MICE Reviewer-Module 1 to 6 PDF

Reviewer: Module 1 to 6 Module 1 Topic: Event Management Getz (2002) later narrowed the definition to planned events, or events produced for a “Every human society celebrates with purp...

Reviewer: Module 1 to 6 Module 1 Topic: Event Management Getz (2002) later narrowed the definition to planned events, or events produced for a “Every human society celebrates with purpose. ceremony and ritual its joys, sorrows and triumphs.” - Victor Tuner, anthropologist These definitions separate special events or events, as it will be mentioned here Man is a social being. Proof of this abounds henceforth, from any other occurrences in our in history and continues to this day. Meeting a day-to-day lives, as well as any unplanned, mate became the first social order of the spontaneous, or spur-of-the moment activity. cave man; and from him and his mate came Events are planned, and are always planned to the family, which became clans and, later be special. on, tribes. - Are unique occurrences that do not As civilization grew, people found the need happen very often to meet more people. The need to meet grew - Have a limited edition duration from one-on-one meeting to large groups, to (happening within hours or days at the even inter-racial and international meets. most) ________________________________ - Happen with a live audience in attendance EVENTS AND EVENT MANAGEMENTS - Require one or more groups to plan and organize An event is commonly understood as an - Are staged for a purpose occurrence; something that happens. In the 1980s the buzz word was “special events.” In sum, events are unique happenings that Joe Goldblatt, an authority on event bring people together for a purpose. management and author “a unique moment in time celebrated with ceremony and ritual The International Dictionary of Event satisfy specific needs” (2002, p. 6) Management (Globaltt, 2001) defines event management as: Donald Getz, a professor of tourism and hospitality management from the University 1. A function requiring public assembly of Calgary presents his definition of special for the purpose of celebration, events from two perspectives: education, marketing and reunion: and - “A special event is a one-time of 2. The process that includes research, infrequently occurring event outside design, planning, coordinating and normal programs or activities of the evaluation of events. sponsoring or organizing body;” or - “To the customer or guest, a special It is a venue to incorporate principles in the event is an opportunity for a leisure, field of management and business with the social or cultural experience outside social graces, protocol, and the art of creating the normal range of choices or unique experiences. beyond everyday experience.” (1997, p. 4) ________________________________  experience economy (Gilmore, 2003, TYPES OF EVENTS Autumn) According to purpose: The C’s of events bring Product lunches, exhibits, trade shows, people together to “celebrate” life’s product demonstrations, and retail events are milestones and accomplishments, and to just some of the activities that marketers use to perform rituals or ceremonies as required by allow respect to experience their product, thus religion, culture or society. Such occasions bringing the product closer to the hearts of include life-cycle events (birthdays, debut, their target market. weddings, wedding anniv., retirement), religious rituals (baptism, marriage, funerals) KEY WORDS: “Commerce” (marketing commemorative ceremonies (graduations, job events, exhibit and trade shows) promotion, awards), and socio-civic activities (founding anniv., civic events, feasts and ________________________________ festivals). ACCORDING TO THE NUMBER OF KEY WORDS: “Celebrate” (life-cycle, PARTICIPANTS religious rituals, commemorative ceremonies, and socio-civic events) Events bring people to “commune” and KEY WORDS: Few, Many, and Multitude strengthen bonds of friendship and restore relatinships. Class “reunions” and family This may range from limited board meetings reunions are events that create new memories to wide-scale conventions with thousands of as people relive memories of days past. The delegates. Life-cycle events may range from Olympics and similar international sporting intimate family gatherings to receptions that events have become “hallmark” events that include the whole townsfolk. Attendance to bring people and culture together. exhibits and marketing events may be limited to a few hundred trade visitors or the general KEY WORDS: “Commune” (reunions and public. There are also festivals and hallmark hallmark events). events that attract the interest of a huge number of people, running even up to the Events bring people together to “convene”, millions. that is to share and pass on knowledge among peers and colleagues. Meetings, conferences, KEY WORDS: Life-cycle events, townfolk, conventions, and similar gatherings aim to be a marketing events, festivals and hallmark venue to educate or impart new learning for events the participants. KEY WORDS: “Convene” (meetings, conferences, conventions) And, events bring people together “commerce” to market and promote product offerings. Companies have recongnized event marketing as a evry potent marketing too, pariticulary in what is now viewed as the According to frequency, Events may range CONFERENCE from once ever events to monthly, quarterly, semestral, annual, biennial, triennial, or 1. A participatory meeting defined for quadrennial events. There are also events held the discussion of subjects related to a on a “need to” basis. specific topic or area. May include fact-finding, problem-solving, and According to magnitude impact, It is common consultation. for events to leave an imprint in the mind of 2. An event used by any organization to the people who attend the event. Every now meet and exchange views, convey a and then, there are events that impact a large message, open a debate, or give number of people who may have attended or publicity to some area of opinion on a witnessed the event, not only for the present, specific issue. No tradition, continuity but also for the future. Such as hallmark or specific period is required to events like the Olympics. convene a conference. - Conferences are generally smaller in ________________________________ scale than congress or conventions. 