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Events Planning and Management - Coggle Diagram

- - - - Serve to promote and celebrate a culture
        
        Art Festivals
        
        Performances from various ethnic groups
        
        Intermational Music and Jazz Festivals
    - - Aim to accomplish specific organisational goals and needs
        
        Dinner & Dannce
        
        Company Anniversary Celebrations
        
        Product launches
        
        Shareholders' meetings
        
        Corporate retreats
    - - Usually organised to celebrate or commemorate a life-cycle occasion
        
        Birthday parties
        
        Weddings
        
        Anniversaries
        
        Graduation ceremonies
    - - Held with the intention to bond people within a community
        
        Line dancing
        
        Community runs and walks
        
        Fun fairs and bazaars
    - - Usually aim to raise or enhance awareness for a particular cause and to raise funds in support of that cause
        
        Charity dinners and runs
    - - Involves the display and use of skills and physical prowess associated with a type of sports, and typically aim to develop a person holistically through such activity
        
        Olympic Games
        
        World Cup Football
    - - Organised to achieve a range of professinoal and business objectives
        
        Trade exhibitions and trade fairs
        
        Consumer fairs
        
        IT show
        
        Incentive Travel groups
        
        Conventions
        
        Rotary Intentional Convention
        
        World Bank Conference and Meetings
    - - Serve the intents of government such as:
        
        Enhancing social cohesion among residents
        
        Promoting diplomatic relations
        
        Choosing a person / group of persons for political office
        
        President Open Houses
        
        Elections
  - - - Typical Stakeholders:
        
        Event owner
        
        Establish goals and objectives of event as they own the rights to the event
        
        Government
        
        Approval of licences / permits; provide funding, etc.
        
        Event management company
        
        Plan and organise events for event owner / clients
        
        Sponsors
        
        Support event through providing funds and / or products and services
        
        Spectators
        
        Audience / Attendee
        
        Participants
        
        E.g., Athletics / Performers
        
        Venues
        
        Provide space / location to hold events
        
        Industry Associates
        
        Represent the interests of the industry
        
        Hotels
        
        Provide accommodation
        
        Media
        
        Create / enhance awaeness of event
        
        Suppliers
        
        Provide relevant products and/or services
        
        Caterers
        
        Supply food and drinks
        
        Stand contractors
        
        Build up exhibition booths, stages, etc.
        
        Audio-visual suppliers
        
        Supply projectors, speakers, lighting services
      - Stakeholders make up eco-system of the events industry. Decisions made by key stakeholders (e.g., event owner / government) shape the design of events
        
        E.g., Grand Prix - Many stakeholders involved
        
        Government support through funding
        
        Hotels provide accommodation to overseas visitors
        
        Airlines provide air transport services
        
        Event specialists to set up race area
        
        Sponsors through cash/in-kind sponsorships
        
        Stakeholders are not necessary for private events
  - - - Consider these elements to guide event planning
        
        WHY
        
        Purpose and objective of organising the event?
        
        WHAT
        
        Concept and theme?
        
        Dress code?
        
        Programme?
        
        WHERE
        
        Types of venues? Indoor / outdoor? Multiple or single venue?
        
        WHEN
        
        Details such as date, time, year, duration, etc.
        
        WHO
        
        Who are the stakeholders?
        
        E.g., Audience, participants and/or spectators?
        
        Who are the members in the organising committee?
        
        Which suppliers / contractors to work with?
        
        HOW
        
        How to reach venue?
        
        How to procure logistics?
        
        How to layout venues?
        
        HOW MUCH
        
        Budget for event and funded by whom?
        
        How much are the event ticket / registration fees?
    - - Refers to implement / execute the event, whatever was planned earlier will be executed.
        
        A good event manage must be able to deal with all types of situations on the event day as some issues may crop up in the process of planning or may surface unpredictably
        
        Need to be able to delegate and empower staff to make decisions > strategic guidance must be provided so staff on the ground will be committed to run the show
        
        Experience counts, simulations and dry-runs may also be useful to provide opportunities to tease out such issues and prevent them from happening at the actual event or future events
        
        BE PREPARED to react to anything unpredictable
    - - Means to ensure the event runs successfully from start to finish (Starts from the planning step)
        
        Micro to macro details need to be managed (e.g., what food to cater, which hotels to book to details like deciding on a multi-million dollar event budget)
        
        Some may be sequential but many are concurrent > need to be able to multitask, be flexible and effectively delegate work
        
        Need to work in a team
        
        one Consideration when managing events is how the organising committee chairperson manages the committee
        
        Committee comprises competent and decisive sub-committee chairpersons to share responsibility of managing event with organising committee's chairperson.
        
