S

O
H
M HMT 804
T

EVENT PLANNING AND

MANAGEMENT
S
O Course Content
H
M
T
Unit I
Introduction to event
management : definition and
framework, categories and
typologies, characteristics of an
event, size of events, the events
team
S
O
H ⚫ There is no single universally accepted definition of
event. Many authors have discussed the definition of
M events and the various terms used to describe them.
T However, there is only limited agreement on
standardised terms across the various researches The
Accepted Practices Exchange Industry Glossary of
TERMS (APEX, 2005) defines an event as, ―An
organized occasion such as a meeting, convention,
exhibition, special event, gala dinner, etc. An event is
often composed of several different yet related
functions.
S
O CLASSIFICATION OF EVENTS
H ⚫ There are different criteria for classification of events.
M The basic one classifies events as planned and unplanned.
Planned events are the subject of study of event
T management and they require setup, management,
executives and certain length of time. Unplanned events
are accidents, natural disasters and other similar, and they
will not be taken into consideration
S
O
H
M Events offer a unique form of tourist attraction,
T ranging in scale from small community festivals,
through to international trade fairs, and on to the
largest of global sporting events, such as the Olympic
Games and the FIFA Football World Cup.
S
O ⚫ . Events are short term by definition, often lasting only one or
H two days, although some larger events can last significantly
M longer (e.g. weeks for example Kumbh mela in India ) while
fixed attractions tend to draw visitors seasonally, or over an
T extended period When considering the scale and impact of
events, they fall into four broad categories Mega Events, Hall
mark events, Major events and local events. The key factors
typically recognised as determining the perceived scale and
impact of events are the level of participation,
audience/spectators, and media coverage; and the degree to
which an event generates significant international demand for
each
S
O
H ⚫ MEGA EVENTS: Events with international appeal and
M true global reach typically fall into the categories of major
or mega-events. Such events have the potential to act as
T
catalysts for local development, and to deliver a range of
economic, socio-cultural, environmental and other
benefits associated with image, branding, and expansion
of the visitor economy, just to name a few.
S
O ⚫ HALLMARK EVENT: These are the events with the distinctive quality
of the program. Hallmark events are so identified with the spirit and
H soul of a host community that they become synonymous with the name
of the place, and gain widespread recognition and awareness. Hallmark
M events are of special importance and attractiveness both for particiants
T and visitors, they attract great attention of the public, contribute to the
image of destination and maintain and revitalize the tradition. Classic
examples of hallmark events are Carnival in Goa, Dussehra of Kullu
and Khuajoroho Dance festival. These events are identified with the
very essence of these places and their citizens, and bring huge tourist
revenue as well as a strong sense of local pride and international
recognition.
S
O ⚫ MAJOR EVENTS: Major event is a large-scale event, with
H strong public interest and media coverage. Major events
attract large numbers of visitors, and help the organizers
M achieve good economic results. In practice of management
T of events, these events are often sports-oriented, with an
international reputation, and defined structure of
competition for example: Formula One Grand Prix or trade
fair exhibitions held at Pragati Maiden New Delhi.
S
O ⚫ LOCAL EVENTS: Local event is an event that is targeted
H mainly for local audiences and staged primarily for their
social, fun and entertainment value. These events often
M produce a range of benefits, including engendering pride in
T the community, strengthening a feeling of belonging and
creating a sense of place. They can also help with exposing
people to new ideas and experiences, encouraging
participation in sports and arts activities, and encouraging
tolerance and diversity. Various local events are celebrated
in India such as Lohrai, Baisakhi and exhibitions to display
new products .
S
O ⚫ Another common way of classifying events is by
H their form or content:
M ⚫ Cultural celebrations
T ⚫ Arts and Entertainment
⚫ Business and Trade
⚫ Sport competitions
⚫ Recreational
⚫ Educational and Scientific
⚫ Political and stat
S
O Types of Events
H
⚫ BUSINESS AND TRADE
M ⚫ Meetings, conventions
T ⚫ Consumer and trade shows
⚫ Fairs, markets

