CSPR 300 - Event Management Lecture 2 PDF

CSPR300: EVENT MANAGEMENT LECTURER: BRIGHT SENANU [email protected] PUBLIC RELATIONS DEPARTMENT - GHANA INSTITUTE OF JOURNALISM LECTURE 2 Event Planning, design, and production Learning Outcomes Upon completion of this chapter the reader should be able to: Understand Eve...

CSPR300: EVENT MANAGEMENT LECTURER: BRIGHT SENANU [email protected] PUBLIC RELATIONS DEPARTMENT - GHANA INSTITUTE OF JOURNALISM LECTURE 2 Event Planning, design, and production Learning Outcomes Upon completion of this chapter the reader should be able to: Understand Events as designed experiences Understand events as part of the experience economy Understand & appreciate the event phases Understand and apply the underlying motivations of event attendees. Understand and apply the key factors involved in the event planning and ideation process. Introduction Events, whether formally managed or not, can be considered as an industry that forms part of what Pine and Gilmore (1999) described as an emerging ‘experience economy’. Introduction- the experience economy The popularity of events will only increase in the coming years because economies are developing in the direction of a ‘happiness economy’ or ‘transformation economy’. Events are more than just live encounters. The experience concept is subject to devaluation, which means that the events sector will have to look for new concepts. Sustainability is an important trend that will have major consequences for the events sector. Introduction- the experience economy Psychology literature suggests two types of happiness: hedonic and eudaimonic (Ryan and Deci, 2000). Eudaimonic is also referred as “non- hedonic” (Tamborini et al., 2011; Hofer et al., 2014). The hedonic theory proposes that happiness is consumer’s pursuance toward subjective pleasure and eudaimonic theory proposes that happiness is consumer’s pursuance toward reaching meaningful goals (Ryan and Deci, 2000). Understanding Motivation Five of the most popular motivators for attending an event are: 1. Socialization, 2. Excitement 3. event novelty, 4. Family togetherness and 5. Escape. 6. Refreshment & dining 7. Learning & Knowledge acquisition 8. Enterprise Although there are commonalities in motivation for event participants and attendees, there is a significant difference in motivators depending on the festival product being offered. Understanding Motivation (Cont’d.) By understanding important demographic information (such as age, annual income, ethnic background), event managers are better equipped to develop successful event and festival product offerings. Understanding the target market will also assist event managers in developing their overall plan, as this type of information will often influence the goals and objectives that are identified in the strategy. Sources of Event Ideas (The Business of Events) Entrepreneurial/ business problem identification (Personal, business or public) Observing environmental trends Filling a gap in the marketplace Corporate strategic decisions Determining the viability of your event PEST analysis PEST factors refer to external, macro-level influences which we generally have little to no control over. This tool is generally best utilised to assess the marketplace in which an event will operate. Event managers are then able to better understand the ‘fit’ for their festival or event offering, as well as its potential for growth. Determining the viability of your event- 3 screens of filters Marketing screen, the operations screen and the financial screen. Marketing screen: The essential factor that the marketing screen is intended to deal with is whether the various ideas or concepts will work in the target market & differentiation & competing events- date clashes. what will work in a given market. what else might be going on by way of competition. what an organisation would see as appropriate, and most of all. what demand there should be from the target market. Determining the viability of your event- 3 screens of filters The operations screen Events often fall into two operational styles, volunteer or professional (although some have parts of both). Concern here is with expertise- This expertise is key when issues of health and safety, legality or technology are important to an event What can be achieved Determining the viability of your event- 3 screens of filters The financial screen Every event has a budget For many events, the financial issues are cost-orientated Break-even or small surplus Revenue and cost planning Revenue How many people attend? What they can be charged? What other ways revenue can be raised during the event? etc. Determining the viability of your event- 3 screens of filters In terms of costs, the organisers will need to consider the likely costs of: the location or venue the staffing the materials the decor the consumables the insurance the power the food and drink, etc. The Event Planning Process- Development of organisational structures in events Concept & origin of an event Creation of an informal organisation or committee Structure develops perhaps with professional help Formal organisation may be established Professionalisation over time or with size Political factors Ecological/environmental issues Government term and change Current legislation home market Trading policies Future legislation Funding, grants and initiatives International legislation Home market lobbying/pressure groups Regulatory bodies and processes Government policies International pressure groups Wars and conflicts Economic