EVENTS MANAGEMENT III

Prepared By:

SHAIREENA LEE M. TIANA

SHS INSTRUCTOR

Reviewed By:

LIZEL S. SOSMEÑA
OIC, SHS PRINCIPAL

Events Management III 1

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 MODULAR INSTRUCTIONS FOR EVENTS
MANAGEMENT III

COURSE CODE: EVENTS III

COURSE TITLE: EVENTS MANAGEMENT III

COURSE OUTLINE

FIRST QUARTER
Week 1: Lesson 1: Event Sustainability
Week 2: Lesson 2: Multiplier Effect
Week 3: Lesson 3: The Event Concept
Week 4: Lesson 4: Event Product Portfolio
Week 5: Lesson 5: M.I C.E
Week 6: Lesson 6: Event Planning
Week 7: Lesson 7: Event Logistics
Week 8: Quarterly Assessment

ASSESSMENT:
● 80% Performance Task : Quiz, Assignments, Outputs
● 20% Quarterly Assessment

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 How do you use this module?

This module has seven (7) lessons. It can be noted that after each lesson,
various activities are provided to reinforce the learner’s competence in Events
Management III (Events III).

To make learning more meaningful, you, learners are enjoined to follow

these following:

 Read and understand the learning objectives of each lesson. These tell
you what you should know and be able to do at the end of each lesson.

 Take time in reading each lesson. Understand what you are reading.

 At the end of each lesson, sets of activities are provided. Answer the
activities or do what you’re told to do. Be sure to answer all the
questions.

 After each lesson, a specific task is provided. Make sure to put your
details (eg. NAME, SECTION, DATE).

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 Week 1: Lesson 1: Events Sustainability

Specific Objectives:

 Discuss the concept and scope of sustainable tourism within the context of

hosting events.

 Consider ways to manage and maximize the benefits generated by

developing an event strategy.

 Know the importance of making an economic assessment of the event so as

to determine event sustainability.

Overview:

The principles and guidelines for event sustainability are discussed in this lesson. This

lesson describes how an event can be planned, managed, and tracked through the

strategies of its life cycle. It is not easy task to come up with an events strategy that

ensures event sustainability. It requires constant revision and adjustment, and a

touch of creativity.

Discussion proper:
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SUSTAINABLE EVENT TOURISM

Event Tourism strategy should be planned and managed within overall

responsible tourism practices at the destination. Sustainable tourism

development manages various economic, social and environmental impacts on

the destination.

A balance needs to be found to protect and enhance the destination’s resources

for the future while managing the complex interaction of all the stakeholders.

Without this, damage can be caused to the local environment, producing social

and cultural conflict and alienating the host community.

PRINCIPLES AND GUIDELINES

Sustainable tourism management principles should be practical to implement

and monitor. At times these principles can be subjective, which can lead to

difficulties in agreeing on what is sustainable practice or not.

Event tourism sustainability guidelines and responses form an integral

component of an event preparation list. The factors that need to be considered

as part of these guidelines in achieving sustainable tourism.

Pollution
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Air, Water,
1st Quarter Noise, Visual
 Resource Use
Tourist
Water, land, food, power,
Behaviour, Concerns materials

Wildlife and
Public sector policy
Ecosystems
Funding, legislation, Sustainable Event
Tourism Hunting and Habitats
planning

Host Community
Industry Distribution of benefits
Codes of practice, self- involvement
regulation, sustainable
tourism-related initiatives Conservation policies and Operational Practices
practices
Recycling, Waste
Landscapes, townscapes, Management, Energy
waterscapes, wildlife, Conversation, Eco friendly
indigenous communities construction

Events for the public and within a tourism setting should have the following

guidelines set out as part of sustainable event planning:

 The local community receives the benefits, with broader developmental

goals

 Responsible tourism practices between the tourists, environmental and

local communities.

 While many destinations have unique cultural appeal for potential visitors,

their setting and access are inadequate.

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MANAGING AND MAXIMIZING BENEFITS

One of the outcomes and sustainability components of a tourism event centers on

the direct and indirect benefits to the community and the value-for-money

perspective of the visitor. These are mostly based on a rent-seeking policy from

visitors to the event.

Event Fees

 Fee revenues can be generated through ticket purchases or at a

convention and exhibition from delegate fees. Exhibitions can also bring

in additional revenue through booth rental.

Sponsorship and Partnerships

 In addition to event fees, sponsorship can be major source of financial

support. This can involve the payment or supply of supporting or

ancillary services in lieu of payment within the event, advertising and

marketing support as well as providing additional event brand equality

by having a recognizable sponsor.

Grants

 Local government, NGOs or associations may be able to provide grants

to qualified events.

Venue Rental

 An event guide at the destination should highlight these venue

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 possibilities and details such as rental fees and what is included with

these.

Accommodation Providers

 These can be one of the main economic beneficiaries from events. But

aside from earning room revenue, they provide local employment,

purchase local products and services, and contribute to government

taxes through a tourism tax levy.

Human Resources

 Given the wide range of skills and knowledge required to host an event,

local training courses fro short-term to longer term can provide the

community with further education.

Transportation Providers

 Events make an economic contribution to national and domestic

airlines.

Restaurant and Bars

 Events usually include drinking or eating. A hotel or integrated resort

setting can provide a selection of restaurants and menus. Local eateries

and bars can be invited to set up within the event or venue.

Entertainment

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  Shows, theater, casinos, spas, nightclubs and other leisure experiences

can be important reasons why a participant chooses and attends a

specific event.

Utilities

 Events require a variety of equipment, facilities, and services.

Museums, monuments and sites

 Organizers may package in visits to museums and religious sites or the

use of historical or other unique venues to stage the event.