⚫ EDUCATIONAL AND SCIENTIFIC

⚫ Conferences
⚫ Seminars
S
O Types of Events
H  RECREATIONAL
M Sport or games for fun
T  PRIVATE EVENTS
o Weddings
o Parties
o Socials
o Business events and tourism
S
O Types of Events
H Niche Events – often with close links to the host destination,
M whether the connection is literary, culinary, adventure sports,
T music festivals etc. (e.g. Agra music festival). This category
may also include events at the smaller end of the spectrum,
such as Hemis Festival of Ladakh. Such events are relatively
inexpensive to organise and are likely to attract a higher
proportion of high spending international attendees.
S
O Types of Events
H Participatory Sports Events – for example, the world masters
M games, world police and fire games, ironman events, and
T junior sports events. These are ‗destination‘ events which
attract thousands of competitors from outside the host country,
most of whom bring multiple people with them (spouses,
friends, family) and often extend their event related stay into a
holiday.
S
O Types of Events
H Signature Cultural Events – events which gain an international
M reputation as ‗must see‘ and include, for example, South by
T South West (SXSW) in Austin, Texas, Sonar festival in
Barcelona, White Nights in Melbourne, or the Edinburgh
Fringe Festival and Hogmanay, in Scotland
S
O Types of Events
H International Sports Events – for example, single or multi-
M sport events such as the World Cup Rugby, the Tour de
France, and World Championships for a variety of sports
T (athletics, swimming, gymnastics etc.). Such events can not
only bring in large numbers of participants and spectators but
also achieve large worldwide television coverage and can
play a significant role in raising the profile of the destination
and the brand of the country. The biggest events of this type
would be the Summer Olympic Games and the Football
World Cup; however, smaller international sports events can
have a similar effect on a smaller scale, often with less
financial risk
S
O BENEFITS OF EVENTS
H Structural expansion of the visitor economy: Visitors coming
M to a city or region for an event will contribute to a more
buoyant economy, with visitor expenditure having a
T multiplier effect on incomes throughout related supply chains.
With the multiplier effect the host destination shall benefit in
terms of employment, income and better standards of living.
S
O BENEFITS OF EVENTS
H Alignment of tourism with other strategies: The requirements
M of hosting a major event can be used to, promote an integrated
whole-of government approach, and maximise synergies
T between relevant development and growthinfrastructures
constructed for events are one of the most visible lasting
legacies for a host city or region and can have real impacts for
tourism growth.
S
O BENEFITS OF EVENTS
H Marketing and promotion: Pre-event branding associated with
M the successful hosting of a major event, can provide lasting
recognition of destination branding in key tourism markets,
T encourage return visitation of attendees or participants, and a
better understanding of the focus of the event such as sport,
arts and culture, food and wine, etc.
S
O BENEFITS OF EVENTS
H Environmental impacts: The international focus often
M associated with major events can help to prioritise work on an
often under-developed or neglected built environment and
T therefore the attractiveness and competitiveness of
destinations. In addition, ensuring that events are managed in
an environmentally friendly manner is also becoming a high
priority in terms of branding
S
O Event Management Strategy
H Events Management Strategy Events are widely
M acknowledged as presenting opportunities as a strong
economic and tourism generator as well as bringing a range of
T community and social benefits to their host destination.
S
O Event Management Strategy
H  Gain a sound understanding of existing events and venues;
M  Achieve clarity regarding the role and responsibilities of
event management company to support and host events.
T
 Develop a sustainable, outcome focused events
programme which maximises the potential of our
involvement in events.
 Incorporate the cultural, lifestyle and environmental
factors unique to the destination into the events
programme.
 Pursue campaign which support events and which
contribute to overall destination marketing.
S
O OBJECTIVES OF EVENT MANAGEMENT
H  Objectives should always be SMART.
M  SPECIFIC to the particular event and particular aspects of
it.
T
 MEASURABLE express the objectives in numbers and
quantities.
 AGREED make sure all team members know the
objectives.
 REALISTIC set objectives the organising team can
realistically achieve.
 TIMED set a timescale for achievement of the objectives.
S
O
H  EVENT MANAGEMENT PLANNING
M  Event management is the process by which an event is
planned, prepared and produced
T
S
O
H  The plan of an event management company is simply the
M document which lays out the resulting directions, actions
and implementation schedule. It is typically focussed on the
T short term operational horizon generally one to three year .
These Plans are typically created to guide the internal
operations of an enterprise, and summarise its operational
and financial objectives for the near future and to indicate
how these objectives will be achieved and monitored.
S
O
H  It provides a roadmap to guide actions and is continually
M modified as conditions change and new opportunities or
threats emerge. While it should be fundamentally targeted at
T guiding regular operations, it should also be adaptable to
account for new opportunities and challenges.
 Benefits of Event Planning
S
 To define and practically apply good event planning and
O financial management practices in annual planning and day-
H to-day work.
M  To provide logic and justification for prioritising different
tasks and decisions over others.
T
 To systematically define tasks, logic, roles and
responsibilities, strategic alignments (internally and
externally), timetables, and budgets.
 To provide an opportunity for key players such as boards,
staff, stakeholders, and partners to be consulted when setting
key objectives and methods.
 To provide frameworks for developing strategies related to
manpower management, marketing, competitor analysis and
stakeholders.
S Event Planning help us to
O  Help us to think ahead and prepare for the future clarify goals
H and develop a vision identify issues that will need to be
addressed choose between options consider whether a project
M is possible make the best use of resources motivate staff and
T the community assign resources and responsibilities achieve
the best result
S
O
Help to Eliminate
H
M  overambitious projects unsustainable projects undefined
T problems unstructured project work plans.
S
O FORCES AFFECTING EVENT PLANNING
H  It is important for every event organization to interact and
transact with its environment as the business environment
M has direct relationship with the organization. The success or
T failure of an organization is primarily established by the
effectiveness of its interaction with its environment. The
enterprise has little influence on the environment and
therefore, it is important for the company to identify with
the environment of its operation and devise its policies in
relation to the forces in that environment. The forces
affecting external environment of business are as follows:
S
O
H  The political environment of any region or state influences
M the event to a larger extent. This environment is influenced
T by the political organization, philosophy, government
ideology, nature and extent of bureaucracy and political
stability. Event organizer may get various concessions and
benefits in hosting the event as per the local government
policies
S
O
H  In today‘s competitive world the majority of people have an
M urbanized approach towards celebration. There are many
T community events and festivals in the urbanised world,
celebrating their character of life. In India many festivals
such as Durga Puja, Ganesh Chautri and Dusshera are
celebrated with enthusiasm and local participation.
S
O
H  Technology is an important aspect in the world of special
M events, as everything from planning to programming to
T great extents relies on technological solutions. Internet
provides new possibilities for communication, information
resources, and is an efficient marketing tool. Staying current
with technology is important for event managers as
consumers expect quick feedback from the organizers of
events
S
O
H  Changing generations and cultural diversity in many
M communities has resulted in a shift of values, which
T implies both opportunities and challenges for events.
Diversity, unity, and equality is emphasised.
Environmental and globalisation awareness and quality
are emerging as important values for event management
companies. In India various events such as Jaipur
Literature festival , various trade fairs and travel marts
promote the spirit of cultural synthesis.
S
O  Stakeholders are groups, organisations, and individuals who
H have invested or keep an interest in the successfulness of an
M event. Typical stakeholders of events are the organisers,
sponsors, partners, customers and the community Sponsors
T and partners supporting an event, either by contributing
financially or by providing in-kind support, are also
stakeholders. Guests and customers are stakeholders because
an event is organised for providing them a particular product,
which is commonly leisure, education, or other service. . The
local community provides many resources for events, such
as businesses, hospitality services and public places, staff
and volunteers.
S
O  The other forces affecting Event management are the people
H interested in participating in certain events as performers,
M the media, local tourism bodies, or providers of facilities
and infrastructure for instance. Moreover there can be local
T firms and businesses looking to improve revenue through
events. An event management company‘s stability and
profitability are interdependent on its ability to quickly
identify and respond to changes in the external environment.
Change is inevitable and having the flexibility to deal with
unexpected market mutations can mean the difference
between survival and extinction for an organization
S
O
H
M
T
S Conducting an Environmental Scan
O  While external factors like government policy changes are
H sometimes unexpected, that doesn‘t mean one can‘t prepare
M for them. The most effective way for a business to prime
itself to be flexible and adaptive is to develop a framework
T for conducting an environmental scan. An environmental
scan is the process of methodically gathering, analysing, and
interpreting data about external opportunities and threats.
It‘s a mechanism to collect relevant information about the
outside world, the competitors, and the market position of
the event management company.
S One of the most popular methods used to perform an
O environmental scan is the PESTEL analysis. This model is an
external factor evaluation matrix that focuses on six spheres of
H data:
M
 (P)olitical: The extent to which a government may
T influence the economy and thereby impact organizations
within a certain industry. This includes government policy,
political stability, and trade and tax policy.
S One of the most popular methods used to perform an
O environmental scan is the PESTEL analysis. This model is an
external factor evaluation matrix that focuses on six spheres of
H data:
M
 (E)conomic: How economic conditions shift supply and
T demand to directly affect a company. This includes
economic growth or decline, and changes in interest and
inflation rate.
 (S)ocial: Changes in the socio-cultural market
environment that illustrate customer needs and wants.
This includes emerging trends, population analytics, and
demographics.
S One of the most popular methods used to perform an
O environmental scan is the PESTEL analysis. This model is an
external factor evaluation matrix that focuses on six spheres of
H data:
M
 (T)echnological: How innovation and development evolve
T a market or industry. This includes automation,
technology awareness and adoption rates, and new
services or products.
 (E)nvironmental: The ecological and environmental
aspects that affect a company‘s operations or consumer
demand. This includes access to renewable resources,
weather or climate changes, and corporate responsibility
initiatives..
S
O
H One of the most popular methods used to perform an
environmental scan is the PESTEL analysis. This
M model is an external factor evaluation matrix that
T focuses on six spheres of data:

 (L)egal: The current legal allowances or requirements

within countries or territories in which an organization
operates. This includes health and safety requirements,
labour laws, and consumer protection laws.
S
O
H
M
 After one complete a PESTEL analysis (sometimes known
T as PESTLE analysis), i.e. a thorough environmental scan
that identifies uncontrollable, external factors the
organization should prepare for. It‘s appropriate to have a
plan of action for the items one think could actually occur
and have a material impact on the business.
S
O STEPS IN EVENT MANAGEMENT PLAN
H
M  The steps involved in planning event management plan is
studied in following subheadings:
T
 Starting off
 Feasibility
S
O Starting off