factors Home economy situation Market and trade cycles Home economy trends Specific industry factors Overseas economies and trends Market routes and distribution trends General taxation issues Customer/end-user drivers Taxation specific to product/services Interest and exchange rates Seasonality/weather issues International trade/monetary issues Social factors Lifestyle trends Consumer buying patterns Demographics Fashion and role models Consumer attitudes and Major events and influences opinions Buying access and trends Media views Ethnic/religious factors Law changes affecting social Advertising and publicity factors Ethical issues Brand, company, technology image Technological factors Competing technology development Consumer buying mechanisms and technology Research funding Technology legislation Associated/dependent technologies Innovation potential Replacement technology/solutions Technology access, licensing, patents Maturity of technology Intellectual property issues Manufacturing maturity and capacity Global communications Information and communications SWOT analysis A SWOT analysis is a detailed examination of internal factors of your organisation or event and external variables that may affect your success Prior to completing a SWOT analysis, you must be familiar with the details about your event, including personnel, time, date, location, target audience, population of the host community and capacity of infrastructure and public services to name a few.  Strengths Advantages of proposition? Financial capacity? Personnel capacity and capability? Innovative aspects? Competitive advantages? Location and geographical? USPs (unique selling points)? Price, value, quality? Resources, assets, people? Accreditations, qualifications, Experience, knowledge, data? certifications? Marketing reach, distribution, Processes, systems, IT, awareness? communications? Cultural, attitudinal, behavioural? Weaknesses Disadvantages of proposition? Cashflow, start-up, Gaps in capabilities? cash-drain? Lack of competitive strength? Infrastructure and capacity Reputation, presence and reach? of host community? Morale, commitment, leadership? Financials? Consumer awareness? Own known vulnerabilities? Cultural barriers? Timescales, deadlines and pressures? Communication barriers?  Opportunities Market developments? Geographical? Competitors’ vulnerabilities? Major contracts, suppliers, sponsors? Industry or lifestyle trends? Business and product development? Technology development and Information and research? innovation? Partnerships, agencies? Global influences? Seasonal, weather influences? New markets? Niche target markets?  Threats Political effects? Obstacles faced? Legislative effects? Insurmountable weaknesses? Environmental effects? Employment market? IT developments? Financial and credit pressures? Competitor intentions? Economy – home, abroad? Market demand? Seasonal weather effects? New technologies, services, ideas? Vital contracts and partners? PEST vs. SWOT While PEST and SWOT analyses complement each other with respect to strategic planning, PEST allows you to understand the external and macro-level factors that can impact the marketplace in which you will be operating. A SWOT analysis on the other hand, further allows you to understand the product or service which you will be offering as well as the external factors that could impact its success or failure at a micro-level. PEST vs. SWOT (Cont’d) Using a PEST analysis instead of a SWOT analysis is neither right nor wrong; in fact the two can be integrated into one tool in some cases. What is important to note is that PEST becomes more useful when the event proposition is on a larger scale. However, smaller events can also benefit from conducting a PEST analysis, as it is likely to identify at least a few issues within the marketplace that may not otherwise have been thought of.  The Phases of Events Pre- Live Post Event Event Event Pre-exposure Direct Exposure Post Exposure The Phases of Events (Cont’d.) Microenvironment (Organisation) Mesoenvironment Macroenvironment Effect Direct From strategy Measurement Plan to Concepts Do Exposure Check and Phase Evaluation Act Touchpoints Event Concept & Theme The concept of an event and its theme, although different steps in the design process, are cohesive aspects, with the theme essentially becoming the main ‘vehicle’ through which the outcomes of the event are to be achieved. A departure from the traditional approach of putting logistics together. Instead, the focus is on the psychology of event attendees and what will be achieved in their own experience. In design terms, the reason why the event should be held becomes a question about what is to be achieved in the experience of its attendees. Event Concept & Theme- The event objective and theme A “theme” is a unifying idea or concept which gives meaning to the event or is the object of celebration or commemoration. Involves 2 significant layers. The theme flows from the overarching objective(s) of the event. From which for e.g., thematic zones could be created but still be part of one single continuous experience. Event Concept & Theme- The event objective and theme: the role of sensory experience The basis of event attendee experience formation is sensory stimulation. The necessity of appealing to attendees’ senses of sight, hearing, taste, touch, speech and emotions within the experience environment of the event. These relevance of these senses in the design process are captured in the following: ✓ Content design ✓ Theme design ✓ Programme design ✓ Environment design ✓ Production design ✓ Entertainment design ✓ Catering design Event Concept & Theme- The 5Ws of the event Concept What is the event Why Must Who will be When will production Where will we hold this the the event be that is being the event be? event? stakeholders? held? developed and presented The Event Planning Process- Some principles Events can often draw community concerns, and at times obstacles can be put in the path of staging a well-conceived event. By having an engaged community early on in the process, the organising committee can identify key concerns before they surface. With the right engagement strategy, the community is often a key asset in delivering a successful event rather than a hindrance. Successful events have a very detailed plan that is used by all levels of staff and volunteers as a critical tool for building success. Often during the planning process, a strategy or strategic plan is developed and should align with the mission, vision and goals of the host committee or organisation, creating synergy between each level of detail. Knowing your clientele and engaging the community From the outset of planning, it is important to determine your clientele; spectators, participants, officials and even volunteers and understanding their needs and expectations. It is imperative that you continue to assess this area and keep this in mind in all stages of planning and as you continue towards event day. Knowing your clientele and engaging the community (Cont.) At the same time, depending on your event, a critical assessment of how to engage the community should be addressed in the early process and may even warrant a member of the community or city government as part of your board or management team to fill vital roles in the overall committee structure. Engaging the community is often mistakenly overlooked early in the planning stages and when it becomes a necessity, it can sometimes be too late. Knowing your clientele and engaging the community (Cont.) Events can often draw community concerns, and at times obstacles can be put in the path of staging a well-conceived event. By having an engaged community early on in the process, the organising committee can identify key concerns before they surface. With the right engagement strategy, the community is often a key asset in delivering a successful event rather than a hindrance. The event planning process- Initial Planning 1. Defining the event objective- Understanding why this event is being held will help you (and your client) to lay out the company or client objectives—both tangible (day of) and intangible (long-term) returns— so that you can then select the right style of event that will be capable of delivering them. Thus, before you begin designing your event, you need to first determine why you are having your event or taking part in an event. Using a business convention as an example, a company can be an exhibitor at a convention, an attendee at a convention or an event sponsor; be represented by a company speaker; attend seminars; or host the gala farewell, a hospitality suite or an evening event for select conference attendees. The event planning process-The Steps for Initial Planning Determining the event objective. Event objectives can be both tangible and intangible and can be met pre- event, during the event, and post-event, and become the bridge, platform and positioning to meeting the next level of objectives for future events. An event objective must have value to the company holding the event, those taking part in the event, and cross over from professional to personal benefits and vice versa. The event planning process- The event planning process-The Steps for Initial Planning Cont’d. Design Objectives of the Event Experience Relevant questions could be Why are you holding it? What are your event—not company—goals and intentions? Be clear about all of your company and event objectives—each event can have multiple layers of external and internal company objectives that need to be met.  The event planning process- The event planning process-The Steps for Initial Planning Cont’d. Objectives could be deduced from the following Educational Enlightening Engaging (connecting the company/group as a whole) Energizing Entertaining, but with a very exclusive educational twist The event planning process- The event planning process-The Steps for Initial Planning Cont’d. Some Objectives for Different Types of Events Meetings Provide new information about your product or company Bring together people outside the office setting Exchange ideas Find solutions to existing problems » Launch a new product » Provide training Conferences Bring a wide range of people together to exchange information and ideas Launch new products Recognize sales  The event planning process- The event planning process-The Steps for Initial Planning Cont’d. Incentives Create one-of-a-kind events to recognize increase in sales Bring the top sales force together to discuss future strategy Get the top sales force and senior management together outside of the work environment Enlist the support of family and partners The event planning process- The event planning process-The Steps for Initial Planning Cont’d. Special Events Get media attention Raise public awareness Attract new clients Launch products Present awards Pay tributes The event planning process- The event planning process-The Steps for Initial Planning Cont’d. 2. The event budget/finance Here how much money that can be set aside for the event is