‘normal’ rate of income will be protected if your business premises become unusable as a result of an uninsured event. Goods in transit - motor vehicle insurance does not usually cover goods held within a vehicle. Goods in transit would protect goods being delivered to customers. Professional indemnity - this covers for legal liability for professional errors or omissions which may be made. It also covers your employees. Cancellation and abandonment insurance – this applies if for some reason the event cannot proceed e.g. fire, flood etc. Director’s liability insurance – if you are a director of a business you become liable for the people you contract or employ; director’s insurance protects you against litigation associated with proven negligence.
> BACK TO CONTENTS PAGE
SECURITY AT EVENTS Patrolling Presence to Deter Vandalism and Anti-social Behaviour Employing staff or a security firm to provide a low-key patrolling presence is the best way to deter various anti-social acts and vandalism and to ensure that nuisance and damage is prevented. This will also meet legal requirements to uphold by-laws relevant to public spaces and meet the requirements of all sections of the community as far as possible - with the minimum of intrusion. Staff used for patrolling should attend such training courses as ‘Dealing with the Public’ to learn how to deal with the general public and to handle difficult people without being injured. Key requirements of a patrol officer would be multi-functional and include: 1. Opening and closing the site in line with the local council by-laws. 2. Walking and visually checking the site. 3. Reporting incidents and any defects - by completing relevant forms. 4. Upholding the by-laws and liaising with police and others as and when necessary. 5. Picking up litter. 6. Assisting members of the public with site information.
PAGE 92
> BACK TO CONTENTS PAGE
CHAPTER 8 DELIVERING THE EVENT When you plan, promote and prepare for an event, you are able to control how resources are allocated, and the time you are spending doing the tasks you take on. Once you commence delivering an event, your control over what happens is lessened, and if something unforeseen happens, you don’t have the luxury of time to deal with it. As discussed in the last chapter, the more complex an event is, the more safeguards or contingency plans you need to have in place. Events that depend heavily on complex equipment for example can encounter serious problems if equipment fails and cannot
SOME THINGS TO CONSIDER BEFORE SETTING-UP DAY Visit the site or venue a week before the event and again the day prior – check that all is in place and that the venue owners have held up their end of the contract. PAGE 93
be quickly replaced or repaired. Your contingency plans should cover all probabilities and responses, so on the day there is a clear understanding of the steps that need to be taken to control the problem or situation.
Make sure you have a site plan showing (as appropriate to the event): ■■ Exits ■■ Entrances, emergency entrances
and exits,
■■ Parking facilities
> BACK TO CONTENTS PAGE
■■ Pedestrian routes ■■ Location of fire extinguishers and
fire-fighting equipment
■■ Toilets and washroom, also
changing room facilities
■■ Positioning of vendors (if applicable) ■■ Telephones ■■ Seating arrangements ■■ Stage location and other
entertainment sites
■■ Mains power ■■ Restricted areas ■■ Seating arrangements, ■■ Bus stops, taxi drop off points, ■■ Rubbish bins, sharps containers,
waste-water management facilities, drainage pits,
■■ LPG gas and other fuels ■■ Security locations ■■ First aid posts ■■ Drinking water ■■ Information centre including facilities
for lost children or property etc.
Other consideration close to the day of the event - as the event manager you must be contactable before and during the event. It is your responsibility to: ■■ Ensure the smooth running of the
event on the day,
PAGE 94
■■ Direct resources (human, financial
and other).
■■ Maintain a professional
presentation, to trouble-shoot and to liaise with others.
■■ Contact the caterers the week
before and again the day before and also the morning of the event to ensure all is running to schedule.
■■ Formulate a cleaning schedule for
public toilets.
■■ Organise waste management. ■■ Organise for drinking water to be
readily available.
■■ Organise a welcoming procedure for
VIPs and/or attendees.
■■ Contact entertainers/celebrities the
week, and again the day, before the event to confirm the booking.
■■ Contact photographers, media etc.,
as appropriate to the event.
■■ Contact emergency services i.e. the
police, local ambulance, fire and State Emergency Services.
■■ Instigate a cash access and
handling system (e.g. access to credit cards, ATM facilities) and a safe and secure way to handle cash e.g. registers, regular banking system for longer events. You may need security firms (armed guards) to pick up money for larger events etc.
■■ Contact equipment hire companies
to ensure delivery is still scheduled on time.
> BACK TO CONTENTS PAGE
■■ Have a site co-ordinator to direct
■■ Are caterers on site? Is there
■■ Give a site plan and checklist to all
■■ Check lighting and power is functional.
vendors, deliveries, caterers etc. to the correct locations staff responsible for the setting-up procedures
■■ Devise a checklist for equipment
hired/ordered for the day
■■ Have your contingency plans at
the ready in case of: failure of celebrities, entertainers or caterers or equipment to turn up on schedule
■■ Discuss guidelines with all people
participating in the event – i.e. dress codes, times, schedules etc.
■■ Have facilities in place to ensure the
safe handling and serving of food both before and during the event. Also to have facilities in place for the safe disposal of waste food.
■■ Have all the right permits in place to
cover alcohol and food consumption
■■ Have a security procedure in place
to deal with inebriated, drug affected or violent people
■■ Have all public safety contingency
plans in place. The plan should include gate searches of bags for alcohol and drugs. Ensure there is adequate security to accomplish this
Formulate a check list that you can use on the day – the variables on the checklist will obviously differ according to the event, but here are some examples: ■■ On the day: PAGE 95
adequate shelter available for workers, volunteers and attendees?
■■ Is a secure money management
system in place?
■■ Is appropriate signage in place? For
example to parking locations, toilets, ATMs, first aid stations etc. as well as signs that clearly indicate the rules e.g. No Smoking, Alcohol Not Permitted, Parking Restricted etc.