        Timeline and budget need to be well managed to ensure event can be delivered as scheduled
        
        Experience and skills of event manager is crucial in how the event is managed because there is a lot of grey areas and events are fluid
        
        Event is not over even when it has ended
        
        Tearing down of props and equipment, winding down
        
        Post-event evaluation meeting (Post-mortem)
        
        Learning points and success factors to be shared
        
        Ensures event improves at the following staging and new members of the next committee will benefit from feedback
  - - - Create vibrancy in country / community and boost the economy through tourism spending and job creation
        
        Growth of event continues overtime
        
        Key factor for growth of events is Potential to commercialise events
        
        facilitated by event's broadcast value, entertainment value and revenue potential
        
        International world-class events like Olympics and Wold Cup Football have huge commercial appeal
        
        Interesting and exciting enough for buyers of sports television programmes to acquire the broadcasting rights to the programme to tune millions of dollars
        
        Event then packaged and advertising space sold to advertisers
        
        Entertainment value of an event contributes significantly to its commercial appeal
        
        Artistes, songs and dance moves and showmanship make Korean concerts an exciting and commercialised product
        
        Entertainment value high = event has good revenue potential as fans would pay to watch the event = sponsors might be attracted to fund the event so they can benefit from partnership = reinforcing commercial appeal and sustainability
        
        Events with potential to be commercialised also share common characteristics such as choice of venue, potential reach to global audiences and marketing activities
- - - - Many factors considered when developing the concept
        
        Most important:
        Purpose which is strongly linked to the theme and venue
        
        Others include:
        
        Target audience
        
        Financial management
        
        Skills of the event team
    - - Purpose refers to WHY the event is held. Key element that drives the planning and development of the concept
        
        Example:
        Event: Anti-scam carnival
        Purpose: Safeguard seniors from scams
        Objectives: Broadly speaking, to enhance knowledge of seniors on current scam tactics and modus operandi; eqio[ them with know-how/skills to identify scams and adopt appropriate anti-scam strategies
      - Clear objectives set to ensure that the purpose of the event is met
        
        Setting objectives, SMART can be used as a guide. SMART objectives are also a basis used to evaluate the outcome of the event
        
        Specific
        
        Measurable
        
        Achievable
        
        Realistic
        
        Timely
    - - Refers to the meaning behind for an event to occur
        
        Overarching idea behind the event and sets the tone for the design of the event
        
        Right theme convey event's objectives, attracts attendees and build event's brand.
        
        Needs to be consistent for guests/attendees to identify with the event
        
        To determine appropriate theme for the event, event manager should consider key variables such as:
        
        Purpose of event
        
        Target Audience
        
        Venue
        
        Budget
        
        Examples of themes:
        
        Food
        
        Sports
        
        Music
        
        History and culture
        
        Needs to align with the event and be applied to all items produced for the event (e.g., tickets, food & beverage, decor, entertainment, marketing materials and merchandise)
    - - Refers to WHERE the event is held
        
        Event manager can consider standard event venues with ready amenities for the event's purpose or unique venues that raises appeal of the event but lack the ready amenities
        
        Example:
        Wedding in ballroom (standard venue) vs farm (unique/unusual venue)
        
        Farm requires more logistics such as temporary stage, audio & visual, seating, etc. > with more resources, more difficult to justify higher cost of event even though venue might be perfect for the theme
        
        Other considerations to consider whether the venue suit the event's purpose
        
        Ambience
        
        Capacity
        
        Convenience
        
        Accessibility
        
        Safety
        
        Ideal venue meets the needs of BOTH clients and audience at a cost thaat is acceptable by the party paying
  - - - Main audience is generally participants and attendees
        
        For sporting events, participants are the athletes and attendees are spectators and supporters
        
        For Youth Olympic Games, participants are the youths of the world. But for spectators and supporters, target audience could be anyone - young children to senior citizens
        
        For MICE events (e.g., exhibition), participants are exhibitors and attendees are trade visitors who likely be people from industry / profession with a view to business dealings and networking
      - Important consideration choosing the right target audience is the critical mass so as to sustain the event
        
        Having critical mass measn there would be more participants and/or attendees who would have just attend the event but also contribute to the revenue streams of the event.
        
        Having huge participant and attendee base means event has the ability to reach out to and interest more people
        
        E.g., Formula One is one of the highest TV ratings for a sports event and spectatorship in other cities suggest that enough spectators would attend it if it was in Singapore > true enough F1 tickets are always sold out
        Target audience is the world. Attracts audiences from worldwide to the host country. > Resources will be required to promote the event in different countries vs local events that mainly attract domestic crowd, critical mass not as high and few resources required to promote the event.
        
        Recurring events such as F1 and Olympics will attract repeated participants and attendees
        
        Attendees likely to be fans / followers who travel the world to watch the event and support them > less effort to reach out to this group of attendees
        
        New attendees who may attend event for the first time since it is already being organised in their home country > may convert to fans / followers in the future > enhance critical mass for the event
        
        Smaller scale events which could barely sustain after a first staging > such events were not pitched to the right audience and /or lack critical mass to support the event
  - - - Organisational chart is crucial in planning after all task have been identified and grouped logistically > staffing requirements for an event become much clearer and can be represented on an organisational chart
        
        Depending on scale of event, some examples of each committee:
        
        Chairperson / Deputy Chairperson
        
        Lead the organising committee and decide on and make final decisions pertaining to event
        
        deputy can be second in command
        
        Secretartiat
        
        ensure meetings are scheduled and key people are invited to attend meetings
        
        Provide notes of meetings
        
        Admin / Finance
        
        Undertake all administrative matters for the event
        
        HR recruitment
        
        Volunteer recruitment and management
        
        Finance person parked under this sub-com
        
        Treasurer of the event and keeps tight rein on event's bottom line
        
        Marketing & Sales
        
        Responsible for all marketing and promotional activities aimed to create awareness of event, generate interest in and secure sales / sign-ups for the event
        