ECONOMIC IMPACT MONITORING

Any economic assessment linked to event sustainability should be extended

beyond tourism receipts. The cost benefit factors of hosting an event need

assessment. While staging the event can be costly, revenues are raised through

ticketing, and the event and destination receive further revenue and exposure

through sponsors and television rights.

Event revenues can be generated from a wide range of services -

accommodation, transport, sponsorship, ticketing, retail trade, merchandising,

broadcasting.

PERFORMANCE TASK #1.1:

Name: Grade/Section:
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 Name of Teacher: Date:

Task: Answer the following questions:

1. Big events attract a high proportion of repeat visitors, who stay for long periods of time
and travel as group. Why is this?

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2. Relating to the Southeast Asian Games that happened here in the Philippines recently,
what do you think are the key factors leading to the development and sustainability of the
event?

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 _________________________________________________________________

_________________________________________________________________

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3. Name a traditional cultural event here in Negros Oriental and give recommendations that
you can give for developing this for tourism and international audiences and
participation.

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Week 2: Lesson 2: Multiplier Effect

Specific Objectives:

 Understanding the multiplier effect.

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  Explain what an event’s life cycle is and understand the factors that

influence it.

Overview:

Using locally-made produce, hiring locally and using local services can have a ripple

effect on the economy. An event could also involve “leakage”, or money leaving the

local economy. A consequence of the event in terms of long-term impact may be

more foreign products and brands entering the destination and competing with local

produce.

Discussion Proper:

MULTIPLIER EFFECT

Looking at a specific tourism event, an input-output analysis can be undertaken

dividing the economy by industry sector such as construction, manufacturing,

business services, public utilities, tourism and hospitality.

A multiplier is used for each sector. The multiplier will change depending on its

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 influence on the local economy. Therefore, within tourism and hospitality,

hotels and restaurant stand to receive greater revenues than forestry during

an event.

A further economic impact is that the income earned by a part-time resident

working at the event can buy more food, clothing or luxury products or pay

further taxes to the government.

Understanding the economics of an event can greatly help the local economy.

LIFE CYCLE OF EVENTS

Life Cycle

 As it has a dynamic nature, every event will evolve, adapt and change

over time, influenced by various external and internal factors. This the

changing trend tracking an event;s life span.

 Adjustments and impacts to this life cycle can be unpredictable or

inevitable.

 An event continually offering the same experience, for example, can

become stale and decline. The decline can be accelerated with the

event being substituted by participants due to increasing competition,

greater selection and other events that appear more appealing.

 The event life cycle has its limitations as it cannot predict time or

revenues.
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 Research and Development

 The feasibility study should be a pragmatic assessment of the ability

to realistically meet the event objectives and needs as well as

expectations of the event stakeholders while adhering to

responsible tourism development.

Introduction

 Launching a new event may involve not only investment in venues,

supporting infrastructure and necessary resources but having an

effective marketing strategy in place.

Growth

 Based on the degree of success upon its introduction, an event can

start to grow and attract more participants. The event should

continue to attract the previous participants as well as newer

audiences through world-of-mouth referrals, media reports on

previous events as well as an ongoing marketing strategy.

Maturity

 Successful events will continue to evolve and adapt to changing

needs of event participants, thus reaching the maturity stage.

Venues can reach the capacities they were intended for. The

challenge is therefore in maintaining the event’s appeal.

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 As more events reach maturity levels, this can create greater

competition between events, either in the same location or

between destinations.

Strategies to maintain or extend this dominant position can be put in

place:

 Investing in and opening a new venue may not only attract

current participants, but with the extra capacity be able to

increase audience numbers.

 Better strategic marketing and promotion could be required to

target residents and visitors not aware of the event or with

little previous interest in it.

 Packaging the event with the other attractive destination

features can add more value.

 The events can be developed by carefully and linking it to the

population trends. More music television and sports shows can

increase the popularity of related events.

Decline

 Tourism events may go into decline for a number of reasons, and

the event team should be aware of the warning signs. These could

include external global factors such as a decline in the destination’s

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 image, political changes, or new or more attractive events either in

the same location.

The table below presents a summary of various reasons why tourism events could

fail. These could be related to supply, demand, management or external market

forces. It is important to look at the initial event objectives. An event could be an

operational success but lack spectators due to poor marketing or event appeal.

Influencing Factors Rationale

Supply  Other events: This direct

competition depends on the appeal and
aggressiveness of the events.

 Visitor choice: With a limited

budget, the tourist can choose other more
attractive leisure and entertainment
products.

Demand  Demographic changes: Reduction of

participants in a particular event

 Economic changes: Less disposable

income among event participants.

 Shift in preferences fro particular

events.

Management  Lack of strategic planning and ability to

adapt

 Incompetence or corruption

 Ineffective marketing programme

 Event becomes unattractive with a

decline in service standards

External Forces  Political and regulations shift, which

prejudices the event

 Lack of community support

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  Negative attitudes and perceptions of
the event due to impact

 Absence or decline in important event

resources (financial, human,
infrastructure, venues)

PERFORMANCE TASK #2.1:

Name: Grade/Section:

Name of Teacher: Date:

Task: Answer the following questions:

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 Week 3: Lesson 3: The Event Concept

Specific Objectives:

 Conduct an environmental scan to determine a suitable event strategy.

 Conduct a SWOT analysis to determine a suitable event strategy.

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Overview:

Events are not necessarily a panacea for a destination’s development woes or a

company wishing to grab instant attention through an opening ceremony, event

sponsorship or launch reception. This discusses the importance of conducting an

environmental scan and SWOT analysis of events.