■■ Are temporary structures safely
erected?
■■ Are all vendors present and vendors
positioned to plan?
■■ Do you have a seating plan – name
tags etc.? Do you have ushers to arrange orderly seating and to direct VIPs?
■■ Is the stage area set up to
specifications – including lighting and technology?
■■ Are toilet and waste facilities in place
and to the plan – do they include facilities for disabled access and parents (e.g. changing facilities for babies)?
■■ Are ticketing facilities in place? Are
credit card and other cash accessing facilities (ATMs) available?
■■ Are staff and volunteers on site as
per the work schedules? Is everyone that should be onsite actually onsite?
■■ Is the traffic management system in
place?
> BACK TO CONTENTS PAGE
■■ Are the first aid stations in place
and manned (for larger events)?
■■ Has all the equipment hired or
otherwise sourced been delivered and set up? Is it all in the right places?
■■ Are entertainers and celebrities
turning up and on time?
■■ Is everyone taking part in the event,
dressed and groomed appropriately as per the dress code?
■■ Are the security team members
easily identifiable? They should be wearing clothes that clearly indicate to the public that they are part of the security team.
■■ Are traffic directors/volunteers
dressed in yellow jackets so they are easily recognised?
■■ Is the person/people responsible for
the ‘meet and greet’ of celebrities, officials and VIPs there? Are they appropriately dressed and groomed?
AFTER THE EVENT Dismantling The end of an event does not mean the end of work! The obvious practical things that need to be accomplished after an event finishes, is the dismantling of structure, return of equipment, cleaning and clearing the site and its facilities and so on. Added to this there is the closing of accounts – paying contactors, caterers, equipment hire firms, celebrities, entertainers and staff and updating the books (accounting) and other records (e.g. staff records) and so on. So things need to be packed up, equipment removed, the site cleaned and an evaluation of the event conducted. Here are some considerations: ■■ In the weeks prior to the event you
should take as much care in planning the closure as you did over the actual event. Work schedules and check lists need to be drawn up beforehand to cover all the work involved.
■■ Plans need to be devised to
ensure a correct way for vendors to dismantle their stalls, caterers to pack up, and when and how they can leave the site and also when and how equipment can be picked up and removed from the site. You may need someone to coordinate this as well as the continued services of the traffic management team.
■■ This is the time when safety issues
could be breached – be aware of this and firm in your directions. Make sure people stick to the plan. If everyone is informed of the correct and sequenced procedures for packing up and exiting the
PAGE 96
> BACK TO CONTENTS PAGE
site, then it is less likely that they become frustrated if things are slower than expected. ■■ Try to move small things out first
and leave the largest machinery and structures till last – this is a proven way to a smooth exit procedure.
■■ Use a separate exit route to that
used by the public.
■■ Don’t cut off the power or remove all
of the toilet facilities until the rest of the site is cleared (workers will need them!).
■■ Make sure you are contactable at all
times during the dismantling phase.
Example Order of Work: 1. Start cleaning up the site – toilets, litter etc. 2. Start packing up and removing the smallest objects 3. Pack up and remove audio-visual and technology equipment, caterers’ equipment and excess supplies 4. Waste collection 5. Remove power, water and other utilities as appropriate but leave a back-up for workers 6. Remove temporary structures 7. Disconnect last of utilities and remove back-up systems 8. Hand-over the venue or site 9. Organise and finalise financial commitments PAGE 97
10. Dispose of left-over assets as per event plan (more on that later) 11. Conduct review 12. Write report
Evaluation and Review Delivering an event successfully differs from ending the actual management process. Just because a project is at an end, it does not mean that the stakeholders are benefiting from the program that was implemented. The end product may not meet the project’s initial aims and objectives. This can apply equally to a small event, such as a party or wedding, as it does to large events. The client should expect to be able to sit down with you and review the proceedings of the event. If you understand the role of review and how you can benefit from it – you are better able to approach it in a positive manner and hopefully keep your reputation intact. How then do you measure a project’s success? You conduct a ‘Project Review’. A project review will enable you to: ■■ Evaluate whether the project solved
the problem outlined in the project’s objectives i.e. met the projects objectives.
■■ Identify areas that require more
work (did not need the project’s objectives).
■■ Access and learn from past lessons
for the current and also future projects.
■■ Ensure that further improvements
can be made when needed to create further benefit for your business.
> BACK TO CONTENTS PAGE
When should you conduct an end-ofproject review? The best time is straight after the event because at this stage the project is still fresh in the mind of all those involved, and therefore more likely to bring up useful information. A project review should: 1. Ask a series of questions that were relevant to the project – both the project team and the stakeholders should be included in this.
2. Include a meeting of the parties involved to discuss the answers that arise from the questions asked. 3. Produce a project review report to present to the client/sponsor and any other stakeholders. This applies to all reviews including those you may conduct throughout the life of the project.
Reviews are Costly Make sure you understand the cost associated with researching, compiling and presenting the review and make sure it was factored into the original budget. This is easily overlooked in the budgeting process. Put a time limit on the review and stay within budget. Small events may only need a phone call with the client, large event reviews can be very costly in terms of the time involved. How to Approach a Project Review ■■ Honest evaluation: honest comments
from all involved should be encouraged without repercussions. These are valuable in determining what should have been done and what still needs to be done and how it could all be done better next time.
■■ Objectivity: don’t let emotions rule
objectivity. By the end of many projects most people have at least some emotional reactions. However, in order to evaluate the success of a project’s implementation you must remain dispassionate – a clear head provides the best comments, answers and results. It also gives you the best chance to focus on improvements.