        Logistics
        
        Responsible for all logistic matters which include setting up and tearing down of event, sourcing for materials and equipment
        
        Programme
        
        Ensure programme organised are suitable for the event and that programmes are well coordinated
        
        Safety
        
        Oversee overall safety of the event, conduct risk assessment and management
        
        Food & Beverage
        
        In charge of all meal requirements for the event
        
        Source for caterers
        
        Decide on menu
        
        Ensure sufficient food for all staff / volunteers / participants
        
        Others
        
        Other sub-committee depending on needs of different events
        
        Each committee must be clear of roles, get the work done and support main organising committee chairperson to deliver successful event
  - - - Webinars
        
        Purpose of a virtual event is similar to physical event. Only that virutal event, attendees do not get the experience the venue, networking or food & beverage > Main draw is the content
        
        Key challenge is the need to keep remote audiences / attendees engaged > Good content is essential to engage audiences
      - Virtual conferences
      - Virtual exhibitions
      - Virtual recruitment fairs
    - - Combines best of both physical and virtual events
        
        Physical event offers a better platform to build connections and relationships
        
        Hybrid event can be done with virutal component done before and/or after the live event, OR organised as an event with both live and virtual attendees concurrently
        *Concurrently is more challenging as events manager needs to facilitate participation between live attendees and virtual audiences > Not ideal to stream content from physical event to virtual attendees > should have some interaction between live attendees and virtual attendees to engage both parties (E.g., discussion session that pairs live and virutal attendees)
        
        Whereas virtual event offer enhanced reach
  - - - Commercialised events would take at least 1 year to plan and private events shorter time
        
        IDEA of event > Planning and organising process decides the concept > Assembling organising committee > Conducting basic research into feasibility > Deciding date and time > Proposing venues > working out a marketing programme > Sourcing for contractors and suppliers > etc etec
        
        Purpose and objectives:
        
        Why organise the event?
        
        Ideas and proposals
        
        Criteria to determine relevance of ideas and proposals
        
        Situation analysis:
        
        Research on business's capabilities, customers, competition, the greater business enviornment
        
        Plan event:
        
        Marketing: Promotional activities, marketing schedule, sponsorship plan
        
        Operations: Logistics, Equipment, volunteers and staffing, health, safety and security, contingencies
        
        Financials: Budget, costing/revenue, investment, cash flow
        
        Implement event:
        
        Staging
        
        Managing on ground
        
        Shut down and evaluation:
        
        Tear down
        
        Feedback
        
        Handover
        
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      - Timeline or Gantt Chart is useful to help event manager keep track of progress
        *Gantt Chart include what have to be done by certain time to achieve key milestones, areas of responsibilities by sub-comittees
  - - - Revenue
        
        Contains listing of all revenue streams, main sources of revenue are monies from registration fees / ticket sales, sponsorship and donations
        
        May have other sources of income depending on event. Example:
        
        Exhibitions, organisers earn from rental of booth spaces
        
        International events such as Olympics, income from licensing fees, merchandise sales
      - Expenditure
        
        Contains listing of all expenses to be spent on purchasing of products and services necessary to organise and implemetn the event (E.g., Payment for venue rental, equipment, recruitment expenses, marketing, furniture rental, stage set up, etc.)
  - - - Examples of KPI
        
        Number of attendees / guests
        
        Number of participants / delegates
        
        Event ticket sales
        
        Media and broadcast value
        
        Number of sponsors and dollar value of sponsorship
        
        Satisfaction level of key stakeholders
        
        Brand awareness and value
      - KPIs vary with event regardless of genre of event or purposes
        
        KPI helps the event manager stay focused
- - - - Human resources
        
        Manpower involved in planning and staging the event
        
        Refer to the events managers / organisers, committee members, service providers, and volunteers
        
        Human resource management differs from permanenet staff or on a project basis depending on the needs of the event
        
        Non-permanenet staff include:
        
        Professinals hired to provide consultancy in organising the event
        
        Service providers
        
        Gig workers who provide services such as photography, entertainment
        
        Volunteers
        
        Volunteers include 2 key groups:
        
        Technical volunteers
        
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        General volunteers
        
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      - Physical resources
        
        Comprise of sites / facilities and equipment needed to stage the event
        
        Depending on event, certain equipment, props and facilities would be necessary to support staging of events
        
        Onsite face-to-face events, usual equipment includes:
        
        Audio-visual equipment (E.g., microphones)
        
        Communication devices (e.g., walkie-talkies)
        
        Safety equipment (E.g., barricades)
        
        Specific items vary with events. E.g., football match will require goal posts and soccer balls VS meeting require projector, whiteboard and flip chart
        
        Equipment that supports streaming of events necessaary for hybrid or virtual events includes:
        
        Webcam / camera
        
        Microphone
        
        Props refer to objects used to acentuate staging of a performance or live stream > Event specific
        
        Facilities / sites required include:
        
        Indoor stadiums
        
        Concert halls
        
        Meeting spaces
        
        Breakout rooms
        
        Outdoor tracks
        
        Etc.
        