Discussion Proper:

IMPORTANCE OF THE EVENT MANAGER

Today’s environment sees people with less time but with more event choices than

before, with multiple events. With this increasing selection, it is more important than

ever to carefully work out of the concept and design of an event to ensure its

success.

While planning and developing the event concept, the events organizer must

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remember that events are dynamic, involving external threats to counter as well as

opportunities to develop. The event environment can also change quickly, requiring

constant scanning.

ENVIRONMENTAL SCANNING

It is the process of continually acquiring qualitative and quantitative information

on the environment for the purpose of identifying, analyzing, and explaining

potential trends. From this, tactical and strategic actions for the short to long

term can be put in place.

The process can be divided into macro-environmental and micro-environmental

scanning.

Macro-Environmental Scanning

 This can be expressed I terms of four factors or forces - political, economic,

social an d technological - often referred to as a PEST. Event companies and

managers should therefore do as a PEST analysis. Changes in these forces

can have a sudden and dramatic effect on whether an event can go ahead

or not.

P.E.S.T

Political Forces

- tourists participating in events are looking for an experience that

is different from what they can experience in their own hometown

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 or city.

Economic Forces

- the tourist may participate only in the event, resulting in less

spillover of economic benefits to local businesses. Restaurant and

leisure facilities around participating hotels and venues are well

placed to benefit more than facilities farther away.

Social Forces

- Events can be characterized according in their magnitude, their

ability to increase visitor traffic, and the value they contribute to

the destination.

Technological Forces

- Technology has had a dramatic impact on events, from affecting

the way events are promoted and staged, to assisting the participant to

get to the event and providing facilities they can use.

Micro-Environment Scanning

 It is not enough to consider the macro-environment; the success of

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 an event depends on establishing and reinforcing relationships with

the micro-environment as well. For example, the event company

needs to work closely and effectively with the various event

suppliers. Any disruption can affect the ability to stage the event as

planned or on time.

 The event company’s micro-environment will also include several

‘publics’, normally falling under the domain of the public relations

department to monitor and liaise with. These can be split into

publics such as the government, media, community, investors, and

customers.

SWOT Analysis

The purpose of conducting a SWOT analysis is to identify the internal strengths and

weaknesses and external opportunities and threats of an event. A SWOT analysis can

highlight points requiring future strategic action. It assists in providing a clearer

assessment of the environment that will surround the event.

Internal Analysis

Strengths  Clear among world travelers as an event

destination.
 Events are clearly differentiated from
other destinations.
 Increasing number of high yield tourists.
 Optimum mix of year round events.
 Adequate amount of resources and
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 support to stage events.
 Quality Events
 Events constantly being adapted to suit
changing consumer tastes.
 Quality venues, infrastructure and
facilities to host events.
 Creative event-planning process and
organizational structures.

Weaknesses  Low image perception by travelers of

being an event destination.
 Poor visitor numbers in comparison to
neighboring destination.
 Low quality events
 Lack of financial resources to fund an
event strategy effectively.
 Copycat events, lacking in innovation
and destination distinctiveness.
 Events becoming stale, losing appeal.
 Inadequate or low quality venues,
equipment and infrastructure to support
events.
 Poor management skills and
organizational structures.

External Analysis

Opportunities  Creating a new event or increasing

visitor segments to a current event.
 High-yield visitor increasing.
 Shift in tourists’ socio-demographic
background and motives to travel.
 Increased global popularity in event
tourism and particular types of events.
 Partnership and funding opportunities to
host events.
 Changes in tourism policy and political
environment.

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  Training and education programme in
event management.

Threats  Other global or regional destinations

globally or regionally introducing
similar but significantly enhanced
events.
 Economic downturn affecting tourism
arrivals.
 Political change and unrest.
 Partnership and funding transfer to non-
event activities.
 Tourism policy becoming a greater
barrier for visitors.
 Pollution and health scares.
 New travel destinations with greater
appeal and access.

PERFORMANCE TASK #3.1:

Name: Grade/Section:

Name of Teacher: Date:

Task: Follow the instructions given below:

1. Prepare a SWOT Analysis for the Buglasan 2019. In what ways did this event have
a competitive advantage over other racing events?
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 _________________________________________________________________

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Week 4: Lesson 4: Planning the Event Concept

Specific Objectives:

 Understand the steps involved in event concept planning: devising the

vision and mission statements, and setting goals and objectives.

 Understand the steps involved in event concept development.

 Establish an optimal event product portfolio.

Overview:

It is important to set a clear destination for the event right from the start. To do this,
there must be a clear vision and mission as the event concept is being planned, and

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suitable goals and objectives must also be set.This lesson is about planning the event
concept - devising appropriate vision and mission statements and setting goals and
objectives - and further developing the concept.

Discussion Proper:

PLANNING THE EVENT CONCEPT

Vision
 The car launch will be the premier car launch within the whole country.
 The festival will give the community a wide range of skills, employment and
economic opportunities.

Mission
 The event organizer will work with the local community, government departments
and hospitality industry to ensure that the event enhances and promotes the
destination image.

Goals
 Increase awareness and sales of the product after the launch.
 Encourage greater community cohesion.
 Increase visitation to the destination.

Events Management III Objectives 26

1st Quarter  Increase car sales by 20% within 6 months.

 Create an event management student placement programme at the local convention
center.
Conceiving the Vision and Mission

A vision statement involves looking at the future and determining what is desired
out of the event. Limited research can be done, but the statement needs to be
written with some degree of realism.

The mission statement will give the reason and focus behind the event and why it is

needed. It should encompass all stakeholders from those funding it and wishing to

make profits from it to the local community. Due to the many stakeholders involved,

there will be varying degrees of power and objectives.