PAGE 98
■■ Consider both the positives and
negatives - don’t just focus on negatives. Make lists and determine relative success and failure. Are there overall more successes than failures?
■■ Look back to look forward – now you
know what was previously unknown (and it is now too late to apportion blame as nothing can change what has occurred). This hindsight will allow you to learn from events that may have added to the risk of project implementation. It will enable you to use what you have learned to develop risk management strategies in future projects.
> BACK TO CONTENTS PAGE
■■ Definition and clarification: make sure
that you have defined and clarified the scope of the review to all those involved before you start. This way there is less possibility of causing communication problems – people can get very close to a project and may be easily offended if part of their responsibility during the life of the project comes under review.
■■ Documentation: collect all the
documentation you need to conduct the review before you start - to help you assess the results and compare that against the original plans. Use client satisfaction forms, interviews, meetings and an issues logbook. The logbook should be kept for the duration of the project to record issues, how they were resolved, whether they were resolved, or if alternative approaches were used. This is all part of your documentation.
■■ The Closure Report: write the
project’s closure report using your review to present your findings and any further recommendations.
What Should a Project Review Cover – An Example Find the gaps: ■■ Compare the project plan and
objectives against the results to look for shortcomings.
■■ How closely did the outcomes match
the objectives?
■■ Are there shortcomings between the
outcome and the objectives – if so how will this/these be rectified?
PAGE 99
Evaluate the outcome: ■■ Did the project come in on budget? ■■ Was the quality as originally
outlined? Were substitutes offered where quality could not be met?
■■ Is functionality as expected? Can
it be improved as required? Are the end users properly trained and skilled?
■■ Are there functional control systems
in place? Is there tolerance for error? Have you determined how much error is acceptable?
■■ Is routine maintenance required
to ensure that the project remains successful?
■■ How will any problems uncovered in
the review be rectified?
Evaluate stakeholders’ expectations: ■■ Were stakeholders/client’s
expectations met?
■■ Is the client satisfied with the end
result?
■■ Are the end users satisfied with the
result? This need careful analysis to uncover an inability to accept change, with a ‘real’ problem in regards to the deliverables.
■■ How will you address client
dissatisfaction?
Establish the projects benefits and costs: ■■ What was the end cost of the
project?
> BACK TO CONTENTS PAGE
■■ Will it cost the client to use the
end result?
Appraise future development opportunities:
■■ Will there be ongoing costs into
■■ What opportunities can be identified
■■ Do costs and benefits outweigh
■■ Can results be maximised with
the future as a result of the event having happened? each other in some way – if so how much?
■■ How can returns on the project be
improved if returns do not meet expectations?
■■ If expected benefits were not
achieved – how can this be reversed and what will be required to achieve this?
for further change that would add more value? extra training?
■■ Have other benefits been
identified that were not in the original expectations?
Establish what you have learned: Lessons should be learned from most projects. The most valuable lessons can come from problems that arise and are solved. Problems should be given consideration systematically, one by one. Do this by asking and answering a series of questions: ■■ If you could start again what
would you change?
■■ What was the problem? ■■ How did the problem affect
the project?
■■ What caused the problem? ■■ Why wasn’t the problem seen
earlier?
■■ How could the problem have been
detected if a different approach had been taken?
■■ How could this problem have been
avoided or its impact minimised?
■■ What was the risk to the project? PAGE 100
> BACK TO CONTENTS PAGE
■■ Were the risks reviewed at
the time or do they need to be reviewed at closure?
■■ How could you have done
things differently?
■■ What were the best and worst parts
of the project?
■■ What stood out as being
successful methods or processes used in the project?
■■ What did you learn from this project
that can be used in later projects?
■■ Will this project lead on to others? ■■ Can you build on the benefits
you have already achieved with this project and use it for future projects?
Report: ■■ Write the report.
■■ What methods or processes did
■■ Present the report to the appropriate
■■ Did you have the right amount of
■■ Offer your recommendations.
not work?
client/stakeholder support and how could this be improved if needed?
Consider both anticipated and unanticipated issues or challenges that emerged at the end of the project. Record and review your findings: Record what you hear, tell others within your organisation – ensure good or bad experiences that come out of a project are not forgotten on future projects. You should communicate lessons learnt in a general way. There is always a risk that deductions you make will only be seen as relevant to the project you just completed. You not only need to tell people what went well and what went wrong - but you must make them see the relevance to their own work, so they remember what you tell them for the next project. ■■ What was learned from the review? ■■ What actions are required to attain
the benefits required?
PAGE 101
stakeholders, detailing your findings.
Keep Your Final Meeting Positive At the end of any project emotions can run high. Problems will have arisen and mistakes made. If you have followed the process and kept your client informed and sought their input at phase meetings (on, for example possible extra risk associated with the project) – then there should not be too many surprises at the end. However there will always be something that has slipped through the net (hopefully smaller problems only) and even if this is not the case there may be some acrimony existing as a result of events that occurred or even personality clashes. A disgruntled client and politics are very difficult to deal with in a final meeting. If the client (or their representative) throws something at you from left field or quotes a litany of negative comments (gathered from their employees for example), and you are not prepared, then this meeting could end up a disaster.
> BACK TO CONTENTS PAGE
Some negative comments may be valid but some may have hidden agendas (for example employee’s inability to accept change). Some may be based on uninformed assumptions or have hidden political agendas. For example, an employee may have wanted to prove themself and do the project in-house with themself at the helm. The company decided to outsource it and the employee concerned is still disgruntled about being sidelined.
some people lacked competence. You need to then discuss this with the client (before an official final meeting is held) so you can instil confidence in the client and show that at the final meeting you have come up with solutions to resolve outstanding issues.