        Traditional face-to-face event > attendees will need to congregate at the particular event
        
        Hybrid and virtual event > Depends on their event concept
        (E.g., Singapore national day parade 2020, used multiple sites and facilities with a decentralised concep)
        
        Virtual events such as company's staff rally conducted online might not require additional sites / facilities
    - - Anticipate resources required to host and stage event to ensure good experience for guests / attendees. Bigger scale event likely to require more resources
        
        Key indicators of scale of events and impact on resource requirements:
        
        Popularity of event
        
        Event's popularity depends on its offerings (E.g., well-known events like Olympics and World Cup, athletes, participants and teams are the main draw. concerts, artistes / performers are the main draw)
        
        Popular events = bigger scale due to commercial value or offerings
        
        More attendees / expectators expected
        
        More resources required to stage the event
        
        Nature / type of events
        
        Multi-sports event (e.g. Olympics / Triathlons) require a lot of resources from human to physical resources
        
        Human resources necessary to attend to participants and spectators (E.g., provide water, road marshals)
        
        Physical resources required includes multiple concurrent venues such as swimming pools, stadiums, roads, etc.
        
        Open-terrain events require more manpower compared to indoor events
        
        Trade events require multiple venues such as exhibtion hall, concention centre, break-out rooms, etc., reosurces are more managable and relatively lesser as events are in controlled indoor environment
        
        Duration of event
        
        Key reflection of event's scale
        
        Private events
        
        irthday party will take a couple hours
        
        wedding take one or 2 days to stage
        
        Major events like musicals, concerts, sports championships, take one week to stage > impact on resource requirements and deployment will be significant
        
        Profile of guests / attendees
        
        This suggests how big and important the event is
        
        Example, politicians grace certain events > some significance attached to the event
        
        Popular or well-regarded event may attract companies to host their clients and guests at such events
        
        Events might sell to companies for corporate boxes (E.g., F1) > companies usually pay a lot more for corporate boxes > expecatation of service higher
        
        Guest of Honour (GOH)
        
        Signals event profile and magnitude of event
        
        Event with Prime Minister as GOH considered significant event as his/her presence will boost event profile, not to mention high-profile guests are more likely to attend only exclusive-level events > human resource requirement might be higher due to security and crowd-control
        
        Event budget
        
        Dictates how much organisers can do for an event
        
        Skeletal budget ensure the necessities are provided for
        
        Bigger event budget allow organisers access to more and better resources for the event
    - - Main characteristic of events as a form of project suggests the complexity of acquiring and managing resources for evennts , as a form of project, events are work/activities that are to be completed within a certain timeframe and budget
        
        Types and amount of resources required vary with types and scale of events
        
        Experience of the event manager and detailed planning are necessary to ensure resources are appropriate, adequate, acquired in a timely manner and within project budget
      - Resources are required only for a short time > sometimes the resources may not be available when required or may not even exist within the environment > event managers should be resourceful and be able to plan for alternatives
      - event managers consider event risks posed by human and physical resources
        
        Human resources
        
        Consultants, service providers / gig workers and volunteers are not permanent staff of the events company > commitment and loyalty might pose an event risk
        
        consultants, service providers / gig workers could could be reined in to some extent as they are paid for their services but volunteers join events for a variety of reasons and motivations need to be given due consideration to ensure they perform to expectations
        
        Worse of 2 evils due to unpredictable nature of humans
        
        Physical resources
        
        Depending on types of physical resources, possible event risks might include technical and technology issues > equipment malfunction or sites / facilities pose health and safety issues
      - Prevention is the best cure > if not possible, contingency plans should kick in
    - - Organisers need to prioritise and manage the many resources required to stage an event efficiently
        
        Prioritising issues will help event committee / team shape decisions required for the event
        
        Decisions shaped by event KPIs
        
        need to identify resources that are critical but short on supply
        
        to reduce wastage, important that resources are not under-utilised > resource management tool such as project management software to plan, schedule and allocate resources
        
        chairperson of event should empower sub-committee chairpersons to make decisions so that respective teams in the committee will be efficient and meet timeline as planned for the event
- - - - Marketing is not just selling
        
        Selling takes place when product/service/event is produced
        
        Marketing could commence before product/service/event has taken shape
        
        Marketer assess potential audiences' needs, wants and demands to evaluate if an opportunity exists > marketing continues even after product / service/ event has been sold > marketing allows company to source for new target adience and find ways to retain existing ones
        
        Marketing system comprise players such as:
        
        Marketer
        
        Supplier
        
        Marketing intermediaries
        
        Customers
        
        Competitors affected by major enviornmental forces
  - - - Intangiibility
        
        Event is a form of service > more difficult to evaluate as it is intangible. Event aims to be fun, educational, or entertaining > marketers could provide some "clues" / indicators of expected experiences or benefits of attending the event
      - Inseparability
        
        Service provider cannot be separated from the service. Event organiser relies on his staff and other service providers (E.g., volunteers) to meet needs of the attendees at the event. Service provided by these people affect how attendees perceive the event > Marketers could motivate staff and service providers to deliver the intended service
      - Heterogeneity
        
        Difficult to make each service experience identical > same service may be performed by different people (even same service, same person may differ for different customers)
        Perception of the quality of the service is not consistent > Marketers could try to standardise practices and processes to minimise variabilities in service offering
      - Perishability
        
        Like services, events cannot be stored for later use (unlike a product). Potential attendee decides not to attend the event > lost of revenue for the event. Marketers could provide incentives for potential attendees to attend the event
  - - - Identify goals of marketing
        
        Segmentation
        
        Market comprise of diffrent types of customers and marketer / events manager need to identify market segments (target audiences) that best meet company's objectives
        