H  The first thing to consider when starting the creation of a

M special event is the people who will be involved. Secondly,
T they need to invent ideas for the event. Thirdly, a feasibility-
screen of the ideas needs to be conducted.
 The event may be organised by an already existing group,
such as a committee of a club, organisation or agency for
instance, who already have structures and resources for
event management. In events an organising team needs to
be formed, and the type of event needs to be considered.
S Starting off
O  Will the event be cultural, leisure, personal, or
H organisational, and will the organisation be volunteer or
professional, or both? The optimal size of a team is said to
M be around six people in order to maintain good
T organisation. The team member selection process needs to
consider skills and previous experiences, as members
should complement each other‘s strengths and weaknesses.
Typical tasks within a team are organising, financing,
marketing, resource finding, health and safety, legalities,
and recording.
S Starting off
O  The members‘ levels of motivation and spare time need
H consideration as well. Effective leadership is the key to the
progress of the team‘s work, as even a small amount of
M team members can find it difficult to reach unity. Once the
T team has been formed, it needs to start discussing and
brainstorming around the event.
S Starting off
O  Ideas for events can either come from somewhere else than
H the event organiser, such as community networks,
individuals, and special interest groups, or the organiser
M needs to invent ideas. An occasion for brainstorming may
T be needed, and it is advised that brainstorming also include
consultation with stakeholders separately, or together with
the team. The discussion should result in some ideas for the
event, creative ideas that according to the customer
expectations.
S Starting off
O  The ideas should next be feasibility tested. The key aspects
H of feasibility are who will organise, attend, watch,
participate in, and pay for the event is considered. This
M stage also involves understanding of marketing, operational
T and financial aspects. All aspects related to target market,
competitors strategies, business operations and budgets
need to be considered in this initial phase of event
management.
S Feasibility
O  What are you trying to do and for whom? What benefits to
H the participants can we build into our concept? What are
the various plans to achieve this? What are the pros and
M con‘s of each concept? What is the best concept and how
T will you get there?
S OPERATIONAL PLANNING
O  An event can be successful with the result of careful,
H structured, and logical planning, which decreases
uncertainty, centres attention to goals, and makes operation
M effective Planning is probably the most important phase of
T organising events, as it is directly linked to the
successfulness of the event. Planning can be a tool for
better coordination, focus, and ahead-thinking, as well as a
means of evaluating and controlling the progress and
outcome of the event.
S OPERATIONAL PLANNING
O  A draft plan should be created during the brainstorming
H process with the important team member . To systemise the
draft plan, the outcome of the feasibility study should be
M incorporated, along with key focus area , namely the
T purpose of the event, people involved, what are the various
activities that will be happening, as well as how, where,
and when the event will happen.
S At this point in the planning process, ask these key
O questions:
H  Who are the key representatives from within the
M stakeholders to champion our event?
T  What is our action team committed to?
 What particular strengths and experiences do our
committee members bring?
S
O
H  During the planning process the team needs to envision
M possible problems and create courses of action for urgent
situations. In order to foresee such possibilities an analysis
T should be carried out in order to analyse the internal and
external environments, including available dates and
times, competing events, demand and capacity of the
market, and potential venues and staff. The material
gathered during this assessment should be used in the
setting of strategies.
S
O FINANCES AND THE BUDGET
H  It is essential that all team members are awareness of what
M has to be spent financially for planning and managing
event. For a public event, the financial matters become
T more complex the larger it i, involving studies on financial
feasibility based on various financial
techniques .Regardless of the complexity level, the
financial plans need to match the objectives of the event
S
O FINANCES AND THE BUDGET
H  The expenditure should be estimated through an
M identification and assessment process. The variable and
fixed costs need to be identified in order to make clear
T where the point of break-even is reachable. In terms of
events, fixed costs involve the hiring of venue, staffing,
marketing and insurance for instance, while variable costs
are e.g. catering, entertainment and accommodation. At
the completion of the total costs it is important that all
fixed, variable, and other possible costs are calculated and
included, in order to give a genuine picture of the cost side
of the budget. Budget items to consider:
S FINANCES AND THE BUDGET
O  Staff time
 Marketing expenses (design fees, printing, postage, etc.)
H
 Transportation
M
 Venue
T  Guest accommodations (if applicable)
 Food and beverage
 Entertainment and recreation
 Audiovisual equipment and production cost
 Security (Police) etc.
 Special needs (interpreters, etc.)
 Taxes and gratuities, service charges, etc.
 Contingency fund for unanticipated, last minute expenses
S FINANCES AND THE BUDGET
O
 Income can be generated in several ways, such as
H admission fees and activities that generate revenue like
M games, brochures, food and sales stalls, merchandise,
T transport services and car parks, and selling rights for
broadcasting for instance. Moreover, events organised by
governmental agencies may depend on a budgeted part of
tax money, and funding for events can be sought at
governmental agencies or official bodies, or sponsors.
Public agencies and private foundations can make a grant to
support a cause. Local governments may give grants to
events that advance community spirit and unity.
S
Sponsorship
O
H  Special events may attract sponsors if they have target
M markets in common. Sponsorship is an effective tool for
promotion of products or services for businesses, and they
T may get opportunity to be exposed in media. Continuation
grants from private foundations: Funding from private
foundations can be used to support ongoing projects and
programs.
 State funds
 Colleges/Universities
 Partnerships
S
O Sponsorship Development Plan

H  Step 1 – Brainstorm: Create a long list of businesses or

M organizations that would align well with the event. Those
who may have access to funding and tend to be highly
T involved with community functions should be included
S
Sponsorship Development Plan
O
H  Step 2 – Determine Purpose: There are two ways to work
M with a sponsor. a. Sponsor provides a monetary
contribution to the event b. Sponsor and organizer agree
T upon a trade value An example of this would be a media
sponsor running ads for the event through their outlets and
the organizer would provide credit to that sponsor through
including their logo on advertisements, social media
mentions, event announcements, etc.
S
Sponsorship Development Plan
O
H  Step 3 – Outreach: Once the list of potential sponsors is
M finalized it‘s time to start outreach. It is important to be
prepared for the conversation of what an event manager
T may expect from the sponsor and the benefits that they
meant
S
Sponsorship Development Plan
O
H  Step 4– Agreement: It is important create and execute some
M sort of agreement between the event planner and the
sponsor. This agreement should include the terms discussed
T during outreach.
S
Sponsorship Development Plan
O
H  Engaging Sponsors: Once an event planner has secured a
M sponsor than it is important to stay in touch with the
sponsors throughout planning execution, and wrap up of the
T event.
S
Sponsorship Development Plan
O
H  During the pre event phase the event planner need to
M consider the terms in the sponsorship agreement. This could
include things like logo inclusion on marketing materials or
T social media mentions.
S
Sponsorship Development Plan
O
H  Not all sponsors choose to be present during the event, but
M if they would like to be included, here are some options for
the event planner such as Providing a tent area for the
T sponsor‘s guests to gather, Hang signage (typically
provided by the sponsor) somewhere visible on the event
site and allow opportunity for the sponsor to handout free
branded materials.
S
Sponsorship Development Plan
O
H  Sponsorship can be sought in different ways as there are
M contacting agencies working to match sponsors with causes
in need of sponsoring, and bodies related to trade and
T business whose aim is to endorse commercial organisations
in their relationships to seekers of sponsorship or
benefaction. An agreement that ensures benefits for both
parties, stating the objectives, people responsible,
marketing statements, and budget, as well as an evaluation
part for measuring the outcome and impacts of the event is
needed.
S
Sponsorship Development Plan
O
H  With the budgeted revenue and costs prepared in detail and
M approved by both client identify any deviations from the
and organising management, serious preparations can start.
T Effective control system should be designed to rectify the
deviations from the standards.
S
O ORGANIZE A TEAM

H  No matter the size, a special event takes a concerted team

M effort to handle all of the details. Where possible, the
stakeholders involved with activity should be invited to
T participate on the planning committee. Depending on the
type and scope of your event, one may consider identifying
an Event Manager or Event Chair as well as individual
Chairpersons for subcommittees, such as:
S
ORGANIZE A TEAM
O
H  Venue, logistics & catering management (selection,
M contracts, permits, insurance, etc.)