determined. Achieved through anticipated costs. Identifying budget and revenue streams early on is essential for an event to break even or produce some sort of revenue. At the same time, events can operate at a budget deficit so long as there is a contingency plan to pick up a loss should one occur. This often happens with a large event that has a considerable amount of economic impact and social and political benefit, which far outweighs a potential loss of the event budget. The event planning process- The event planning process-The Steps for Initial Planning Cont’d. 3. The event vision- Visualisation Event visualization—after event objectives have been set out—is your starting point for designing any event. Five event design principles that should be considered when visualizing an event are: 1. The Elements—All the Parts That Make Up the Event Transportation of guests Accommodation of guests Shipping of items The event planning process- The event planning process-The Steps for Initial Planning Cont’d. 2. The Essentials—Must-Haves are things that are, at the time of initial planning, nonnegotiable. They include- Hard costs, such as airfare, hotel accommodation, space requirements What would be meaningful to attendees What would make the event memorable to guests What would capture the magic of the message being delivered to participants The event planning process- The event planning process-The Steps for Initial Planning Cont’d. 3. The Environment—Venue and Style (1 of 2) Location Date Season Time & day Whether you are planning an indoor or outdoor affair Whether the event is taking place in one or more than one location The event planning process- The event planning process-The Steps for Initial Planning Cont’d. The event style- style Event style will influence the choice of invitations, venue, guest attire, flowers, decor, music, entertainment, food and beverages. Samples of event styles. Traditional Classic Modern Country Cultural Formal elegance Casual elegance Romantic Fun The event planning process- The event planning process-The Steps for Initial Planning Cont’d. 4. The Energy—Creating a Mood Every event gives off energy. The venue, the decor, the music, the food and drink, the activities and the guest mix, all contribute to the energy in the room and the mood being set. 5. The Emotion—Feelings Give thought to the event style and the feelings that you want to bring out. Choose one that will capture the spirit of your event’s objectives and the emotions that will make your event stand out. Event Design Principles- Checklist Always consider the five event design principles when visualizing an event: The elements—all the parts that make up the event The essentials—must-haves The environment—venue and style The energy—creating a mood The emotion—feelings D.R.I.V.E. D= Define company and event objectives R=Research and develop your event vision I=Innovate and create a customized event experience using my design principles and event objectives V=Visualize your event step by step to capture all essential logistical event requirements and expenses E=Execute with detailed precision and timing Noteworthy points at the planning phase It is important that event planners do not present themselves to their clients as being a service industry or firm—that is not the role they play— being perceived as merely order takers. Instead, they need to represent themselves, their company and the event planning industry as a valuable business sales and marketing tool that can help corporate clients, nonprofit organizations and individuals design, produce and deliver an event that has been custom created—not cookie-cutter—and strategically designed to meet and exceed their identified company, professional and personal objectives. Noteworthy points at the planning phase (Cont’d.) Event planners and event-related consultants should never be viewed as an added expense and a luxury. They must rather be positioned as a cost-efficient option. (Refer to notes for examples). Timing is important here, bringing in the event planners and event- related consultants in at the appropriate time and can save money in the end Noteworthy points at the planning phase (Cont’d.) Try to envision your event from beginning to end. You need to be able to do a complete preliminary visual walk-through in your mind. What is the purpose of your event? What time of year are you considering holding it? What will people be wearing? (Will a coat check be necessary?) What day of the week? What time of the day? (How will traffic and parking be?) Who will be attending? (Will it be individuals or couples? If couples, will they be arriving together or on their own—that factor could affect how many parking spaces you need to have available for your event.) What type of venue will be the best fi t, the best setting, the best backdrop? Are you planning far enough in advance that the best sites will be available to you?  Noteworthy points at the planning phase (Cont’d.) Create a visual image of your event. List every element that you want to include. What are the priorities—the must-haves—that will make your event a success? Have you included one major “wow” factor in your event? What atmosphere are you looking to create? What take-away memories? What perception of your company or cause? Now walk through your event from start to finish in your mind to capture critical logistical event requirements that will need to be addressed and may need to be added to your budget. Questions Thank You PUBLIC RELATIONS DEPARTMENT - GHANA INSTITUTE OF JOURNALISM