SETTING GOALS AND OBJECTIVES

Event objectives must be determined: What are the desired outcomes of the event?

 Objectives vary and could include a mix such as profit generation, product

launch, social cohesion, enhancing destination image, increasing tourism or

celebration.

Good objectives are commonly bench marked using the acronym SMART:

being specific, measurable and quantifiable, attainable, given the

resources available, relevant, and time-specific.

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There could be several possible objectives behind the hosting of an event, depending

on the type of event. A trade show has the objective of facilitating business, making

sales, gaining publicity for a new product, networking and develop new business

contacts and to gain and exchange knowledge.

DEVELOPING THE EVENT CONCEPT

Identifying whether an event is needed, the right event and mix of events will

require a strategic development process from the initial generation of ideas to a

constant review and evaluation once implemented.

Event Concept Development Process

Generation of Event Ideas  Conduct market research and critically

examine what has been done before.

 Involve and collaborate with relevant

stakeholders in the brainstorming
process.

 Analyze synergy with the destination’s

tourism policy.

Objective Setting  Align objectives with overall tourism

destination development and
promotion strategy, or with corporate
policy.

 Ensure that objectives are SMART.

 Create primary and secondary

objectives.

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Screening Process  Undertake competitive analysis.
Advance more attractive events that can
effectively fit, reach, and attract target
audiences.

Feasibility Testing  Pilot-test the concept of the event with

a small audience of related
stakeholders.

 Analyze responses with the respect to

satisfying the objective set.

Concept refining  Engage production, design,

entertainment, and marketing teams.

 Develop collaboration strategy with

local and international stakeholders.

 Create working teams responsible for

different functional roles.

Implementation and monitoring  Commercialize the event project.

 Implement feedback and response

mechanisms.

Review and evaluate  Establish evaluation methodology.

 Provide constant feedback to adjust and

amend objectives where required.

EVENT PRODUCT PORTFOLIO

A destination should look at the option of designing a portfolio of event year-round.

A balanced event product portfolio should have events of differing magnitude,

impacts, and objectives. This will lead to a greater spread of resources across events

and encourage wider participant appeal. Some large events may be held as an

economic stimulus to encourage increased visitation and enhance destination image.

Event Product Levels

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 An event product can be broken into components and designed based on three

levels:

1. Core event product

2. Support event product

3. Augmented event product

Core Event Product

 When developing the event concept, priority needs to be given to

the core needs of the participants. The event must aim to satisfy

these needs. Spectators at sporting events buy tickets,

merchandise, food and beverage but what they are actually buying

is perhaps an opportunity to be inspired by the athletes.

Support Event Product

 The supporting event products are the actual event and the

packaging around the event. This is the name of the event,

such as the Olympics, FIFA World Cup. The name builds further

equity for the event. The destination, venue, accommodation

and facilities are also considerations.

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 Augmented Event Product

 This must be included in order to provide a comprehensive

event concept. A football fan may attend a cup final match to

be inspired. This could be within a modern venue with state-of-

the-art facilities. Yet a half empty stadium may provide a poor

atmosphere. The fan could leave without satisfying their core

reason for being there.

 The opportunity to effectively network at trade shows and

conventions is important. Having constant audience noise can

distract from the performance and leave the participants less

satisfied with the event.

PERFORMANCE TASK #4.1:

Name: Grade/Section:

Name of Teacher: Date:

Task: Answer the following questions:

1. How does the event concept affecting the event as a whole?
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 _________________________________________________________________

_________________________________________________________________

_________________________________________________________________

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_________________________________________________________________

2. Do you have am event in mind that you want to be done? What is it and what are
your goals and objectives on making this event possible?

_________________________________________________________________

_________________________________________________________________

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_________________________________________________________________

_________________________________________________________________

_________________________________________________________________

_________________________________________________________________

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 Week 5: Lesson 5: M.I.C.E

Specific Objectives:

 Describe the various components of MICE events.

 Know the reasons why people attend MICE events.

 Recognize the benefits and challenges of MICE.

 Know the economic aspects of managing MICE events.

Overview:

This lesson discusses a special category of events known as MICE, an acronym for

Meetings, Incentive Travel, Convention, and Exhibitions. This is an increasingly

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sought-after and competitive high yield segment, and has resulted in a growing

number of meeting and convention venues. The benefits and challenges of hosting

MICE events, and the factors that influence the choice of the destination and venue,

are examined.

Discussion Proper:

MICE Events

 The convention and exhibition industry is commonly referred to as MICE.

Elsewhere in the globe, the terminology is termed business tourism or

executive travel.

 This is a sector within the hospitality industry aimed at assembling groups of

people within a common venue or setting for a common purpose or set of

objectives.

 The convention, meetings, exhibitions markets have become an increasingly

sought-after travel segment. There are several reasons for this. Apart from

being a high-yield tourism segment, MICE also offers the destination an

opportunity to upgrade infrastructure and facilities. A major consideration is

enhancing destination image perceptions to attract regional and global

traveler and investments.

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 M - Meetings

I - Incentive Travel

C - Convention/Conferences/Congress

E - Exhibitions

Different Sectors Involved with MICE Events

Segment Corporate National International Public Sector

Organization Association Association

Meetings An out-of-office Board meetings, Limited number Mainly non

meeting. regional of board-level residential
Includes sales meetings, meetings, meetings of up
meetings, training events, typically lasting to 1 day
training, board information 1-2 days duration. Also
meetings, events maximum. Also training courses
retreats. international which may last
meetings in for several
hosted by days.
international
associations

Conferences Typically 1-2 Usually an An annual Mostly 1-day

days duration, annual congress or conferences
with a formal conference/con convention attracting
programme that gress/conventio rotating around delegates from
has been n for members different the local area or
promoted in lasting 2-3 days. countries or region/
advance. continents, with
Delegates are selection based
often compelled on bids received
to attend. form individual
cities.