        Proces of dividing and analysing customer in segments / groups based on similar needs and wants
        Potential customers / attendees could be trade customers (B2B) and/or private customers (B2C)
        
        B2B customers attend events primarily for business reasons such as networking, business collaboration or enhancing knowledge and skillsets to better do their work
        
        Private customers attend events usualy for personal motives such as leisure and fun or to secure the best deals
        
        Maximum benefits from marketing > essential to analyse the motivating factors for each market segment so to tailor the marketing message accordingly
        
        Create Marketing Strategy
        
        Evaluation of marketing effort
        
        Evaluate effectiveness of marketing efforts especially if event is organised on an annual basis > attendees reponse guide marketing efforts in future years
        
        Information that is gathered to aid evaluation can be collected before the event starts, during the event and after the event.
        Before the event: Objectives such as awareness of marketing campaign, sentiments of attendees to visit events
        During event: Could be for intermediate feedback which is useful if event is on-going for long periods where improvements are still possible
        After the event: Useful to gather feedback on attendees' satisfaction and expenditure
        
        1 more item...
        
        Event manager should develop a focused marketing strategy to generate publlicity and awareness and sell the event. Marketing strategy comprise of 4 essential marketing mix elements - Product, Price, Promotion and Place
        
        Marketing mix strategy should address needs of each market segment and clearly spell out differentiating factors of the event from competitors and relate substitutes > potential attendees know why event is special and worth their time attending
        
        Goals for an event marketing campaign based on purpose and objectives of the events. Goals are SMART
        
        Typical marketing goals for events include:
        
        Attendee engagment
        
        Building brand awareness
        
        Generate leads with a view to acquiring attendees
  - - - Marketing mix is a "set of controllable tactical marketing tools" that the event manager mixes and blends into a coordinated programme so as to produce the desired resonses in target markets
        
        Product
        
        Event product is not just the actual physical (or virtual) event. Should include event experiences that attendees would ideally undergo.
        (E.g., Concert, the main product is the artiste but audiences don't just attend to watch the artiste, they pay for experiences of stage set up, showmanship, accompanying dancers, autograph sessions, etc. / Trade show, participants expect networking sessions, breakout sessions with customers, media interviews)
        
        Experiences can be passive (e.g., visual aesthetic of the stage) or active and participative (e.g., autograph sessions with artiste, fan meet ups)
        
        Experience use all 5 senses > event managers need to understand why attendees want to attend their events and built-in features/activities that enable them to do so
        
        Price
        
        Ticketed event must at least breakeven if not make a profit. Event managers can use one or combination of pricing strategies to price tickets. Price adjustments may be necessary when looking at competition or economic environment. Attendees may take into consideration service charge and all expenses related to event. Strategies include:
        
        Cost-plus pricing:
        Determine the costs of producing and marketing the event. Thereafter add on a desired profit margin to derive prices
        
        Value-based pricing:
        Price event based on customers' perceived value of your event
        
        Sementation pricing:
        attendees / participants pay different prices for same event based on variables such as seating / standing configuration or customer groups
        
        Discount pricing:
        "Early bird" registration. Speeds up inflow of cash for event, gauge popularity of event and how much resources are required subsequently. Early bird prices offered for a limited time or limited quantity / can also be based on multiple tiers > create a sense of urgency and demand to foster more sales
        
        Bundle pricing:
        Tickets bundled with other activities / programmes. E.g., one ticket price entitle attendee to enter event with lunch. > Bundle price would be cheaper compared to separate purchases > Creates impression of better value and incentives purchase / registration
        
        Promotion
        
        Marketing team must promote aspects of event deemed critical for potential attendees to commit their time and money. Many forms of promotino, limited event marketing budgets, careful consideration must be given to what promotional tools are more effective. Promotional / Communication tools classified as:
        
        Above the line (ATL) promotion
        
        Paid-for communications that broadcast to mass audience through public media > Less personal and more conventional
        
        Advertising is the main form of ATL promotions > advertising refers to any form of impersonal, one-way mass communication about product / service / event that is paid for by marketer
        Events advertise using traditional media such as print and television and other media such as online media, outdoor and transit
        
        Below the line (BTL) promotion
        
        Communications more niche focused. Main driver is the need for marketing to be more effective and cost efficient. Common BTL methods:
        
        Sales promotions:
        Short-term tools used to stimulate buying (E.g., flash sales and discount code)
        
        Personal selling:
        Face-to-face or phone selling where salesperson tries to persuade customers to buy product / service (E.g., Telemarketing and road shows)
        
        Direct marketing:
        Delivering promotional messages directly to potential customers (E.g., direct mail and catalogue)
        
        Public relations:
        PRactice of building and maintaining goodwill with company's various stakeholders (E.g., press release and media preview)
        
        Guerrilla marketing:
        Form of promotions strategy that utilises unconventional means to communicate the message to the intended audience > Main objective is to create buzz that will turn viral through unqiue, creative, engaging and thought-provoking concept (E.g., Flashmob or temporary street art)
        
        Social media marketing:
        garner attention through social media sites such as blogs, Youtube, Facebook, Instagram. One of the most widely used promotional methods for events > Inexpensive, enables interaction and building of relationships
        
        Through the line (TTL) promotion
        
        Promotion strategy that encompasses both ATL and BTL methods > integrated marketing communications approach that reaches the consumers from multiple points
        
        Integrated Marketing Communication (IMC)
        
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        Distribution / Place
        
        Event venue is location where product is enjoyed > important factor in meeting the needs of attendees.
        Tickets to event could be distributed or sold through ticket sellers, at designated venues, at the event venue itself or using online platforms
        
        Aligning the 4Ps with the 4Cs
        
        Marketing programme incorporating the 4Ps takes the view of sellers > to ensure marketing programme is effective, event manager should also see the market from the customers' point of view.
        