3. An assembly of a large number of FIELDS OF SPECIALIZATION individuals to discuss items of mutual interests, or engage in professional The degree of preparations for such activities development through learning. has grown in depth and expense, such that sub-fields of specialization have emerged. CONGRESS Globaltt (2002) lists some of these sub-fields: 1. A schedules, periodic meeting of - Civic events delegates or representatives or - Expositions interested group of discuss a subject, - Hallmark events 2. The European term of convention. - Incentive travel - Retail Events CONVENTION - a general and formal - Social life-cycle ventts meeting of a legislative body or social or - Tourism economic group to provide information of a - Conventions particular situation, and to establish consent - Fairs and festivals on policies among participants. - Hospitality - Meetings and conferences FOREIGN MEETING - a meeting - Reunions comprised of attendees from other nations; - Sports Events also known as an international meeting or institute. To better understand terms used in the business, we refer to the The International SEMINAR - a lecture, presentation, and Dictionary of Event Management for discussion under the guidance of an expert definitions (Goldblatt, 2001) discussion leader allowing participants to share experiences in a particular field. MEETING - an assembly of individuals gathered to discuss items of material interest, WORKSHOP or engage in professional development thru learning activities.  1. A training session in which participants develop skills and knowledge in a given field. 2. An event designed to stimulate intensive discussion and compensate for diverging views in a particular discipline or subject. 3. An informal public session of free discussion organized to take place between formal plenary sessions on a subject chosen by the participants or on a special problem suggested by the organizers. EXHIBIT - although the terms exhibit, booth and stand are often used interchangeably, an exhibit is actually all of the display materials and products housed in a booth or stand. EXHIBITION - a display for public view of products or promotional materials for the purpose of PR, sales, and/or marketing; also known as exposition, industrial show, or trade show. FAIR - a public celebration that includes commercial and civic activities. FESTIVAL - a public celebration that conveys, thru a kaleidoscope of activities, a certain meaning to participants and spectators. PARADE - a moving pageant including floats, bands, individual entertainers, and dignitaries. EVENT MARKETING - the process that integrates a range of marketing elements and a central event sponsorships or lifestyle-themed activity. This process incorporates advertising, employee, and consumer programs, sales promotion, PR, causes, business to business, TV property, and trade promotion with a specific event. _____________________________________  MODULE 2 review administrative procedures and event TOPIC: THE EVENT MANAGER progress. EVENT MANAGER Draft specifications and select suppliers for events requirements such as venue, An event manager is the one responsible for accommodation, transportation, facilities and planning, organizing, promoting, and equipment, catering, signage, displays, supervising various kinds of events such as printing, event security, entertainment, and weddings, conferences, and conventions. The other special needs. responsibility of an event manager spans from the very beginning of planning, facilitating and Negotiating costs with the suppliers. all the way to post-event procedures. Apart from these, event managers also have to Promote and advertise the event. ensure to provide a meaningful and memorable experience for the clients. Monitor event activities to ensure conformity to plan, compliance with venue Aside from "event manager", there are also regulations and local laws, and resolution of other various titles for this job such as: any problems that may arise. Event manager Check event bills for accuracy and approve Conference manager payment. Director of events Event coordinator Oversee the removal and the clearance of the Conference planner venue. Convention services manager Event producer Research for some opportunities for new Meeting planner clients and also new events. Meeting professional Special event planner _____________________________________ _____________________________________ QUALIFICATIONS OF AN EVENT MANAGER COMMON TASK AND RESPONSIBILITIES Being an event manager requires various qualifications in knowledge, skills, and According to Angelica Salvador's various abilities suitable for the job. works, she stated that the common responsibilities of an Event Managers are: In knowledge, one must know the: Process in planning, staging, and evaluating Meet clients to determine objectives and of an event; including knowledge of the requirements for the planned event. technical aspects of show production Plan and develop programs, itineraries, budgets, and services according to the client's Principles and processes for providing requirements. customer services; including customer needs assessment, meeting quality standards for Coordinate with the organizing committee services, and evaluation of