Incentive Travel A business Not applicable Not applicable Not applicable

tourism trip to
motivate and
reward
employees and
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 dealers, usually
containing a
conference
element.

Exhibitions Product May include the May include the Information/

launches, organization of organization of regional trade
attendance as an exhibition to an exhibition to events
an exhibitor at run alongside its run alongside its
trade and own own
consumer conference, also conference,
shows participation in occasional
organized by other industry participation in
specialist trade shows as other industry
exhibition an exhibitor. trade shows as
organizers or an exhibitor.
trade
associations.

Corporate Hosted Not applicable Not normally Not applicable

Events entertainment applicable
at major
(previously
sporting events,
corporate
concerts and
hospitality)
other high
profile
functions,
and/or
participation in
sporting or
outdoor pursuit-
type activities.

MEETINGS

 Meetings gave been taking place since ancient times. The Latin word

conventiculum was used to mean “a coming together, an assembly or a

place of meeting”. The Latin congresses was a reference to a friendly social

meeting.

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 Categories of meetings:

Symposium

 This is a formal meeting, normally scientific in nature. Presentations

are delivered through a panel of experts of individual invited guest

speakers.

Seminar

 This involves greater delegate participation and discussion.

Generally implies a smaller meeting where knowledge can be

transferred.

Workshop

 This comprises a large degree of small-group interaction and

sharing of knowledge, skills and experience. The groups may have a

facilitator to guide through specific problems and issues’ perhaps

connected to a conference theme.

Forum

 This is where a moderator and a panel of experts, perhaps with

opposing views, discuss and debate on a particular problem or

issue.

Retreat

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  This is the gathering of a small group of participants, usually in a

remote location, perhaps within the same country or city. A retreat

is intended as a getaway with no distractions so that participants

can focus on a particular issue.

INCENTIVE TRAVEL

 Being aligned to production targets, incentive travel is away for both

company and employee to acknowledge achievement levels.

 Corporation can invest large budgets on incentive travel. Part of the

expectation from incentive travel is a memorable experience provided by

adventure and an element of the unknown.

 The key objective of incentive travel is to provide an exceptional and

extraordinary motivational travel experience for employees.

CONFERENCE

 A conference is commonly used terminology to refer to meetings in general.

The meeting format and rationale can differ.

 Conferences can involve voluntary or compulsory attendance, which will

influence planning and marketing strategy.

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  They can involve multiple activities and collaboration efforts. Usually

starting with a plenary session or mass gathering for a welcome address, the

conference can be in several different formats, such as workshops, breakout

sessions or seminars.

EXHIBITION

 Present day exhibitions and trade shows have the same primary objective of

traders in ancient times. Buyers and sellers at exhibitions still meet to trade

in goods and services.

 Ideas and new advancements are exchanged, and throughout the course of

the meeting there are entertainment and hospitality options.

 An exhibition can be set up a few days prior to the opening of the event

depending on the magnitude. Dismantling can start immediately after the

exhibition is over. These dates need to be agreed upon with the venue

provider.

Why People Meet?

Reasons why people have to travel at all for MICE:

 Exchange of information

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  Decision making

 Education and knowledge seeking

 Collective interests

 Association articles

 Trade

 Motivation

 Social and Entertainment

BENEFITS AND CHALLENGES OF MICE EVENTS

 Regional and International exposure through an enhanced tourist

destination image.

 Exchange of ideas and knowledge sharing.

 Business networking. A MICE event can be used as a marketing tool to

stimulate future business links and trade.

 Possibility of leisure tourism.

 Access to new technologies and upgrading of local travel services

 Local skilled employment.

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ECONOMIC ASPECTS OF MANAGING MICE EVENTS

A MICE can generate higher levels of revenue. Understanding the spending at

the ,ICE event can give further insight into the economic benefits of hosting it.

Regardless of whether it is domestic or foreign spending, the gross direct

expenditure at a MICE event can be described in the following:

Spending group. Delegates, accompanying visitors, sponsors, exhibitors and

organizers will spend on the meeting and on products and services around

the meeting.

Source of expenditure. Revenues can be from within the destination or

region, or can have a national or international source.

Industry allocation. The amount of expenditure on various products and

services will differ.

Timing. An economic study should determine what amount of this

expenditure was incurred before, during or after the MICE event.

PERFORMANCE TASK #5.1:

Name: Grade/Section:

Name of Teacher: Date:

Task: Answer the following questions.

1. Why is incentive travel essential to MICE?

_________________________________________________________________

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 _________________________________________________________________

_________________________________________________________________

_________________________________________________________________

_________________________________________________________________

_________________________________________________________________

_________________________________________________________________

_________________________________________________________________

_________________________________________________________________

2. How can MICE affect the economic impact of a country?

_________________________________________________________________

_________________________________________________________________

_________________________________________________________________

_________________________________________________________________

_________________________________________________________________

_________________________________________________________________

_________________________________________________________________

_________________________________________________________________

_________________________________________________________________

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 Week 6: Lesson 6: Event Planning

Specific Objectives:

 Understand the initial event planning process - conducting a feasibility

study, risk audit, and bid process.

 Review the factors that must be considered in implementing an integrated

planning strategy.

Overview:

This lesson sheds light on the entire event planning process - from conducting a

feasibility study and risk audit and outlining what information needs to be included

in a bid documents to detailing the myriad factors to be considered. Whether it is a

recurring or a new one-off event, it requires a constant strategic planning process.