Disposal of Left-over Assets Some projects end with a lot of assets on hand that are still of value. For example:
Say the project ran over budget – at the final meeting a negative comment from the client could (for example) be: “My staff said that if we had done this in-house it would’ve been far cheaper, much faster and executed with greater competence”.
■■ An event that included a building
Whatever the comments may be, you must be ready for them. You may have uncovered further in-house problems and that is the reason the budget overran. You may be able to prove that this employee was disgruntled by recording things that were said during meetings. You should always have the facts at hand and be able to present these facts to outweigh the rhetoric. It is easy for someone to make flippant comments, but if you have the facts in front of you, and are well prepared, then mere talk cannot compete.
■■ A party that ends with food and
The meeting (illustrated above) had a political hidden agenda with the single purpose to undermine the results of the project and your reputation. Preparation would avoid a breakdown in the relationship and miscommunication. In another situation their remarks may have been valid, and at the end of the project your company did not meet the client’s expectations. The project did run over time, it was expensive and perhaps PAGE 102
project (e.g. facilities for a large sporting event can even include housing) that has unused building materials left after the building is completed. drink still on hand.
■■ A construction project that has
equipment (such as tools/equipment which were purchased for the project) still on hand as the project winds down.
Unless there is a clear and properly managed process in place for disposing of assets such as this, there is a risk that such assets may be stolen, dumped or simply left somewhere to deteriorate. Ownership of any such assets should be clear before the project even starts. Who owns them? The project owners, the project management staff, the contacting company, the property owners? At the end of the project the assets should be disposed of according to the directions put in place at the project planning phase – that way there can be no inappropriate disposal or miscommunication.
> BACK TO CONTENTS PAGE
CHAPTER 9 ORGANISING CELEBRATIONS AND PARTIES Some of the most common events are relatively small events with 50 to 150 or so participants, or less. These might include: ■■ Birthday parties ■■ Christmas parties
■■ Religious celebrations and
milestones (christenings, naming ceremonies, bar mitzvahs, etc.)
■■ House-warming parties
■■ Retirement parties
■■ Street parties
■■ Reunions (school reunions,
■■ Engagement parties ■■ Weddings ■■ Wedding anniversaries
PAGE 103
family reunions, military service reunions etc.)
■■ Funerals
Venues commonly used for these events include homes, reception centres and public places like parks.
> BACK TO CONTENTS PAGE
A CHILDREN’S PARTY Planning is the key to any successful party – children’s parties need to be well organised so that there is little time for children to become bored and also to prevent mishaps that can cause tears on the day. Tips: ■■ The younger the children the smaller
the group.
■■ The younger the children the shorter
the party. Don’t have all-day events – this is asking for problems! Keep the party to a timeframe that doesn’t exceed 3 hours – for children under the age of 8-10 for example.
■■ Children love themed parties – if the
child loves dinosaurs or fairies then use that as the theme.
■■ Organise the party to a timescale –
have games planned in advance.
■■ Keep games short – small children
have short attention spans.
■■ For children under 5 have one ‘quiet
time’ period e.g. read a story (this avoids them becoming over tired). Or hire an entertainer.
■■ Make sure you have of help on
hand – don’t try and supervise a children’s party on your own; too many things can go wrong and to use an old saying ‘you need eyes in the back of your head!
■■ Serve finger food and avoid
products that can cause allergic reactions (you should speak with parents well beforehand).
PAGE 104
■■ Have parents’ phone numbers on
hand – be sure that each parent understands the drop-off and pickup times. If a parent is sending a substitute to pick up their child then make sure that you have discussed this with them beforehand.
■■ In this day and age of multiple and
complex families, make sure that the person collecting a child is the right person!
> BACK TO CONTENTS PAGE
A WEDDING Weddings are emotional events – they need a cool head, diplomacy and advanced organisational skills. The couple want the day to be memorable – make sure that you are able to offer them this. There may be moments when you need to avert situations from spiralling out of control. Be aware of negativity, and diffuse emotional responses. There are many people you will be dealing with and everyone will have an opinion! Make sure that you control the situation and not the other way around. When you are approached to manage a wedding you will need to: ■■ Discuss the wedding service
the couple prefers (religious or celebrant).
■■ Decide on a theme and colours
including floral displays and bouquets, corsages, buttonholes etc.
■■ Decide on the style of reception (sit-
down, cocktail style, buffet).
■■ Discuss the food - approach several
caterers for menus and prices or discuss a range of catering options with the venue if they also offer catering.
■■ Offer a range of venues to suit the
budget and make sure that you go with the couple to view.
■■ Discuss transport (cars – what type
and colour, horse drawn carriage etc.) for the wedding day and also for the bride and groom at the end of the reception.
PAGE 105
■■ Discuss invitations – have on hand
a range of invitations the couple can choose from that complement their theme.
■■ Discuss the bride’s and bridesmaids’
dresses, and the groom’s, best man’s and groomsmens’ attire. You may need to coordinate the suit hire or suggest dressmakers, wedding dress specialists etc.
What else you will need to do Step-by-Step ■■ Book the caterer and finalise
the menu
■■ Book a photographer ■■ Book musicians ■■ Book transport ■■ Place orders for flowers ■■ Place orders for invitations ■■ Book the suit hire or help to buy the
suits for the wedding party (some hiring firms need many months’ notice so get onto this early)
■■ Send invitations (about 3-6 weeks
before the wedding). RSVP lead time is usually 3-4 weeks. If the wedding is a ‘society’ wedding, with ‘names’ to be invited, the lead time should be much longer. Diaries of notable people are fully-booked well in advance, often 6 months ahead
■■ Inform caterer and venue of
numbers attending (usually 2-3 weeks beforehand)
> BACK TO CONTENTS PAGE
■■ Pick up the wedding dress and
bridesmaid’s attire (at least a month beforehand)
■■ Double check that caterers,
transport, photographers and musicians are all ready to function on the day (one week or so before the wedding)
■■ Hold a rehearsal
Also consider that some event managers specialise in weddings, so you might decide if this is something you want to specialise in, handle or leave to a wedding expert.