T  registration,
Guest management (invitations, RSVPs, greeters,
seating arrangements, etc.)
 Speakers/presenters (selecting, confirming, logistics,
management, etc.)
 Activities/entertainment
 Publicity/promotion (Web presence, events calendars,
printed programs, media relations, signage, social media,
etc.)
 Sponsor/partner management
S
BLUE PRINT OF FUNCTIONAL AREA
O
H  Finding the location and venue is important for the
M development of the event. There may be several attractive
choices of venue, in which case the organisers need to
T check each venue and spot which of them matches the
requirements of the event best, is best priced, and is
professionally managed. Attention is to be paid to
appearance and aesthetics, sound, smell, and cleanliness of
facilities and equipment‘s.
S
BLUE PRINT OF FUNCTIONAL AREA
O
H  The selection of venue where the event is to be held will
M also depend on the purpose, concept and theme of the
event. It is the responsibility of the event planner to ensure
T that the chosen site is suitable for the intended event and
that all relevant information and approvals are obtained for
the event
S
BLUE PRINT OF FUNCTIONAL AREA
O
H  When deciding on a suitable venue the following needs to
M be considered:
 the anticipated size of the event and expected visitors
T
 entrances and exits and car parking provisions
 indoor versus outdoor requirements related to activities
 requirements of people with special needs
 access to infrastructure - power, water, communications,
washrooms, etc
 risk management and occupational health and safety
S
Site Plan
O
H  A site plan is an overall framework indicating the ground
layout of the event.
M  Typically event site plans will indicate the site boundaries,
T street accesses, stalls locations etc.
 All key stakeholders can use the site plan as part of the
planning process, with consultation as to its final layout.
 A site plan should be easy to interpret and in case of large
event, be posted strategically around the site for use by
patrons.
 The site plan can be used by staff and volunteers in setting
up the event and is also invaluable as a reference in an
emergency situation.
S
SAMPLE SITE PLAN
O
H  When drawing the site plan it is essential to use a simple
format and include surrounding streets and landmarks.
M The site plan must be clear and show all important event
T features.
S
SAMPLE SITE PLAN
O
H  all entrances and exits
 Information centre
M
 paths used by vehicles
T
 paths for pedestrians only
 food and other stall holder locations
 stage and temporary structure locations
 seating arrangements
 shade and/or shelter
 emergency access routes
S
SAMPLE SITE PLAN
O
H  entertainment sites ie rides, jumping castle
 toilet facilities
M
 waste bins/refuse sites
T
 first aid posts
 drinking water sites
 approved liquor consumption areas
 non-alcohol (dry) areas
S
Security Check posts
O
H  Another very important consideration of special events is
crowd management. A first step in this endeavour is
M estimating the number of attendees in order to develop a
T sound monitoring and control plan. It is very important
that you understand the characteristics of the expected
audience; the need to evaluate different crowd
management controls for different types of events
S
Security Check posts
O
H  A comprehensive security plan is a must to properly
control event the protect attendees, and provide a fun and
M secure environment. A good security plan will assure the
T right number of law enforcement and security personnel.
It will address training, logistics and scheduling. Maps of
the event area and surrounding areas should be developed.
The security plan should involve everyone associated with
the event.
S
Security Check posts
O
H  The security plan should address the possible adverse
behaviours of individuals or groups. Large events should
M consider a command post that coordinates all event
T activities. This post should be open before the public
enters the event area and should operate until after the
event is completed
S
Power and lighting
O
H  It is essential that the Event Organiser reviews and make
necessary arrangements for the supply and installation of
M any electrical/power requirements for the event, such as
T the use of generators, extension cords and cables. It is
important to ensure that adequate safety guidelines are
followed so that electrical leads do not create trip hazards.
Lead joints and connections are not to be accessible to the
public or exposed to damp conditions, temporary
electrical leads must be flexible cables and double
adaptors and piggy-back plugs are not to be used.
S
Water
O
H  Water is required for multiple uses such as catering,
entertainment or cleaning purposes before, during and
M after the event. All taps located within the selected venue
T should be checked to ensure they are in good working
order prior to the event. Where any deficiencies are
identified they are to be reported to the concerned
management at the earliest possibility to enable the
problem to be repaired prior to the event.
S
Water
O
H  It is the responsibility of the Event Organiser to ensure
adequate sanitary facilities are made available for
M participants. The number of toilets to be provided will
T depend on a number of factors including:
 anticipated crowd numbers
 the gender of patrons (women require more facilities than
men)
 the duration of the event
 are the toilets accessible to people with limited mobility
and parents with small children
 to ensure toilet supplies are restocked and for safety and
cleanliness regularly
 wastewater management