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Discussion Proper:

EVENT PLANNING: The Initial Process

Planning an event is a continuous and dynamic process. It looks at

future considerations and consequences while monitoring internal and

external forces. An unexpected action by a community stakeholder, a

political decision or media criticism could suddenly put the event I

jeopardy. Part of planning is anticipating possible influences and

problems so that suitable action can be taken should any problem occur.

Planning involves a systematic decision-making process. An initial

feasibility study on the likelihood of success and reaching the events’

objectives should be followed by a “yes” or “no” decision to proceed

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 Feasibility study/Analysis of bid
process (one-off event)

Decision to proceed or stop

Planning evaluation
and feedback process Preliminary Planning

Detailed Planning

Implementation/Monitoring

Overall Event evaluation

FEASIBILITY STUDY

A feasibility study will be required for a one-off event, the start of a new and

proposed recurring event, or one that is already a permanent fixture. A

one-off event may require a bid process. Organizing an event with little
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 thought for changing market forces with minor adjustments on programme

set-up is a recipe for event decline.

Feasibility analysis should be undertaken with a permanent event to determine

changes that may be required to sustain and develop the event, or whether

further resources should be committed to the event.

The feasibility should include the following:

Event Description

 A clear understanding is initially required of the type and characteristics of

the event that is proposed. This includes the theme, activities, geographical

locations, physical set up and dates.

Feasibility of making a bid

 The bid preparation itself will involve cost, and assessment should be made

on whether it is worthwhile bid and what the chances are of winning. The

consequences of losing should be considered beyond economics, such as

the impacts of a lost bid on local people.

Budgeting and Financing

 This should be based upon accurate research and projections. As the event

is in the future, calculated assumptions will be required as well as factoring

in a contingency for unexpected costs.

Fitting with overall tourism strategy

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  Events are a major part of tourism development. They also take huge

resource commitments. The event should be considered in terms of the

overall development aims and objectives of the destination as well as short-,

medium-, and long-term, benefits.

Impact Audit

 This is a projection of possible impacts likely to arise as a consequence of

the event. The event will impact the community and local economy.

Opportunity cost

 Resources may be taken from elsewhere, such as for construction,

education, health and welfare. The effect this has on other industry sectors

should be understood.

Stakeholder support

 The degree of support and consensus among potential event stakeholders

will impact the event outcome.

Sponsorship

 A sponsor can be a major event stakeholder and financier. Sponsorships can

be sought from governments, associations and corporation, each with

varying objectives for their involvement.

Support services

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  Even with stakeholder collaboration within the destination, external help

may be needed for providing the venue, transportation, staffing , media

reporting and other various suppliers for the event. Contract costs and legal

obligations should be considered.

Event delivery

 An assessment must be made of whether the event can be delivered on

time and within the budget, and satisfy the event objectives. Factoring in

available resources and preparing a calculation on critical paths and time

frames from planning to staging can give an indication of the capability to

deliver an event.

Competitive audit

 Depending on event type, participant profile and situational factors, some

destinations may be more appealing for the event. A destination lacking the

final resources to fund an event could focus on attraction attributes such as

its cultural diversity and national environment.

Infrastructure and capacity

 Assessing physical visitor capacities at destination entrance and exit points,

local transportation, accommodation, road networks, venues, restaurants,

bars and attractions should reflect the ability to effectively handle large

numbers of event participants.

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Marketing and promotion

 Factors such as positioning statement, target audience, creating an event

brand how to make the event attractive will be core in bringing people to

the event. More than raising awareness of its logo or slogans, the event

should create an actual intent to visit and participate.

Creating an event legacy

 Hosting an event for the first time can take greater effort and commitment

of resources than maintaining it year after year. An assessment should be

done on the possibility of creating a recurring event. Careful planning is

needed on the use of venues, facilities and infrastructure created for the

event after it is finished.

RISK AUDIT

During the feasibility study stage, event planners should look at the potential risks

involved. Risks have various levels, requiring suitable measured responses:

Financial

 Careful attention and strict control needs to be given to the balance

sheet to monitoring event expenses and revenues. Depending on its

objectives, an event is generally designed to create profits - either

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 directly or as consequence of the event occurring.

Weather

 Some destinations are constantly affected by adverse weather

conditions such as flooding typhoons and drought.

Security

 Political unrest and terrorism can cause security concerns for

participants. Concerns on potential crimes such as pickpockets, ATM

and credit card scams or having personal belongings stolen can also

deter visitors.

Destination image

 Events can draw international attention. The degree of success or

failure of an event can impact perceptions of destinations. There is a

risk also to the community in degree of civic pride felt and sentiment to

the organizers or their government as a result.

Food safety

 Food poisoning or food tampering can affect anyone from guests at a

cocktail reception to athletes at sporting events.

Public utility failure

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  Electricity black outs or brown-outs can occur, as well as disruptions to

water supply.

Corruption

 With the building of facilities for events or moving the event planning

along, corruption may be discovered. They may receive pass coverage.

Venue failure

 Temporary or permanent structures may collapse. The venue may have

problems dealing with participant capacity and crowd control

THE BID PROCESS

A bid process can occur either for hosting an event for the first time or on a

recurring basis. Often international or regional tourism events require the

preparation of a bid document.

Often international and regional tourism events require the preparation of a

bid document. An event company will need to pitch in to win event business

such as product launches, cocktail receptions and concerts, and will similarly

invest in and prepare an event proposal. There also may be bidding for local

resources within the destination between towns or commonly neighborhoods.

Event risk categories

CATEGORY EVENT RISK DESCRIPTIONS

Internal From within the event or organization.