        4Ps:
        Product
        Price
        Promotion
        Place
        
        4Cs:
        Customer solution / value
        Customer cost
        Communications
        Convenience
  - - - Executive summary:
        
        A concise summary of key points such as objectives, recommendations and resources required
        
        Usually no more than one page to one-and-half pages
      - Introduction:
        
        Briefly indicate what the proposal entails such as purpose of event
        
        Description of event (Explain what the event is about)
        
        Target market(s)
      - Current market situation:
        
        Analysis of target market such as needs and wants, demographic profile, purchase decision, etc.
        
        Analysis of the macro environment (PEST - Political, Economic, Social & Cultural and Technological factors)
        
        SWOT (Strengths, Weaknesses, Opportunities & Threats) analysis
        
        Competitor's analysis, such as product / services offered, market shares, etc. for major direct and indirect competitors
      - Marketing strategy:
        
        Outline specific strategy for each marketing mix element
        
        Marketing budget
        
        Marketing schedule
        
        Details of sponsorship (if applicable)
      - Control:
        
        Outline the controls used to monitor progress
        
        Basis for remedial actions
      - Conclusion:
        
        How do all elements tie together to achieve success?
        
        Expected results
        
        Future plans
- - - - Events with their own publicity and media plans offer sponsors the opportunity to align their brand name with the event > visbility is especially prominent in mega events like Olympics, F1, World cup
    - - Events offer a platform for sponsors to come toegther to meet up with customers, other potential partners and the media > sponsors able to network, build connections and/or sell products at events
    - - Sponsors can get information of potential customers such as demographics, buying preferences, etc. > information would be useful for targeted or future marketing efforts to maximise markeeting effectiveness
    - - Events are a means with which sponsors could achieve corporate or social objectives (E.g., projecting a positive image or engaging in corporate social responsibility (CSR))
        
        E.g. Standard Chartered Bank supports the Standard Chartered Singapore Marathon as it associates with values of having a 'can-do" attitude, perseverence and determination
  - - - Sponsorship especially in cash, funds operations and staging of events. Contributions in kind such as venue, food means that event budget can be set aside for other purposes > lowering costs for organising events or increasing the profits
    - - Eents can be marketed to sponsors' customer bases > reach out to more potential customer / audiences
    - - Events (especially sponsored by well-known brand) can enhance credibility and image. This could translate into more attendees for the events > Association with well-known brand enhances commercial value of events from added media coverage aand profile of guests / attendees that such events could attract > higher sustainability for event
  - - - Identify vision of event
        
        Build inventory of sponsorship assets
        
        Determine prospects and present proposals
        
        Implement sponsorship plan
        
        Feedback to sponsors & negotiate renewal
        
        Prepare a report for sponsors and clearly show how event was delivered on all promised assets
        *Recurring events, take opportunity to negotiate renewal of sponsorship collaboration
        
        Ensure what was promised to the sponsors would be delivered. Event manager should also keep sponsors updated on progress of event and keep records of items / activities that met sponsors' objectives
        
        Prospects refer to potential sponsors which event could approach > potential sponsors have the same target audience as event and share the same values.
        
        Event manager should understand potential sponsors' needs and wants before approaching them > Try and secure a meeting and always follow up with the potential sponsors thereafter
        
        Refers to identifying and valuing what an event could offer (sponsorship assets) to potential sponsors. Examples:
        
        Naming rights of evens or parts of events
        
        Marketing materials of event (E.g., press release, advertisments, banners, brochures)
        
        Event paraphernalia (E.g., swag bags, lanyards, event rogrammes, event invites, crew uniforms, etc.)
        
        A space at event's venue for sponsors to set up their own booth (for publicity / sales)
        
        A networking event / lunch
        
        Digital assets such as social media campaigns or content from sponsors
        
        Identified list of assets assessed in terms of value to determine amount to secure from/sell to potential sponsors > common method used to assess sponsorship valuation is to review potential alternatives such as value acquired if potential sponsors were to advertise products / services instead
        *Factors to include in consideration is what the competition offers as well as category exclusivity
        
        Event manager should be able to clearly articulate what event is about, purpose and objectives, who the target audiences are and what sets the event apart from others
        
        These are important as potential sponsors would want to know as part of their review for sponsorship requests
  - - - Competition
        
        Many events / causes chase after sponsorship monies > event manager need to understand business landscape and be aware of similar events that compete for the sponsorship monies
        
        To be seen, event has to speak to the sponsor and offer unrivalled assets / benefits > require research as part of event planning phase
      - Unclear / Irrelevant vision / objectives of event
        
        Potential sponsors may not see alignment with event's vision / purpose > do not see why they should be part of the sponsorship
        
        Established sponsors spell out type of events / causes they would support (E.g., Adidas sponsorships relates to sports)
      - Ineffective sales strategies
        
        Sponsorship sales similar to selling product / service > Event manager needs to deploy effective sales strategies to interest and convince potential sponsors of offerings. Some effective sales strategies to deloy:
        
        Sell a vision
        
        Rather than layout what sponsors can get, paint a vision of what sponsor could achieve through the event will be more successful
        
        Highlight how sponsors can reach out to their target audience, how they could play a part in community or how they could achieve their corporate mission / vision make them more receptive to proposal.
        