A REUNION Reunions can be small or big affairs. But they are often hard to organise. Reunions are usually events such as the tenth, twentieth or thirtieth anniversary of leaving school. Or, we all served together at Army Base X twenty years ago. We went to University together in 1993. And so on. Usually one person or a small group will have the idea to hold a reunion. They may organise it themselves, but if they ask you to organise an event for them, you may have to become involved in contacting people to attend. This can be easier said than done. Consider university students who are studying psychology in 1993 who decide to meet 20 years after leaving university. There were 60 people in the group or class. The university keeps records of alumni, but they may not be up to date. You may be able to contact people via social media, but as we said earlier, not everyone is on social media or checks their social media regularly. How do we get in touch with everyone? We may use word of mouth and so on. Hopefully the organisers will take on more of this sort of research, but be prepared to get involved. Then we also have to consider how people arrive. Using the example of 60 psychology students, some of these may have kept in touch, some of them might not have seen each other for 20 years. People can change a lot in 20 years and to walk into a room of 60 people you have not seen for 20 years can be daunting. So it is useful to make the entrance to the reunion as easy as possible. Offer name badges or stickers so people can show who they are and also see who other people
PAGE 106
> BACK TO CONTENTS PAGE
are. You may want to consider offering a “staging area” where people can go when they first arrive. An obvious idea is an introductory free drink (alcohol or non-alcoholic) so people go immediately to the bar, or drinks table, and may then strike up a conservation with others as they arrive. You might consider having photos of the guests, as they were at university, on a display board. As guests arrive they could then go and check out the display and hopefully again strike up a conversation. It is obviously not your responsibility to ensure that everyone has someone to talk to, but if everyone has a good time, they may well want to know who organised it for future reference. It is worth taking the time to make suggestions to the organisers on how to run a reunion like this. As we discussed in Chapter 6, it is equally important to watch out for potential issues. Remember, these are people who have not seen each other for twenty years, but there may be difficult situations associated with that. People who were once in a relationship, then broke up. Old rivalries. Someone who got the job while another didn’t. Someone who keeps bragging about how important their job is and so on. So be aware of managing your clientele. Events like weddings, reunions and so on can be emotional, in a positive or negative way, so be aware and beware!
PAGE 107
A STREET PARTY It may be easier to find our visitors for a street party than for a reunion, we are simply going to ask the people in the street. But street parties can also have their own difficulties. Street parties may occur to celebrate a particular event. For example, in the UK, there were street parties to celebrate the Queen’s Silver and Golden Jubilees.
> BACK TO CONTENTS PAGE
Street parties may take many forms. It may consist of trestle tables in the middle of the street with people all bringing their own food. Or it might require catering to be used and so on. So if you are asked to organise a street party, you have to consider different factors, such as – ■■ How many people are coming? ■■ Who will be doing the food? ■■ If people are to bring food for
everyone to share, you may need to do a list of foods and ask people to volunteer who will bring what. Otherwise you could end up with millions of cheese sandwiches and not much else!
■■ Where will the party be held? In
the street? On common ground? In someone’s house or garden?
■■ What equipment will you need?
Tables, chairs, table cloths, plates, or will people bring their own?
■■ Will you need other entertainment,
such as a DJ for music, children’s entertainers?
PAGE 108
■■ Will there be alcohol? If yes, will you
need a licence as you are in a public place? Are you allowed to drink alcohol in that area? For example, in the UK, some public areas are designated alcohol free, so it is illegal to drink alcohol in that area.
■■ Do cars come down the street? Is it
a thoroughfare? If so, you may need permission from the local authorities to stop cars coming down the road for a specific time. Seek advice. It is not OK to simply put barriers at the ends of the streets and think that this is acceptable, permission must be sought.
■■ Does everyone in the street want
the party? Are they all coming? Do some people disagree? What is going to happen about the people who disagree? What if they want to drive their car during the party? You might need to find a way to come to some agreement with the people not interested in the street party. What if they complain about the noise and so on? All factors to be taken into account.
> BACK TO CONTENTS PAGE
CHAPTER 10 ORGANISING EXHIBITIONS Organising exhibitions can be a large undertaking for an event manager. Some managers work all year long to organise a single event. Exhibitions can be small or they can be massive, largescale events. For example, you might be asked to organise a small art exhibition of local artists in a small town. Alternatively you might be asked to organise something like an exhibition at the Tower Of London, or London Fashion Week, or something equally momentous. The organisation and planning required for events of this size will most probably require a team of organisers and many staff. You need to be aware of how to run and manage large-scale events just as well as how to run and manage smaller events.
What is an exhibition? An exhibition is an organised display or presentation of a selection of items. So, the Queen Of England may approve an exhibition of the Crown Jewels. Fashion designers will have a display of their new clothing lines at London Fashion Week and so on. It is an opportunity for people to show off something to other people. When considering exhibitions, you also have to consider the motives behind it. For example, fashion designers will be wanting to show off their new designs to the world, so that they will be seen in the media, on TV and by the public. BUT they also want to sell their new ranges. So they will want fashion buyers there as well, in order to highlight the new range, PAGE 109
interest the buyers and get it into the shops. So the motives here are to gain the limelight and to sell something. For an exhibition of the Crown Jewels, there are other motives. Firstly, the organisers may be trying to educate people, to let them see the Crown Jewels and learn the history behind them. There will also be a motive to attract tourists from both inside and outside the UK. There will also be a financial motive. People may have to pay to get into the exhibition. There may be guide books to buy and also a gift stall. So when planning any exhibition, consider what the motives behind it are.