External From outside the event or organization.

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Financial Associated with revenues, profit, budgets,
costs. And event return on investment
calculations.

Technical and performance Associated with IT, sound and lighting

equipment and venue systems (such as
ticketing, air conditioning, toilets). These
could be as a result of unproven systems,
unrealistic goals or being too complex for the
event.

Business Associated with marketing, impacts from the

competition, management issues or event
timing.

Organizational Associated with the organizational itself.

Cultural Associated with cultural issues and

differences.

Security Associated with a range of security issues,

such as protecting physical assets at the
event, intellectual property and copyright ,
participant safety, and intelligence gathering.

Project management Associated with the project management

process, keeping within the event time frame
and effective use of tools, such as Gantt
charts.

Legal Associated with legal compliance issues,

insurance, contracts, codes of ethics and
event industry regulations.

Environmental Associated with the impact the event could

have on the natural environment.

Quality Impacting the quality of the event and

outcomes.

Schedule Associated with time estimates, constraints

and schedules.

Process Impacting the event process both internally

and externally.

PLANNING CONSIDERATIONS: AN INTEGRATED PLANNING STRATEGY

The effectiveness of the planning strategy invariably impacts ability to stage the
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 event/ Carefully calculating and staying informed and connected to the changing

environment can be valuable in keeping the event schedule and programme on time

and on budget, and in limiting errors on event day.

Factors need to be considered in implementing an integrated planning strategy:

Destination and Physical

venue Capacity

On-site Impact
arrangements Assessment

INTEGRATED
Destination PLANNING
marketing STRATEGY Infrastructure
strategy

Human resource Financial

management Management

Social exchange
Transportation Stakeholder
and links involvement

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PERFORMANCE TASK #6.1:

Name: Grade/Section:

Name of Teacher: Date:

Task: Answer the following questions:

1. As part of the planning process, who would be your priority stakeholders for this event?

_________________________________________________________________

_________________________________________________________________

_________________________________________________________________

_________________________________________________________________

_________________________________________________________________

_________________________________________________________________

_________________________________________________________________

_________________________________________________________________

_________________________________________________________________

2. Why is event planning important?

_________________________________________________________________

_________________________________________________________________

_________________________________________________________________

_________________________________________________________________

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 _________________________________________________________________

_________________________________________________________________

_________________________________________________________________

_________________________________________________________________

_________________________________________________________________

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 Week 7: Lesson 7: Event Logistics

Specific Objectives:

 Discuss the logistics of event planning.

 Know some event planning tools that are used to set and track tasks.

Overview:

With an event plan in place, the role of the logistics team is to ensure that the

programme stays on track. There should essentially be no direct event intervention,

but maintenance of the scheduled flow of the event. The problem of logistics is

addressed, including the logistics of site management, security, communication,

traffic, and protocol.

Discussion proper:

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EVENT LOGISTICS

The logistics team coordinates with several other groups throughout the planning to

the actual staging of the event. These groups include those concerned with

production, security, hospitality, communication, transportation and on-site

arrangements.

Site Management and Flow

Events can involve large amounts of equipment. This equipment needs to be

moved prior to the event, maintained throughout the event and dismantled at

the end. These can include sound, lighting, seating, staging, exhibition booths

at trade shows, catering, registration counters, marquees, special production

set ups and toilets.

Security

VIP and government events may need a heightened security presence.

Events with zoning and the need for various passes will require security checks.

Events can also be the target of attacks, and therefore greater vigilance is

needed. Security presence can range from the physical presence of

uniformed and plain-clothes security personnel to electronic devices.

Communication
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 Given the number of people involved in an event, the number of

participants, and the large area that the event may cover, an electronic

communication system should be in place.

Environmental Monitoring and Waste Management

There is a trend towards “green festivals”, which also involves the

management and recycling of waste. An assessment is also made of the

carbon footprint created as a result of staging the event. Event shutdown can

create large amounts of waste materials, which can be recycled.

Hospitality Hosting

Sponsors often support an event so as to provide hospitality to suppliers,

current and potential customers, media and government personnel.

Participants and spectators also need food and drinks. Purpose-built

hospitality areas may need to be produced with food counters, seating,

tables, service personnel, air-conditioning and security personnel to check on

pass accreditation.

Protocol

This is especially important when dignitaries and government officials are

attending the event. Protocol includes the proper greeting title, arrival and

departure sequence and procedure, seating arrangements and flag flying.

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Key items to remember in protocol planning:

Guest of honour

 Part of the attraction of an event can be the guest of honor, who might

also be the guest speaker.This is usually a celebrity, religious leader,

member of royalty, senior government official, member of the armed

forces, diplomat or other leader. The guest of honor needs to be

confirmed in advance so that their name can be included in the

invitation card as well as press release and other event promotional

materials.

Titles

 A king or queen is addressed as His(Her) Majesty; a diplomat as The

Honorable or His (Her) Excellency; a priest as The Reverend; and judges

as The Honorable.

Arrival and greeting sequence

 The guest of honor should be one of the final arrivals. It is common for

junior government officials to arrive before the senior government

leaders. The event protocol team should be able to identify key.

Seating sequence
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  A head table is common at lunch or dinner receptions for VIPs and

those hosting the event. The guest of honor often sits beside the host.

Flags and anthems

 The destination’s own flag takes center-stage at all events. Opening

ceremonies can consist of the hoisting of the national or event flag. In a

sequence where other nations or association’s flags are displayed, the

host flag is the final flag to be hoisted.

The Media

The presence of the media can give an event further exposure. Some media

channels can be more important than others, due to their impact and

viewership to the events’ target audience.