S
Water
O
H  wastewater management
 availability of a plumber throughout the event for repairs
M
and blockages
T  Temporary Structures & Staging
 Tents, marquees and portable stages all qualify as
temporary structures and if being used at an event should
be marked on the Site Plan.
S
Risk Mangement
O
 Risk management is the logical and systematic process of
H eliminating or minimising the adverse impact of activities
M which may give rise to dangerous or damaging situations.
T This requires the development of a framework within
which risks can be identified, evaluated, treated and
monitored. Successful event management requires a
dedication to risk management. There are four main
categories of risk which face organisations conducting
events. Understanding the general types of risk facing an
organisation can provide a better understanding of the
actions required to minimise exposure to risk. The four
main categories of risk are:
S
Risk Mangement
O
 Physical risks involve injuries to people or the damage or
H destruction of property.
M  Financial risks affect the financial situation of an
T organisation or event and could include increased
insurance premiums, cost overruns or costs associated
with injuries.
 Moral or ethical risks involve the loss of quality of
participant experience and confidence, adverse publicity
and damage to an organisation or event's image or
reputation.
 Legal risks are losses and costs arising from legal actions
for breach of a law, standard or guideline or breaches or
statutory duty of care. For example, a kitchen facility or
food stall which doesn't comply with local government
regulations for food preparation
S
Risk Mangement
O
 These risks should be treated with suitable action plan for
H avoidance and control. An emergency should be
M designed .The aim of an Emergency Plan is to minimise
T the threat to life and damage to property. Therefore, the
risk analysis should be integrated into the event plan. .
Precautions range from first aid staff to cleared emergency
access routes, to comprehensive disaster plans, depending
on the complexity of events.
S
Risk Mangement
O
 Good atmosphere can make an event very successful in
H the same way as negative atmosphere can cause an event
M to fail. Good ambience is created through good and
T sufficient stimuli of visitors‘ senses and therefore the
physical environment of an event is important, which
together with the physiological, emotional and cognitive
reactions among the guests, become the ambience.
S
Celebrities in Events Marketing)
O
 When brands throw parties, trade show or brand launch events, one of
H the best ways to grab media attention is to have celebrities attend. To
M select celebrities the following factors should be considered:
 It is advisable to make a list of celebrities you would like to have at
T the charity event.
 Once make a list of potential celebrities to contact should be willing
to shorten the list.
 Should make a list of potential celebrities whose personal interests
and favourite causes are similar or matches the interests of events
 Need to make a plan detailing three methods of how to get into
contact with the celebrity.
 It may be a good idea to reach the celebrities publicist when doing a
charity event
S
Celebrities in Events (Marketing)
O
 Organizes bring in celebrities to events because:
H  Celebrities get media to attend and cover the event.
M  Celebrities provide photo opportunities that will later make the event
appear even more exciting – especially the sizzle reel.
T  Celebrities can impact their fan bases through social media and raise
awareness of the event.
 Celebrities are PR friendly, providing content for public relations
story development.
 Celebrities excite other event attendees, whether they are distributors,
C-level executives or the public.
S
Celebrities in Events (Marketing)
O
 When the plan is in place, and the event management team
H has agreed upon a general budget as well as type of
M celebrity to approach, it is time to create an Offer Letter
T outlining the deal points. The letter states what the talent
is required to do (social media, red carpet, meet-and-
greets, product photos, interviews, etc.) as well as what
time they are committed to arrive and stay until.
S
Promotional Tools
O
 Website – Every annual event should have a website which gives
H essential details. This is an excellent source for advertising and
M promotion.
 Newspapers – Local and regional papers will usually publish feature
T articles on events – especially if they are well written and have
photographs attached. It is important to email articles and
photographs as attachments so that they will not have to be retyped.
 Radio Stations – Many local radio stations have early morning talk
shows which welcome event celebrity as a guest. What a great way to
promote at no cost. Stations will often trade sponsorships for
advertising spots. It is important to establish a good relationship with
station officials putting vendor applications online, photographs for
media, and updates
 Television Stations – Most television stations have community
calendar spots on air and on their websites.
S
PREPARING THE EVENT OPERATIONS
O
H
As the day of the event approaches, people, equipment
M and supplies should be in order. Everybody who is part
T of the workforce needs to be appropriately briefed right
before the event so they can be efficient in their job.
The leader of the team needs to be good at
communicating and delegating as the situation can be
in a constant state of flux. The team members should
be equipped with mobile phones, so they can reach
each other at all times. A controlled system for delivery
acceptance should be established
S
Managing Chief Guest
O
 Many Chief Guest and celebrities enjoy spending time
H with their fans and have no issue with interacting with
M fans. Many celebrities will have events where they invite
T their fans to come to, to meet the fans, sign autographs for
the fans, and take pictures with the fans. Here are a few
events
 Special Events where the celebrities will stop on the red
carpet to sign autographs and take pictures with fans.
 Awards ceremonies or Awards shows is also a place
where celebrities will stop on the red carpet to interact
with their fans.
S
Managing Chief Guest
O
 Celebrities will invite fans to their book signing events
H and record release parties to meet fans in person.
M  Celebrities will even invite their favourite fans to VIP
T parties to interact with them on a certain level.
 However many celebrities are very cautious when it
comes to allowing fans to get up close and personal
because some fans become obsessed with the celebrity.
S Managing Chief Guest
O  Here is how celebrities take precautions when interacting
H with their fans:
 The celebrity will have security guards to protect them
M while out and about to deal with hostile and crazy fans.
T  The celebrity will have a publicist who is the go to person
if a fan wants to contact them personally.
 The celebrity will ensure not to put too much personal
information on their social media pages to make sure fans
do not have access to such information.
 The celebrity will have staff who will check and monitor
their social media activities to ensure there is no hacking
of their social media accounts.
S Managing Chief Guest
O  In order for an event to be memorable, it requires special
H entertainment. Usually the entertainment matches the
M theme. Festivals are known for providing continuous
entertainment, which cover the entire kaleidoscope. Event
T entertainment may include:
 Amusement Rides
 Pony Rides
 Vocalists
 Dancers
S
O  Parades
H  Crafts Fair
M  Food Fair
T  Street Dances
 Magicians Amusement Rides
 Pony Rides
 Vocalists
 Dancers
 Parades Crafts Fair
 Food Fair
 Street Dances
 Magicians
S
O CLOSE-DOWN, EVALUATION, AND LEGACY

H  A close-down of an event has both physical and

M administrative aspects. The physical close-down will
involve the taking apart and removing of the equipment,
T whereas the administrative side of the close-down will
involve filing, completion of accounts and paying bills,
and collecting feedback.
S
O CLOSE-DOWN, EVALUATION, AND LEGACY

H  The administrative side of the close-down will involve

M picking up comments and noting down verbal feedback,
but also the settling of accounts and bills, acquittal of
T contracts, along with an evaluation of how contractors
and suppliers have done their job. The outcome will
show the successfulness, in financial terms especially.
S
O Event evaluation techniques

H  Conducting surveys or providing feedback forms during

M and after the event to gauge attendee satisfaction.
Evaluating your success against the aims and objectives
T you identified at the beginning of the event planning
process. Preparing a SWOT analysis to examine the
strengths weaknesses, opportunities and threats
associated with your event
S
O Event evaluation techniques

H  SWOT Analysis: Your SWOT Analysis should be

M conducted upon receipt of completed surveys and
individual feedback from event attendees. The SWOT
T Analysis firstly examines the strengths and weaknesses
of the event, which should be determined with
consideration given to the original event aims and
objectives. Strengths of the event may include:
S
O Event evaluation techniques

H  Strong attendance numbers

M  Wide range of food and beverages available
T  Satisfaction with entertainers
 Ten new members recruited as a result of event
S
O Event evaluation techniques

H  Some examples of event weaknesses are:

M  Too few volunteers
T  Limited media coverage
 Expenditure exceeding income
S
O Event evaluation techniques

H  A SWOT Analysis also reviews opportunities and

M threats associated with the event. Opportunities are
future prospects for improvement and threats are
T potential future impediments. Opportunities for
improvement could include:
S
O Event evaluation techniques

H  Increasing attendance at future events

M  Obtaining more sponsorship assistance
T  Continuing future events into the evening to attract a
wider range of attendees
S
O Event evaluation techniques

H  Future threats might include:

M  Event disruptions due to inclement weather
T  Loss of key organising personnel, leading to a lack of
direction for future events
 Inability to cover event costs due to limited income
S
O Event evaluation techniques

H  Events are often celebrations of creativity and cultural

M uniqueness, local customs, lifestyle and talents, and can
thus have significant cultural impacts. Preservation and
T revitalisation of unique cultures and traditions can be
promoted by events. Some events leave social legacy or
intangible impacts. The image and awareness of an area
or tourist destination may be enhanced. Social
integration of an area may be improved and wellbeing,
confidence and pride of a community may be boosted.
S
O EVENT PLANNING TIMELINE

H  High-Level Planning: Six Months Ahead of Event.

M  Establish event objectives
T  Recruit event committee, solicit Trustee representative,
select event manager or chair, and establish sub-
committee chairs
 Select date
 Identify venue and negotiate details
 Develop event master plan and set theme for the event •
Get cost estimates (e.g., room rental, food & beverage,
equipment, speaker fees, travel, etc.) and create a budge
S
O EVENT PLANNING TIMELINE

H  Create communications plan (ensure staff and/or

M volunteers are identified to manage specific tasks – e.g.,
media relations, VIP coordination, printed material
T design and printing coordination, online /social media,
etc.)
 Identify and confirm speakers/presenters/entertainers
 Determine sponsorship levels/amounts
 Identify and contact potential sponsors/partners
S
O EVENT PLANNING TIMELINE

H Four Months Ahead of Event

M  Determine VIPs and create RSVP tracking document (e.g.,
spreadsheet)
T  Finalize presentation/speech topics
 Request bio information, photo
 Make travel and accommodation arrangements
 Have Legal review contracts, obtain signatures as appropriate, etc
 Venue/Logistics
S
O EVENT PLANNING TIMELINE