        Sponsors and events should share same vision to ensure success
        
        Be creative
        
        Possibilities of sponsorship assests that events could offer as well as sponsorship levels
        
        With events going virtual / hybrid > common sponsorship assets like lanyards or physical space for interaction with attendees no longer relevant > events need to be more creative to offer sponsor same benefits online
        
        common sponsorship tiers / levels include Platinum, Gold, Silver, etc. thaat come with standard assets > event should be creative and offer packages that resonate with sponsors' wants
        
        Time management
        
        Cater sufficient time to source for sponsors > sponsors are usually organisations with their own marketing and budgeting requirements and timeline > events should strive to approach sponsors before these are locked down
        
        Recurring events, ideal to start negotiation when reviewing performances for current sponsorship agreement
        
        Brand new events, securing sponsors likely take a longer time as more effort would be required to convince sponsors > sponsors not forthcoming, events would have time to activate back up plans
  - - - Refers to the event not being able to deliver on what was promised in return for sponsorships > Result from attendee numbers being lower than expected, lack of / inadequate public and media plans etc
        
        Sponsors would not be satisfied / happy with such an occurrence and will not want to consider sponsoring future editions of the event > worst case, sponsor might pull out of event sponsorship agreement / engage in legal action for unfulfilled contract
    - - Refers to a marketing approach where a competitor tries to associate itself with event even though it is not official sponsor
        
        Ambush marketing tactics can change from outright claims of being sponsors when they are not / unauthorised use of event's assets > more subtle and creative strategies would be organising activities which suggest / align themselves with event > ambush marketing diverts attention away from official sponsors and diminishes returns to them, sponsors will not be thrilled
    - - Events should strive to engage sponsors and make them feel they are part of the event rather than just a company that contributes cash/kind in return for something > makes sponsors feel valued and appreciated will forge better and closer relationships
        
        Maintain consistent communication with sponsors
        
        Nominate sponsors for awards if applicable
        
        Invite sponsors to participate in event marketing programmes
        
        Engaging / servicing sponsors need staff, expertise and time > event would need to invest such resources to ensure good relationship
- - - - Most important reason to assess outcome and impacts of an event is to evaluate if event meets purpose and objective to be accountable to client and major stakeholders > especially if public funding is used for the event, need for transparency and accountability is crucial
      - Assessing outcomes and impacts of event serves as basis for more effective and efficient use and allocation of reosurces for subsequent events
      - Understanding how event outcomes and impacts affect attendees would make experience more enjoyable and positive
      - Outcome and impact assessment can be used as a tool for lobbying and directing policy
    - - Outcomes arising from events viewed in terms of their impacts on major stakeholders. Framework comprising of 3 elements - Inputs, outputs and outcomes & impacts - used to assess outcomes and impact of events
        
        Inputs would be resources necessary to plan, execute and manage the event (e.g., money, time and expertise)
        
        Outputs refer to numerical counts of results from the inputs (e.g., number of tickets sold, number of attendees or amount of media coverage)
      - Outcomes or impacts are the effects of event outputs which might include changes in awareness, preceptions, behaviour and attitudes
        
        For a holistic view, approach outcomes and impacts study in terms of personal, social and cultural, economic, environmental and political dimensions
        
        Personal outcomes and impacts
        
        Refers to outcomes and impacts of event on attendees > attendee may experience positive outcomes (e.g., memorable and interesting) at an event > likely to have increased interest in event category and generate positive word-of-mouth advertising
        
        Attendee may be put off by the event if he deems it as boring or finds it a hassle to attend the event > negative experience, unlikely to attend the event again or even influence others not to attend
        
        Social and Cultural Outcomes and impacts
        
        Communities of people and society can benefit or suffer from event. Event can bring people together in celebration of a cause > lead to social, community and cultural bonding and interaction opportunities (e.g., National Day or local community events like Racial Harmony Day) > Positive impacts include tolerance, expanding cultural perspectives and building community pride
        
        Event can negatively affect the public as hosting an event might inconvenience community through disrupting their daily llives > brought about factors such as traffic congestion, extra noise, and long queues at shops or food outlets > negative impact such as generating negative community image might occur
        
        Economic Outcomes and Impacts
        
        Economic outcomes and impacts are a major reason for the popularity and support of events > events meant to generate revenue from attendees / participants through sales of tickets and merchandise > events on major scale or international events that attract tourists magnify gains through tourism receipts and tax revenue > positive impact (e.g. business opportunity and job creation) may abound
        
        Detractors who accurse events of bringing forth host of economic evils > increase demand for services such as food and accommodation from event attendees or tourists may inflate prices > revenue arising from events not guaranteed and may lead to financial loss. Critics may be upset at opportunity costs especially if event receives subsidies from government from public funds
        