> BACK TO CONTENTS PAGE
GUIDELINES FOR PLANNING A SHOW OR EXHIBITION The planning outline in the earlier chapters covered the broad concepts of the process required to stage an event. Following are additional, practical considerations: ■■ All fees (i.e. stand fees to exhibitors,
entry fees for the public, etc.) must be realistic for the industry with which the show is related. Consider what both exhibitors and visitors can afford and what they will be prepared to pay. Consider similar events elsewhere and investigate charges relating to those events.
■■ Set a date well in advance to allow
for adequate preparation (depending on the size of the event, this may be at least 12 months in advance).
■■ Plan a date which is clear of
competing events and make sure the date is widely known well in advance (before potential exhibitors or competition events can book up the date for something else).
■■ Ensure adequate insurance cover. ■■ Ensure health and safety
requirements (legal and non-legal) are prepared for and adhered to.
■■ Arrange first aid facilities to be on
hand.
■■ Start booking exhibitors at least 6
months in advance! Popular firms may well have diary dates running 12 months ahead, or even longer.
PAGE 110
■■ Promotions should begin appearing
at least 3 months in advance building in intensity to a peak immediately before and during the event. Remember; many publications have a lead-time of 3-4 months. This means they need details of an event 3-4 months before it actually appears in print.
■■ Timing and crowd movements must
be considered in planning. There should be space for busy areas also quiet areas. Consider the logistics of movement when planning traffic flow for people.
■■ Post signs to prevent confusion
and to direct your traffic. Ensure all signage is clean and precise. Information/instructions in bullet points works better than long sentences.
■■ Check any obstacles at outdoor
events, such as holes, potholes etc. Ensure areas are clean. Remove any rubbish prior to and after the event.
> BACK TO CONTENTS PAGE
CHAPTER 11 ORGANISING CONFERENCES AND SEMINARS It is important to understand the difference between conferences, conventions, seminars, workshops, trade shows, expos and symposiums. When you are asked to manage one of these events, you will need to market it correctly in order to attract the right type of attendee. For example, there is no point marketing an event as a ‘symposium’ (usually aimed at academics) when you really want to attract industry-specific attendees to inform them of the latest industry development. That is a ‘conference’. 2. The second type of conference (often also referred to as a convention and a lot larger than the conference discussed above) includes a range of delegates from various organisations, companies and so on with multiple guest speakers. They often include individual sessions as well as a main event. They also usually focus on new industry developments and trends.
Conferences are usually of two types: 1. In-house - a conference held within an organisation with the employees as attendees and sometimes with guest speakers. These are usually held to inform attendees of new internal organisational or industry developments, new products, new ideas and so on. PAGE 111
Seminars are educational events that inform (or convince) the attendees (usually on one subject but sometimes more than one) using lectures, discussions or ‘guest’ speakers. A typical seminar could be one on the superannuation or pension fund industry for example. Many seminars are free and are a popular way to conduct business in some sectors. They are usually trying to sell the attendee something – either more training or a product or service. Symposiums are academic events attended by academics or students where key-expert speakers give lectures or presentations on a predetermined subject.
> BACK TO CONTENTS PAGE
Trade shows and expos are industry specific (e.g. telecommunications, horticulture, equine, motor industry etc.). They are often large events and most likely to be held on an annual basis with a range of exhibitors from the industry in question. There will be displays of products and/or services to educate/ inform attendees on the latest trends and developments in the industry.
■■ Develop the conference program –
Workshops are small events with perhaps no more than 10 participants. They sometimes contain practical components. A good example is a firstaid workshop where participants firstly attend a lecture and demonstrations, then have the opportunity to put what they have learnt into practice using a dummy or the other participants.
■■ Promote the conference - conferences
ORGANISING A CONFERENCE ■■ Planning – understand the event’s
goals and target audience, and use this to determine what theme and what approach you will use.
■■ Know your budget restrictions (this
dictates what you can offer and where).
■■ Choose a suitable venue. It must
suit the needs of the conference. Do a thorough site inspection - think of size, access, quality, safety, catering or suitable eating areas, parking, price and any other resources it may offer. Does it match the expectations of the event?
■■ Set dates and book the venue (try
not to clash with other similar events held at the same time).
PAGE 112
keep it well paced and interesting. Alter timeframes for individual sessions (some short some longer) also include plenty of breaks and/or a change of pace to ensure energy levels are sustained.
■■ Have ready access to water and
easy access to toilet facilities
that not in-house need to be promoted well in advance of the event. Use normal marketing tools such as media releases, websites, advertisements, social media, journals, magazines etc.
■■ Send out invitations, via mail, email,
social media etc., and set up a link to a ticketing system on a website.
■■ Develop the conference material –
keep it concise (consider using a ‘show bag’ that is easy for attendees to carry and don’t overload it). Make sure all the material you include, such as name-tags, tickets, programs etc., are produced to the predetermined ‘theme’ for the conference (i.e. colours, quality etc.).
■■ Decide what equipment you need
and where you need it (e.g. a lectern? AV equipment, sound system, lighting, etc. etc.).
■■ Design the layout and seating –
make sure seating is comfortable and that the design suits the type of conference being held. Large conferences often use auditorium style seating, smaller types may use the classroom style or U-shaped style seating. Some may be more informal with attendees spending some time ‘roaming’ the room and others sitting.