customer and sponsors to plan scope and format of satisfaction events, to establish and monitor budgets, or to  Administrative and clerical procedures and Creativity and originality, or the ability to systems such as word processing, managing come up with fresh or clever ideas about a files and records, transcription, designing given topic or situation, or to develop creative forms, and other procedures ways to solve a problem; also includes the ability to generate a stream of ideas about a Marketing strategy and tactics, product topic or situation. demonstration, sales techniques, and sales control systems Potential problem analysis and contingency planning, or the ability to tell when Business and management principles something is wrong or is likely to go wrong, involved in strategic planning, resource and how this may be prevented and/or allocation, human resource management, corrected leadership techniques, production methods, and coordination of people and resources Specific Fields An event manager has the freedom to choose For the skills, one must have: what kind of expertise they can explore, this includes: Proficiency (oral and written) in the language spoken by the client, target Wedding Planners participants and local suppliers; including Conference Director knowledge of the rules of grammar, active Exhibit Planner listening, and effective speaking Concert Promoter Sponsorship Coordinator Use of critical thinking to identify the Event Social Media Coordinator strengths and weaknesses of alternative _____________________________________ solutions, conclusions or approaches to problems. CONCLUSION: IMPORTANCE OF THE EVENT Coordination-being able to adjust one's actions in relation to another's actions Why are event managers important? Being aware of others' reactions and First, because events are unique happenings, understanding why they react as they do each event is distinctive, which is something that is special and important to its participants. Use of judgment and sensible So, to ensure that an event is meticulously decision-making even for complex problems designed, planned, and executed, it requires a mastery of the craft of an event manager. Actively looking for ways to help and be of This is to provide people the success of their service to people events that they will learn from and cherish forever. Time management Second, events bring people together. As we Assessing performance with a view toward all know events usually consist of numerous corrective action participants, so in order to execute a successful event, an event manager must know how to Lastly, One must possess the following: deal and work with different types of people and situations. As they have to interact and collaborate with professionals, suppliers, and their clients in their works to ensure that they'll provide the desired event experience for the audiences. Lastly, each event has a purpose, whether it's a celebration for a certain milestone, for business, or purely for entertainment. The purpose of the event must be the top priority of the event manager. It is not just merely planning an event and simply getting things done, it is also important to ensure that the goals or the objective of a specific event are achieved. ]  MODULE 3 process—from choosing the venue to THE MARKET FOR EVENTS AND THE designing the attendee experience. EVENT STAKEHOLDERS COORDINATION - comes into play, Events are unique happenings that bring consisting of the detailed organization and people together for a purpose: to celebrate, to logistical planning necessary to bring the commune, to convene, or for commerce. For event to life. This includes managing teams, hospitality businesses such as hotels, scheduling, and ensuring all elements—such restaurants, catering facilities, entertainment as vendors, equipment, and and leisure venues, these events account for transportation—are in sync. the majority of sales. CONTROL - becomes essential, focusing on The event market is a consistent source of real-time management to ensure everything revenues for hospitality businesses. Over the goes according to plan. This involves past sixty years, the Philippines has witnessed monitoring the budget, handling any a significant increase in event venues, unexpected issues, and maintaining clear undergoing numerous transformations in the communication among all parties involved. way events are hosted, such as; in the 1950s and 1960s parties were held at home or in big CULMINATION - marks the event’s restaurants. In the 1970s and 1980s, the conclusion, where everything comes together deluxe hotels and their ballrooms and to achieve the intended outcomes. This phase function rooms became the venue of choice, also includes post-event activities like which eventually went well into the 1990s, gathering feedback, evaluating success which also saw the rise of beach against objectives, and wrapping up any venues. In the current decade, event venues remaining tasks. have come to the fore—gardens, banquet halls, air conditioned tents, and even Together, the 4 C’s provide a comprehensive warehouses built specifically for meetings, framework for managing events effectively, parties, and events. ensuring. They are not only well-planned and executed but also leave a lasting impact on The growing market for events also means a the target market, hosts, and attendees. growing number of prospects and targets. _____________________________________ Using the 4 C’s—Concept, Coordination, Control, and Culmination—we can define the EVENT STAKEHOLDERS purpose of an event, allowing the market for events to be classified into: (1) individuals Event stakeholders are individuals and groups and families, and (2) organizations. Thus, who have some form of interest in the event. events may be classified as either