H  Two Months Prior to Event

M  Send reminders to contact list regarding
T registration/participation
 Presenters/Speakers: e.g.
 Confirm travel/accommodation details
 Request copy of speeches and/or presentations
 Sponsorship: Follow up to confirm sponsorships and
underwriting
S
O EVENT PLANNING TIMELINE

H  Publicity:
 Release press announcements about keynote speakers, celebrities, VIPs attending,
M honourees, etc

T
S
O EVENT PLANNING TIMELINE

H  One-Two Weeks Ahead

M  Schedule a meeting for all committee chairs to confirm
T all details against Master Plan – and ensure back-up
plans are developed for any situation (e.g., plans for bad
weather, back-up volunteers as VIP greeters, additional
volunteers for registration or set-up, etc.
S
O EVENT PLANNING TIMELINE

H  Finalize event script

M  Brief any/all hosts, greeters, volunteers about their event
T duties and timelines
 Final seating plan, VIP place cards, etc. Ensure that all
Trustees that will be in attendance are included in stage
seating or in front row reserved seating, as appropriate.
 Provide final RSVP numbers to caterer
 Make print and online copies of any speeches, videos,
presentations, etc.
S
O EVENT PLANNING TIMELINE

H  One Day Ahead

M  Confirm media attending
T  Ensure all signage is in place
 Ensure registration and media tables are prepared and
stocked with necessary items (e.g., blank name badges,
paper, pens, tape, stapler, etc.)
 Ensure all promotional items, gifts, plaques, trophies,
etc. are on-site.
S
O EVENT PLANNING TIMELINE

H  Event Day
M  Appoint someone to arrive early to attend to important
T event details
 Ensure you have copies of all instructions, directions,
phone numbers, keys, extra parking permits for VIP
guests, seating charts and guest lists with you
 Check-in with each Committee Chair to ensure their
team is on track
 Bring water for speakers • Bring an emergency kit
(Kleenex, Band-Aids, safety pins, etc.)
S
O EVENT PLANNING TIMELINE

H  POST-EVENT
M  Conduct a Post-Event Survey – to learn what people
T enjoyed about your event, and where you have room to
improve
 Conduct a post-event meeting and thorough evaluation
of objectives vs. outcomes
S
O EVENT PLANNING TIMELINE

H  POST-EVENT
M  Gather all receipts, documentation, final attendance
T data, donations, etc. and update budget

 Send thank-you letters to

S
O EVENT PLANNING TIMELINE

H  GREENING YOUR EVENT

M  All events should aim to use the minimum amount of
T energy required.
 Minimise lighting needed by making use of natural light
wherever possible.
 Water usage should be kept to a minimum.
S
O EVENT PLANNING TIMELINE

H  Tap water
M  Recycling facilities
T  Sustainability
 recycled paper
S
O EVENT PLANNING TIMELINE

H  Conclusion:
M  Event s vary widely in their type, scale and purpose;
T they range from large-scale international events such as
the Olympic Games down to small-scale, local events
such as a school exhibition day.
S DIFFERENT ASPECTS OF EVENT
O MANAGEMENT

H  Event management is the process by which events are

M defined, planned, monitored, controlled and delivered
such that the agreed benefits are realised. Events are
T unique transient endeavours undertaken to achieve a
desired outcome. Successful event management has
several significant characteristics.
S DIFFERENT ASPECTS OF EVENT
O MANAGEMENT

H  Events bring about change, innovation, creativity and

M event management is recognised as the most efficient
way of managing such change. To ensure a successful
T event planning it is important to understand and
appreciate the role of stage manager, importance of
branding, various attributes of leadership, and
significance of budgeting and importance of feedback.
S
O STAGE MANAGEMENT

H  The stage manager plays a major role in the production

M and performance process of any event company. In large
theatres and venues they could also be in an executive
T position making decisions on staging logistics and
overseeing the technical procedures for resident and
visiting companies in a wide range of art forms. At the
other end of the scale they could be attached to a small
touring company doing all the technical jobs as well as
being company manager.
S
O STAGE MANAGEMENT

H  The role will vary depending on the size and type of the
M organisation and on the scale of the event being hosted. In
all cases the Stage Manager will have a supervisory
T position, leading the team of production operatives and
technicians. This may include the deputy stage manager
(DSM), assistant stage manager (ASM), stage crew and
lighting and sound technicians. The stage manager also
ensures clear communication between all the teams working
on the show. We shall discuss the skills and techniques
needed for pre-rehearsal planning, the rehearsal and fit-up
processes and post-production for a stage manager
S
O Responsibilities of Stage Manager

H  The Stage Manager is a key position in any successful

M event. The position has a unique function because it serves
the dual function of assistant to the director and production
T staff during the rehearsal period and then becomes the
person in charge of the event during the actual
performance. Each event will make different and unique
demands of the Stage Manager. The duties and
responsibilities listed here may serve as a guide to help
create a successful experience
S
O Responsibilities of Stage Manager

H  General: To meet live event requirements, the stage

M manager distributes stage plans to stage crew and venue
management. He coordinates stage crew activities and
T assists with or supervises stage preparation including
unloading, setup and positioning of concert stage
elements, such as instruments, equipment or background
sets. If he sees a health, safety or logistics issue, he
works with the act and venue management to modify the
plans. He also makes certain that an act receives
everything requested for backstage facilities, such as
specific beverages or food.
S
O Responsibilities of Stage Manager

H  Technical: A stage manager also supervises technical

M matters. He reviews concert technical requirements with
various people involved in planning the performance, such
T as the act, the act‘s manager and technicians. He monitors
lighting, speakers, microphones and other equipment
during rehearsals or recordings. Before a concert, he
supervises lamp, sound, rigging and other stage equipment
tests. He also supervises specialized concert element
testing, such as pyrotechnics tests, if applicable. During a
performance, he makes technical adjustments or call cues
to a technical crew handling the equipment
S
O Responsibilities of Stage Manager

H  Performance: The stage manager clears the stage prior to the

M performance and advises the act when it‘s time to go
onstage. Besides equipment technical cues, a stage manager
T also cues other stage actions, such as opening and closing
stage curtains, if applicable, at the start, intermission and end
of the concert. Afterward, he supervises stage cleanup and
removal, loading and shipment of stage elements provided
by the act. If an act stores stage elements at the venue, he
supervises on-site transport and storage.
S
O Responsibilities of Stage Manager

H  Other: Stage managers also review emergency procedures

M and enforce rules and regulations designed to prevent
security problems or safety hazards. For example, a stage
T manager often checks backstage passes to stop unauthorized
persons from accessing the stage or act. They also prevent
crowds from forming that might disrupt the concert or
create a hazard. Additionally, if a stage manager needs a
temporary stage crew to assist, he usually creates the
necessary budget, hires the crew, supervises their work and
maintains payroll
S
O Stage Manager Duties: Live Events

H  While stage management duties vary by both the

M institution and the production, below is a list of common
stage management duties. This is applicable in case of
T live events such as film shows, special telecasts, live
activities etc.
S
O Stage Manager Duties: Live Events

H  Pre-Production
M  Review Institutional and Rules Regarding Production
T  Create a Contact Sheet
 Create a Rehearsal Schedule w/ the Director
 Get the Ground Plan and Dimensions of the
Performance Space
 Distribute Rehearsal Schedule
 Figure out Specific Needs of Production
 Assist Production Manager in Planning First Production
Meeting
S
O Stage Manager Duties: Live Events