> BACK TO CONTENTS PAGE
■■ Make sure you have the right audio-
visual equipment required which is set up and tested on the day. Everything MUST work perfectly
■■ Make sure screens are positioned
so everyone can see them without straining.
■■ Contact all your guest speakers and
make sure they understand their timeline and time frame.
■■ Book caterers – select a menu and
the appropriate presentation and service. Make sure that the mealbreaks and catering service align – you don’t want meal breaks intruding into conference activities because they took longer than predicted.
■■ Conduct a run-through rehearsal
before the event. Make sure that you have allocated enough time to register attendees, for them to meet and greet each other, and to get to their positions on time. Check safety procedures and safety equipment on the day.
PAGE 113
> BACK TO CONTENTS PAGE
CHAPTER 12 WORKING IN THE EVENT INDUSTRY WHERE TO FROM HERE? You don’t necessarily need to have formal training to be an event manager, but doing one or more relevant courses can help you get started, and will often result in your career moving forward faster than it otherwise might do. A general foundation course on Event Management will give you a perspective on the industry and can help you better decide what aspects of event management most interest you. It can also help you see the pitfalls of this industry before you encounter them in a real-life situation. Another way to start may be to take a more specialised course, such as Wedding Planning. This type of course provides skills that may be used in most areas of event management but it can
PAGE 114
also provide an opportunity perhaps to get into the industry by initially setting up a small part-time business (in this case as a wedding planner).
> BACK TO CONTENTS PAGE
EDUCATION
JOB PROFILES
If you already have experience and/or training in business or management, you may not need any more than a short professional development course to kick off a career in Event Management.
Profile 1 - Wedding Planner
For most people though, a more substantial course of training will greatly enhance their chances of achieving a successful career. However it is a mistake to ever assume that education alone will guarantee success in the workplace. Event Industry professionals clearly need a certain level of knowledge and skill, and that can be developed through formal education. But they also need to have the right personality, attitude and work ethic if they are to succeed. This is an industry that requires extremely good people skills. It can be a tedious and sometimes gruelling task to convince companies or individuals to exhibit at a show; to sponsor an event or to even attend an event. Working with clients can be equally as challenging; particularly when your clients don’t even agree with each other (eg. consider a husband who wants a child’s birthday party in the home, a wife who wants it out of the home, and the child who is caught in the middle; with you trying to mediate and reach an acceptable decision)
PAGE 115
The main job for a wedding planner is to remove the stress from the couple getting married, to ensure that the day runs smoothly, keeps to the brief provided by the clients and is a truly memorable event. This sounds simple but it actually involves quite a few variables plus varied skills and talents. Wedding planning does not fall into the 9am to 5pm category – you will need to be flexible and meet clients in the evening and on weekends, from the time they book you until after the final cleanup after the wedding.
A wedding planner’s job: ■■ Is more about hard work than
glamour
■■ Requires patience and diplomacy ■■ Demands exceptional organisation
and management skills
■■ Requires financial management
skills and the ability to work within a budget
■■ Requires some artistic flair ■■ Is to be knowledgeable about the
industry and what is on offer in terms of: venues, the latest trends, common themes, decorations and decorators, transport, photographers, musicians, florists, accommodation for guests and so on.
> BACK TO CONTENTS PAGE
Other Duties: Meeting the couple and parents (especially if parents are paying for the wedding) and the wedding party. Assessing the clients’ needs and expectations including: the budget, venue, food, type of service, religious aspects, theme, dress codes, number of people attending and so on. Having a broad understanding of what the clients’ expectations are and whether their budget will meet this.
Profile 2 - Concert Promoter A concert promoter will be responsible for organising concerts – there is a huge range. They may be classical music, rock bands, electronic music, pop or whatever. Some concert promoters will work with a particular group. For example, some may be affiliated to a particular orchestra and promote them wherever they go. Whilst other concert promoters will work at a particular venue, promoting whatever concert comes there. Others will work as freelancers when required. Concerts, like other events, can be small or large. The concert promoter may be responsible for booking the act. For example, an orchestra may decide to go on a world tour, so they may contact venues throughout the world and liaise to ensure a suitable list of venues. For example, it would be no good organising a concert in Sydney, Australia on Monday, then London, UK on Tuesday. It would be better to organise all UK concerts in a row, then all European concerts and so on. This may sound obvious, but it is important to allow time for the artist to travel PAGE 116
and relax between travelling and so on. If too many events are scheduled artists can become worn out, and tours cancelled as we do sometimes see in the media. So the planning of the tour is essential. When dates are planned, then the concert must be promoted through advertising, social media, mail-outs, flyers and so on. If a concert is taking place at a particular venue, the venue may have a mail out/email-out list that can be used to advise people of upcoming concerts. It is then about continuously promoting the tour. Some tours will be a sell-out straight away with people waiting anxiously online to get tickets, or in queues outside the venue. Not all concert organisers will be that lucky and they may have to make more effort to sell tickets to their concert.
Profile 3 - Party Planner A party planner is usually more of a smaller scale events organiser. They may organise parties within a person’s home, such as children’s birthday celebrations, or selling products, such as kitchen ware, clothes and so on. They may also be involved in organising parties outside the home, perhaps in a public hall, workplace or a park. People increasingly employ party planners to organise celebrations for special events such as children’s parties, Christmas parties, retirement parties, engagement parties and so on. The party planner must again liaise well with the organisers to determine the type of party required, when it will be, when invitations should be sent out and so on. Opportunities to earn money from party planning can vary greatly. At one end of the spectrum, a party planner may cater
> BACK TO CONTENTS PAGE
for high end customers in an affluent area, where very large amounts of money can be spent on a single event. At the other end of the spectrum, fast food restaurants such as McDonalds may employ people on a minimal wage, to organise children’s parties at the restaurant.