        Environmental Outcomes and Impacts
        
        New event facilities and supporting infratructure such as transport build and/or developed can lead to urban transformation and renewal > Events also used to showcase environment, leading to enhanced environmental awareness
        
        Negative impacts on environment, rubbish pollution and carbon footprint of event damage the environment > serious case, destruction of heritage or wildlife habitat and ecological systems such land areas are sacrificed to build event facilities or supporting infrastructure
        
        Politial outcomes and impacts
        
        Major or international events help country gain international prestige and improve country / city and leaders' profiles > Politicians officiating or gracing a local event is a signal of support and suggests some improtance of event / content
        
        Country and its leaders may attract negative comments if they did not deliver on their promises for hosting event using public funds
    - - Cost-Benefit Analysis
        
        Cost-benefit evaluation on impact of events should comprise both tangible and intangible costs and benefits
        
        Tangible benefits and costs:
        
        Include investment of clients, sponsors and other investors such as government grants or subsidies; new employment; new tourist receipts
        
        Include capital and construction costs as well as long-term maintence of venues and facilities costs, employment costs. Supporting services such as police, cleaners, etc.
        
        Intangible benefits and costs:
        
        Include community pride; enhanced image of host destination / city / country, etc.
        
        Include noise and wsate pollution, crowding and inconvenience; exodus of residents and potential tourists, etc.
      - Economic Impact Analysis
        
        Considers economic impact of events on host country / organiser > data include revenue generated from tickets and merchandise sales, tourism receipts as well as revenue for supporting industries > Multiplier or ripple effect (e.g., boost on eployment)
      - Return on Investment (ROI)
        
        ROI key measure of value for investors > interesting in earnings for each dollar invested in the event. ROI differs for different type of investors
        
        Private investors more interested in monetary earnings
        
        Public agencies consider positive economic impacts as positive ROI
        
        ROI can be intangible benefits such as enhanced image of product / country / destination, awareness of and positive attitude and behaviour towards product / country / destination > tools to acquire such data include post-event attendee surveys and pre&post event sentiment analysis
      - Other considerations
        
        Opportunity costs should be considered > refers to next best alternative given up as a result of investing resources in this event > ideal that event should generate more benefits than if resources were used for other projects
        
        Evaluators should also assess who benefits and who pays for am event > events that use public funding must be for common good that benefits society at large
        
        Regardless of what measures are used to evaluate worth of an event > important to get a rounded perspective and view from various stakeholders involved or affected by event (e.g., clients, attendees, community, sponsors, staff and volunteers) > together they can spell the growth or demise of an event
  - - - Event managers could not ignore many laws and regulations that impact the event industry, policy makers cannot ignore many benefits generated by events and role of events in perpetuating cultural, social and economic progress
        
        Public policy is process whereby government and agencies address an issue or general areas of public concern through laws, regulations, decisions (both actions and inactions) and intentions of government > event cross various policy fields
    - - There must be valid reasons for government to be involved in events since it involves public funding
        
        Idealogy
        
        Refers to set of beliefs and ideals of various political parties and how it shapes their opinions of event regulations and funding > Government deem events of certain nature and scale to benefit country at large > justifying their involvement
        
        Returns on Investment
        
        Government can invest in events that reap economic benefit for the country > government can realise tax gains from event tourism by taxing consumption of goods and services associated with the event > this justification requires accountaility and transparency for public buy-in
        
        Intangible benefits
        
        Public reap intangible benefits accruing from event such as pride in the country or government or if they expect indirect benefits (E.g., Inauguarl Youth Olympics)
        
        As a means to Implement Policies
        
        Government organise or support events as part of their policies implementation or areas of responsibility (E.g., National Steps Challenge) which aims to get public to exercise so to stay healthy > justification require events organised to benefit everyone (must be inclusive) and benefits generated are on par or better than other government investments
    - - a few ways in which public sector could be involved in events:
        
        Policy-making
        
        Government can establish policies in major policy domains in support of event development
        
        Economic policy and events:
        
        Major reason for government involvement is economic benefits a country could realise from events
        
        Government aim to promote event tourism or use events for general economic development
        
        Some event policy initiatives which government engage in include:
        
        establishing event tourism as policy domain
        
        integrating event policy with investment in venues
        
        Cultural Policy and events:
        
        Government strive to encourage arts and cultural development through investing in such events or foster sustainable cultural event tourism
        
        Related event policies include integrating events in cultural policy and arts development strategies and developing specific event funding programmes
        
        Environmental Policy and Events:
        
        Government could request that events be "Green" and meet minimum RRR standards (reduce, reuse and recycle)
        
        Events used to promote environmental education (E.g., Earth Hour)
        
        Related policies include limiting waste from events or fostering sustainable events
        
        Funding
        
        Government consider:
        
        Direct provision method > set up and run its own events
        
        Equity approach > invest in events through injecting money
        
        Sponsorship > fund events in cash or kind in return for specific benefits
        
        Facilitation
        
        Government could facilitate event creation or operations for local events an events brought into the industry. Areas of faciltation:
        
        Financial
        
        Government could provide grants, subsidies or monetary-related incentives to encourage event management companies to organise certain types of events
        
        Technical
        
        Government could provide professional advice and training for certain types of events
        
        Marketing
        
        Event could tap on government's marketing materials and website for promotion
        
        Infrastructure
        
        Government may provide or improve venues and necessary services (e.g., water, roads, internet access) to execute event