H  Rehearsal Process
M  Distribute Daily Rehearsal Calls
T  Collect Emergency Contact Forms
 Call Breaks
 Call Meal Breaks, If Rehearsal is Longer Than 5 Hours
 Protect the Safety of the Cast
 Distribute Script
 Create Costume List
 Coordinate and Facilitate Communication within the
Design Team
S
O
H  Send Rehearsal Reports:
M  Illnesses/Injuries
T  Notes for EACH Technical Department (including
additions and alterations)
 Scenic
 Props
 Lighting
 Sound
 Costumes
 Projection
 Hair/Makeup
S
O
H  Hair/Makeup
M  Upcoming Events
T  Run-Throughs
 Visiting Guests
 Publicity
S
O
H  Technical Process
M  Lead Rehearsals of the Show
T  Light Cues
 Sound Cues
 Music
 Costumes
 Quick Changes,
 Create and Maintain the Calling Script
S
O
H  Begin Calling Cues
M  Create and Distribute Preset Lists for Backstage Crew
T  Create and Distribute Run Sheets for Backstage Crew
 Manage Backstage Crew
 Organize Backstage Traffic
 Find Solutions to Potential Safety Problems
 Continue Sending Rehearsal Reports
S
O
H  Performances
M  Coordinate with Front of House to Open the House and
T Begin the Performance
 Call the Show's Cues, Including:
 Automated Scenery
 Lights
 Sounds
 Projection
 Orchestra
 Actors
 Maintain the artistic integrity (the director's vision) of the
show Run rehearsals to assist show maintenance
S
O
H  Runs rehearsal for all understudies/replacements
M  Update the Calling Script and
T  Update Preset Lists and Run Sheets
S
O
H  Send Performance Reports regarding with information
M including:
 Late Arrivals/Absences
T
 Illnesses/Injuries
 Run Length
 Audience Reaction
 Issues with Scenery or Props
S
O
H  Issues with Costumes
M  Issues with Light Instruments or Board
T  Issues with Sound Equipment
 Dropped Lines / Missed Cues / Show Error
 Any Other Unusual Occurrences
S
O
H  The position of Stage Manager is a complex and time-
M consuming one that demands efficiency, organization,
calm and tact. The Stage Manager acts as the main
T liaison among the director, technical staff and cast,
organizes and runs rehearsals, and coordinates all
elements of the production during technical rehearsals
and performances. The Stage Manager communicates
with every department of production but works
particularly closely with the director, the designers, and
the backstage crew
S
O
H  Stage Manager are responsible for ensuring productions
M are completed according to directors‘ wishes, in time for
the first performance and maintained throughout the run
T in accordance with industry best practices. They are also
the principal organizer and communicator between
artistic staff, production teams, front of house staff, and
administrative staff for their assigned production
S
O
H  Event Management involves studying the intricacies of
M the brand, identifying the target audience, devising the
event concept, planning the logistics and coordinating
T the technical aspects before actually executing the
modalities of the proposed event.
S
O Nature of Event Marketing

H  The three E's of event marketing are Engagement,

M Experiment, and Entertainment. Event marketing should
engage participants. Event marketing should keep
T learning for experiments. Untimely, event marketing
should be entertaining for audiences.
S
O
H  The marketing process is a five-step process marketers
M use to create customer value and build long-lasting
customer relationships. The steps involve identifying the
T target audience, creating a marketing strategy,
implementing the plan, and measuring its effectiveness.
S Event Marketing Is An Essential Part of Event
O Planning

H  Events can drive organizational success. Whether in-

M person, virtual, or hybrid, they empower connections
and educate attendees. Event marketing is essential to
T persuade attendees and increase registrations, and it's
made easier with event management software
S
O
H  Event management is the process of creating and
M maintaining an event. This process spans from the very
beginning of planning all the way to post-event
T strategizing. At the start, an event manager makes
planning decisions, such as the time, location, and theme
of their event
S
O nature and process of the event marketing

H  Event marketing is a promotional strategy that involves

M creating and executing events to promote a product,
service, brand, or cause. These events can take various
T forms, including trade shows, conferences, product
launches, charity fundraisers, promotional parties, and
more. The nature and process of event marketing
involve several key elements:
S
O nature and process of the event marketing

H  Objective Setting: The first step in event marketing is

M to define clear objectives. What do you want to achieve
with the event? Common goals include increasing brand
T awareness, generating leads, launching a new product,
building customer loyalty, or raising funds for a cause.
S
O nature and process of the event marketing

H  Target Audience: Identifying and understanding your target

M audience is crucial. Your event should cater to the preferences
and interests of your intended attendees. This helps in tailoring
T the event to their needs and expectations.
 Event Planning: This involves the logistics of the event, such
as selecting a date and venue, budgeting, securing permits, and
creating a detailed event plan. It's essential to plan every
aspect meticulously to ensure a seamless execution.

 Promotion and Marketing: Promoting the event is key to its

success. Use various marketing channels like social media,
email marketing, traditional advertising, and influencer
partnerships to create buzz and attract attendees. Leveraging
your existing customer base and networks is also valuable.
S
O nature and process of the event marketing

H 1. Content and Experience: Create engaging and memorable

M content and experiences for attendees. This can include
keynote speakers, workshops, entertainment, product
T demonstrations, and interactive activities that align with
your event's goals and resonate with your audience.
2. Registration and Ticketing: If applicable, set up a
registration and ticketing system. This helps manage
attendee numbers, gather important attendee data, and
control access to the event.
3. Execution: On the day(s) of the event, ensure everything
runs smoothly according to the plan. This involves
coordinating staff, managing vendors, and overseeing all
event activities.
S
O nature and process of the event marketing

H 1. Engagement and Interaction: Encourage attendee

M engagement and interaction throughout the event. Use
social media, event apps, and on-site activities to foster
T connections among attendees and with your brand.
2. Data Collection and Feedback: Collect data during the
event, such as attendee demographics and feedback.
This information can be valuable for future marketing
efforts and event improvements.
S
O nature and process of the event marketing

H 1. Follow-up and Post-Event Marketing: After the event,

M continue engaging with attendees through follow-up
emails, surveys, and social media. Share event
T highlights, photos, and videos to keep the momentum
going and to gather additional feedback.
2. Measurement and Evaluation: Assess the success of
the event by comparing the results to your initial
objectives. Key performance indicators (KPIs) may
include attendance numbers, lead generation, sales
conversion rates, media coverage, and attendee
satisfaction.
S
O nature and process of the event marketing

H 1. ROI Analysis: Calculate the return on investment (ROI)

M to determine if the event achieved its intended
outcomes. This involves comparing the costs incurred
T with the benefits gained, such as increased revenue or
brand exposure.
2. Post-Event Analysis: Conduct a comprehensive post-
event analysis to identify what worked well and what
could be improved for future events. Use this
information to refine your event marketing strategy.
S
O nature and process of the event marketing