Profile 4 - Conference Organiser We talked about conferences in the last chapter, but another role of an event manager can be a conference organiser. Again, a person may specialise in organising events at a particular venue, or arranging conferences around the world. For example, they may be responsible for organising industry seminars featuring a touring motivational speaker visiting from another country.
Salary and Qualifications The salary you receive for any event management type job will really depend on how you work. Some event managers will be freelancers doing event management in a small way whilst others may be involved with massive contracts. Other event managers may be employed full-time by, for example, a large concert hall who employs event managers to organise regular events that take place there. If you are interested in becoming an event manager, it is worthwhile considering how you plan to work at first to gain experience and the avenues open for this type of work. Whichever way you decide to work, being an event manager can be a rewarding and fulfilling career with lots of diversity, interest and experiences to be had.
PAGE 117
> BACK TO CONTENTS PAGE
APPENDIX DISTANCE LEARNING AND ONLINE COURSES The author and associates of this book have developed a large variety of distance learning courses, online, on CD or by correspondence, which are available through various colleges that are part of the ACS Global Partners Network - visit: www.acs.edu.au/about-us/affiliates.aspx to find out more.
There are Over 600 different courses offered by ACS Affiliates, through colleges in 7 different countries. These courses cover a wide range of disciplines, including Business, Management, Marketing, I.T., Biological Sciences, Health, Fitness, Nutrition, Psychology, Counseling, Writing, Photography, Hospitality, Tourism, Education, Construction, Horticulture, Agriculture, Environmental Management and more.
Courses that may be particularly helpful to readers of this book include: ■■ Event Management
■■ Bar Service
■■ Wedding Planning
■■ Project Management
■■ Food and Beverage Management
E BOOKS BY JOHN MASON AND ACS STAFF INCLUDE: Starting a Business Project Management Business Operations Psychology Dictionary Counselling Handbook How Children Think Farm Management 2nd edition Profitable Farming 2nd edition PAGE 118
Working in Horticulture Commercial Hydroponics 3rd edition Trees and Shrubs for Warm Places Organic Gardening Climbing Plants Growing Conifers 2nd edition Roses Herbs
> BACK TO CONTENTS PAGE
Trees and Shrubs What to Plant Where Fruit, Vegetables and Herbs Growing Tropical Plants 2nd edition The Environment of Play 2nd edition Garden Design Part I Garden Design Part II Tropical Landscaping Starting a Garden or Landscape Business 2nd edition Starting a Nursery or Herb Farm 2nd edition Aerobic Fitness 2nd edition Aquafitness 2nd edition Nutritional Therapy Human Nutrition Animal Health Horse Care Dogs –Caring for Dogs Marine Animals Professional Writing
English Grammar Getting Work in a Modern World What to Plant Where How to be a Life Coach Fruit, Vegetables and Herbs Psychological Profiling Getting Work in Horticulture Scented Plants Modern Marketing Poultry Growing Ferns Human Biology Dictionary Leadership Palms Creative Writing Weeds Management Photographic Techniques
PRINTED BOOKS BY JOHN MASON John Mason has been writing books since the 1970’s and has over 40 titles published, some as printed books, others as ebooks. Some (print) titles are out of print, and now only available as second hand books or e books. If you have difficulty finding any of Mr Mason’s titles, you can enquire by email to [email protected] Print Books by John Mason include: Fun and Fitness Trails, Victorian Dept. of Sport and Recreation, 1978 Starting a Nursery or Herb Farm, Night Owl, 1983 (revised 1994) The Environment of Play, Leisure Press, New York, 1982 Herb Review, self published, 1987 Landscaping with Herbs, self published, 1988 The Native Plant Expert, self published, 1989 Let’s Grow Gardens, self published, 1990 Growing Ferns, Kangaroo Press, 1990 Commercial Hydroponics, Kangaroo Press, 1990, 2007 Growing Vegetables, Kangaroo Press, 1991 Growing Herbs, Kangaroo Press, 1993 Nursery Management, Kangaroo Press, April 1994 PAGE 119
> BACK TO CONTENTS PAGE
Tropical Gardening, Bay Books, October 1994 Yates Guide to Pests & Diseases, Angus & Robertson, February 1995 Growing Pelargoniums & Geraniums Hyland House 1996 Farm Management Kangaroo Press 1996 Growing Australian Natives Kangaroo Press 1997 Starting a Nursery or Herb Farm (Revised ed) Kangaroo Press 1997 Sustainable Farming Simon & Schuster (Kangaroo Press) Spring 1997 Growing Tropical Plants Simon & Schuster (Kangaroo Press) 1997 Starting a Landscape or Garden Business Kangaroo Press 1998 Aqua Fitness Kangaroo Press 1999 Growing Conifers Kangaroo Press 1999 Profitable Farming Kangaroo Press 1999 A Beginners Guide to Orchids Hyland House Aerobic Fitness Kangaroo Press Trees & Shrubs for Small Places Kangaroo/Simon & Schuster 2000 Propagating from Cuttings Kangaroo/Simon & Schuster 2002 Growing and Using Vegetables and Herbs Kangaroo/Simon & Schuster 2007
USEFUL CONTACTS ACS GLOBAL PARTNERS To see the latest list of ACS affiliates, please visit: www.acs.edu.au/about-us/affiliates.aspx
SOCIAL MEDIA Stay in touch with the authors through our various social media: FACEBOOK AUSTRALIA CLICK HERE 〉〉
BLOG CLICK HERE 〉〉
FACEBOOK UK CLICK HERE 〉〉
LINKED IN CLICK HERE 〉〉
TWITTER CLICK HERE 〉〉
PAGE 120