Traffic

Sending out advance advice on traffic issues to participants can help alleviate

this potential problem. Cars and coaches can be issued with parking passes for a

designated location. Participants alighting from bus, taxi, rail, or underground

travel systems can have an understanding beforehand of access and exit points.

Queues and Signage

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 Signage should take into consideration placement, size of sign, and wording and

language. Participants can arrive all at the same time rather than gradually and

perhaps near the starting time or even after the start.

Ticketing

A ticket should be designed and printed on time, with several event details.

Other features can include a venue plan and the ticket can even be designed

as an attractive souvenir item.

Emergency, risk, and contingency planning

Undesirable incidents can be sudden, they can be unexpected, or they can

escalate if not dealt with effectively. These can be man-made , structural or

technical or natural disasters. Potential levels of risk and appropriate responses

should be included in the planning document.

Staff Provisioning

Events can require additional staffing. Determining labor needs can then lead to

a selection and recruitment process. Other factors to consider are training

programmes, development and monitoring rosters, regular briefing and

feedback sessions, reward and recognition strategies, as well as industrial

relations of providing payment, uniforms, staff catering and transportation to

and from the event site.

Shutdown

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 An event shutdown list should detail actions that need to be taken after the

event is completed. This could relate to immediate site clearance - of collecting

rubbish, dismantling props and technical equipment, and securing the removal

of fixtures and fittings brought in to stage the event.

The logistics teams need to constantly audit the event plan by having a logistics

systems in place. Judgment is based on the original objectives, which needs to be

measurable. This control mechanism involves methods and management tools to

monitor, review and evaluate the current plan.

Review and
evaluate

Monitor

Input and
update

Programme
setting

EVENT PLANNING TOOLS

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Depending on the event size and the number of details to be taken care of, it can be

difficult to remember what to do and when to do it without keeping a good record.

Several tools are used in event management to plan and systematically set and track

tasks that require action to efficiently stage the event. They allow for the event

schedule to be constantly monitored and for corrective action to be taken if needed

to keep to the event timetable.

Gantt Charts

 A popular project and event management tool is the Gantt chart,

named after Henry Gantt, a mechanical engineer in the 1910s. It is a

useful tool in the initial planning stage and the lead-up to the event

starting date.

 A Gantt chart is a matrix of horizontal and vertical axes. Some tasks can

be linked , as indicated by the arrows, showing dependence on one task

being completed before another can begin.

Critical Path Analysis (CPA)

 An event consists of multiple tasks, which are dependent or

independent on other tasks being completed before one can proceed to

the next. To assist in this complex range of tasks, a critical path analysis

or network analysis is drawn up to calculate start and finish times. Like

Gantt charts, it also identifies the most or least critical activities.

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Programme Evaluation and Review Technique (PERT)

 Whenever a network is devised, throughout the event planning stage

estimated or expected times to complete tasks can be replaced by

actual times, increasing the likelihood of timely completion.

Work Breakdown Structure (WBS)

 It breaks down a task into smaller manageable units of sub-committees,

once the scope of all the event tasks has been decided. It can assist with

controlling and costing the task.

Week 8: Summary Assessment

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I. Identification

____________________1. They need to constantly audit the event plan by having a

logistics systems in place.

____________________2. Protocol includes the proper greeting title, arrival and

departure sequence and procedure, seating arrangements

and flag flying.

____________________3. It is a useful tool in the initial planning stage and the

lead-up to the event starting date.

____________________4. It breaks down a task into smaller manageable units of

sub-committees, once the scope of all the event tasks has

been decided. It can assist with controlling and costing the

task.

____________________5. It involves a systematic decision-making process.

____________________6. This manages various economic, social and environmental

impacts on the destination.

____________________7. It involves looking at the future and determining what is

desired out of the event.

____________________8. The Grant Chart is named after this personality.

____________________9. This is a formal meeting, normally scientific in nature.

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____________________10.This is away for both company and employee to

acknowledge achievement levels.

____________________11. An event consists of multiple tasks, which are dependent

or independent on other tasks being completed before one

can proceed to the next.

____________________12. This can occur either for hosting an event for the first

time or on a recurring basis.

____________________13. The amount of expenditure on various products and

services will differ.

____________________14. must be made of whether the event can be delivered on

time and within the budget, and satisfy the event

objectives.

____________________15. This is where a moderator and a panel of experts,

perhaps with opposing views, discuss and debate on a

particular problem or issue.

II. ANALYSIS

Answer the following questions.

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1. Consider an event that uses or could use the outdoor natural environment and

write a code of conduct for this particular event. How would you propose to

monitor that sustainable practices are being followed at the event?

_________________________________________________________________

_________________________________________________________________

_________________________________________________________________

_________________________________________________________________

_________________________________________________________________

_________________________________________________________________

_________________________________________________________________

_________________________________________________________________

2. Traditional events such as dragon boating may have to deal with competition

from other popular events such as football, basketball and online PC/console

gaming. What suggestions would you give for attracting and encouraging local

youth to participate in dragon boating or other traditional events?

_________________________________________________________________

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 _________________________________________________________________

_________________________________________________________________

_________________________________________________________________

_________________________________________________________________

_________________________________________________________________

_________________________________________________________________

_________________________________________________________________

_________________________________________________________________

_________________________________________________________________

_________________________________________________________________

_________________________________________________________________

_________________________________________________________________

3. Explain how important logistics to the event’s success.

_________________________________________________________________

_________________________________________________________________

_________________________________________________________________

_________________________________________________________________

_________________________________________________________________

_________________________________________________________________
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 _________________________________________________________________

_________________________________________________________________

_________________________________________________________________

_________________________________________________________________

_________________________________________________________________

_________________________________________________________________

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