H  Event marketing is a dynamic and multifaceted process

M that requires careful planning, creativity, and continuous
improvement. When executed effectively, it can help
T businesses and organizations achieve their marketing
and promotional objectives while creating meaningful
connections with their target audience.
S
O
H  Sponsorship is a valuable component of the marketing
M mix for an event. The marketing mix, often referred to
as the "4Ps," consists of Product, Price, Place, and
T Promotion. When it comes to event marketing and
sponsorship, these elements play a significant role:
S
O
H 1. Product (or Event):
M 1. Define the event itself as the product you are
T marketing. This includes the type of event, its
objectives, content, and overall experience you aim to
provide to attendees.
2. Price (or Investment):
1. Determine the cost associated with hosting the event
and identify the financial requirements for its success.
Sponsorship can offset these costs.
3. Place (or Venue):
1. Select an appropriate venue for the event, considering
factors like accessibility, capacity, and alignment with
the event's theme or purpose.
S
O
H ⚫ Promotion:
M • Promotion is where sponsorship comes into play
T most prominently:
• Sponsorship Identification: Clearly identify and
promote event sponsors. This includes displaying
their logos on marketing materials, signage, and
during the event.
• Sponsorship Activation: Encourage sponsors to
actively engage with attendees. They can set up
booths, conduct presentations, or host interactive
activities that align with their brand and the event's
objectives.
S
O
H • Co-marketing: Collaborate with sponsors on
M promotional efforts. They can help extend the event's
reach by promoting it to their own audiences.
T
• Social Media: Leverage social media to showcase
sponsors, share their messages, and create buzz around
their involvement.
S
O
H ⚫ Incorporating sponsorship effectively into the marketing
M mix involves several key considerations:
T 1. Alignment: Ensure that sponsors align with the event's
objectives, values, and target audience. The more
closely aligned they are, the more impactful the
partnership will be.
S
O
H 1. Customization: Tailor sponsorship packages to the
M needs and goals of individual sponsors. Some sponsors
may be interested in brand exposure, while others may
T want to collect leads or engage in direct sales.
2. Mutual Benefit: Clearly communicate the benefits
sponsors will receive in return for their investment. This
might include brand exposure, access to a specific
demographic, data collection opportunities, or exclusive
networking.
S
O nature and process of the event marketing

H 1. Contracts and Agreements: Formalize the sponsorship

M agreements with contracts that outline all the terms and
conditions, including deliverables, financial
T arrangements, and timelines.
2. Measurement and Reporting: Establish metrics and
key performance indicators (KPIs) to measure the
success of sponsorships. This could include tracking
website traffic, social media engagement, leads
generated, or sales attributed to sponsors.
S
O
H 1. Gratitude and Recognition: After the event, show
M appreciation to sponsors. Provide reports on the impact
of their sponsorship and share event highlights, photos,
T and testimonials.
2. Long-term Relationships: Consider building long-term
relationships with sponsors. A positive experience at one
event may lead to ongoing partnerships for future
events.
S
O
H  Sponsorship can be a win-win scenario where the event
M receives financial support, and sponsors gain exposure,
access to potential customers, and a platform to promote
T their products or services. It's essential to manage these
relationships strategically to maximize the benefits for
both parties and enhance the overall success of the
event.
S
O
H  Advertising, publicity, and public relations are distinct
M but interconnected aspects of marketing and
communication that organizations use to promote their
T products, services, or brand. Here's an overview of each:
S
O
H ⚫ Advertising:
M • Nature: Advertising involves paid communication
T through various media channels to reach a target
audience. This can include print, television, radio,
digital platforms (e.g., online ads and social media),
billboards, and more.
• Control: Organizations have full control over the
content, placement, and timing of advertising. They
design and deliver specific messages to their chosen
audience.
S
O
H • Purpose: Advertising aims to promote products,
M services, or brands directly and persuade potential
customers to take a specific action, such as making a
T purchase or visiting a website.
• Cost: Advertising typically requires a budget, and costs
can vary widely depending on the chosen media,
audience size, and duration.
S
O
H ⚫ Publicity:
M • Nature: Publicity is earned media coverage that results
T from the organization's actions or events. It is not paid
for and is typically generated by news outlets, social
media, or word of mouth.
• Control: Organizations have limited control over the
content and tone of publicity. It is often based on how
journalists or the public perceive and report on an event,
product, or issue.
• Purpose: Publicity is used to raise awareness, create
buzz, and generate interest in a company, product, or
event. Positive publicity can enhance an organization's
reputation.
S
O
H  Cost: While organizations do not directly pay for
M publicity, they may invest in public relations efforts to
increase the likelihood of positive coverage.
T
⚫ Public Relations (PR):
• Nature: Public relations is a strategic communication
practice that involves managing and maintaining
relationships between an organization and its various
stakeholders, including customers, employees, investors,
and the public.
• Control: PR professionals work to influence public
opinion and perception through a range of activities,
including media relations, crisis communication,
community engagement, and employee
communications.
S
O
H • Purpose: PR aims to build and maintain a positive
M image and reputation for the organization. It involves
proactive efforts to establish trust, credibility, and
T goodwill.
• Cost: Organizations typically allocate budgets for PR
activities, which may include hiring PR agencies or in-
house PR professionals.
S
O
H ⚫ While advertising is a more direct and controlled form
M of communication, publicity and PR focus on building
and managing an organization's reputation over the long
T term. These practices often overlap, as PR efforts can
result in positive publicity, and advertising campaigns
may be designed to reinforce a company's PR
messaging.
⚫ Ultimately, a well-rounded marketing and
communication strategy may include a mix of
advertising, publicity, and public relations to effectively
reach and engage with target audiences, build brand
awareness, and manage public perception.
S
O
H  Public relations (PR) is a strategic communication
M practice that focuses on building and maintaining
favorable relationships between an organization and its
T various stakeholders, including customers, employees,
investors, the media, government agencies, and the
public at large. PR aims to manage and influence public
perception and understanding of the organization, its
products, services, and activities. Here are key aspects
and functions of public relations:
S
O
H 1. Image and Reputation Management:
M 1. PR professionals work to shape and enhance the
T organization's image and reputation. They aim to
establish trust, credibility, and goodwill in the eyes of
the public and key stakeholders.
2. Media Relations:
1. Building positive relationships with the media is a
crucial aspect of PR. PR specialists pitch story ideas,
coordinate interviews, and provide journalists with
information to secure media coverage. They also
manage responses to media inquiries and assist in
crisis communication.
S
O
H 1. Crisis Communication:
M 1. PR plays a vital role in managing and mitigating
T crises. When an organization faces a crisis or negative
publicity, PR professionals develop strategies to
address the situation, minimize damage, and protect
the organization's reputation.
2. Community and Stakeholder Engagement:
1. Engaging with the community and stakeholders is
essential for maintaining positive relationships. PR
practitioners often organize community events,
sponsorships, and engagement programs to foster
goodwill and support.
S
O
H 1. Employee Communications:
M 1. Effective internal communication is critical to keep
T employees informed, motivated, and engaged. PR
professionals help create and deliver internal
messages, manage employee newsletters, and
facilitate two-way communication.
2. Corporate Social Responsibility (CSR):
1. PR efforts often include promoting an organization's
CSR initiatives. Demonstrating a commitment to
social and environmental responsibility can enhance a
company's image and appeal to socially conscious
consumers.
S
O
H 1. Public Affairs:
M 1. PR specialists may engage in public affairs activities
T to influence government policies, regulations, and
public opinion. This is especially relevant for
industries with regulatory challenges.
2. Event Planning:
1. PR professionals often plan and execute events such
as product launches, press conferences, trade shows,
and community outreach programs to garner attention
and positive coverage.
S
O
H 1. Social Media and Online Reputation
M Management:
T 1. In the digital age, PR includes managing an
organization's online presence and reputation. PR
teams monitor social media, respond to online
reviews, and engage with online communities to
shape perception.
2. Measurement and Evaluation:
1. PR efforts are measured and evaluated using various
metrics, including media mentions, sentiment
analysis, website traffic, and social media
engagement. The goal is to assess the impact of PR
activities and adjust strategies accordingly.
S
O
H  Successful PR involves a deep understanding of an
M organization's goals, values, and target audience. It
requires effective storytelling, communication skills,
T crisis management abilities, and a proactive approach to
building and maintaining positive relationships. PR is an
integral part of a comprehensive marketing and
communication strategy that helps organizations thrive
in the public eye.