social or Such interest may be financial, emotional, corporate events. political, social or any form of personal _____________________________________ involvement in the event. The event manager is just one of those who have interest in the THE 4C’S OF THE EVENT success of the event. MANAGEMENT _____________________________________ CONCEPT - serves as the foundation of the THE HOST event—shaping the event’s theme, objectives, and overall vision. It is the guiding idea that This is the group or person who is giving the influences every aspect of the planning event. The host may be the originator or champion of the idea to gather people make sure that he/she gets a reasonable return together for a particular occasion; the main on his/her investment. celebrator; or the one financing all the _____________________________________ expenses for the event. For the event manager, the host is the client, the group or person from THE SUPPLIERS whom you are to get directions from. The host is also a partner with whom the event The event manager works with other manager works to ensure a successful event. companies that will bring the event concept The host's expectations must be clearly into reality. These companies also stake their understood and managed very well. time, resources and reputation on the event. _____________________________________ Suppliers are also among the event manager's partners to ensure a winning THE GUESTS event. _____________________________________ These are the people attending the event; they are variously called audience, participants, THE EXTERNALS attendees or visitors. Guests may be passive; they just go with the flow of activities, These include other entities external to the watching, observing, taking it all in. On the host or the event manager, but have a other hand, guests may be active and they are financial, emotional, political, social or made part of the experience of the whole personal interest in the event. Government event. The event manager must have a very regulatory agencies, the media, the local vivid picture of who the guests would be or government, the community, corporate who would be in the audience, so as to make shareholders, etc. might have their own stake the event as suited to their needs as can be. in the event and it is the job of the event Guests are also clients in the sense that they manager to make sure that all concerns are are out to get their investment's worth from duly addressed. the event, be it an investment of money or of time. Therefore, the event manager must know An event manager effectively and efficiently what the guests' needs are, and how these envisions, executes and evaluates unique could best be satisfied before, during and after happenings that bring people together: the event. people who are meant to enjoy the happening, _____________________________________ people who create the happening, people who provide resources for the happening, and THE EVENT COMMITTEE people who in one way or another benefit from the happening. This refers to the group involved in the planning and execution of an event. This can Individuals and families have parties to be an ad hoc group from the host celebrate, and to commune and rekindle organization, a team of volunteers, the host's relationships. Aside from life-cycle events, staff, plus, the event manager's own team. there are family reunions and gatherings to Together, this group is tasked with putting welcome family members arriving from together all the elements that will make the abroad ("bienvenida") and send-offs for those event a success. The financier is the money leaving the country ("despedida"). man-the one who foots the bill. He/She may _____________________________________ or may not be involved in the planning and execution of the event, but he/she is out to  ORGANIZATIONS This segment is a typical prospect for events to convene and events for commerce or commonly referred to as corporate events. This is the market for meetings, seminars, conferences, conventions, product launches, bazaars, selling events, sales promotion. activities, office parties, incentive trips, and recreational activities. Companies and business establishments may have events as part of their operating calendar (as in the case of annual meetings or quarterly sales rallies), or in response to the demand for their products (for product launches and promotional activities). Meetings for this sub-segment are smaller in attendance compared to associations, but are likely to be more frequent. More often, the company foots the bill for the event. Associations are organizations of people that have a common interest or purpose (Abbey, 2003). Generally, these could be categorized as: 1. TRADE ASSOCIATIONS - made up of individuals and corporations that operate within an industry, or are bound by similar business concerns. 2. PROFESSIONAL ASSOCIATIONS - formed by individuals in a common or affiliated profession. Many professional associations have regular meetings or events as part of their continuing education, which is a requirement for their profession (example, doctors and lawyers in the Philippines are required to clock in a specific number of hours for continuing education to maintain their professional qualifications). 3. NON-PROFIT ORGANIZATIONS - fraternal groups or SMERFs.  MODULE 4 classic question format used by journalists to CREATING THE EVENT VISION gather information for news stories. INTRODUCTION In the context of event planning, the 5Ws and An event vision is a necessity to conceptualize 1H provide a structured approach to and provide strategic approaches to manage gathering essential information. By asking events in the future. It serves as the these questions, the event manager and/or the foundation of the overall event event committee can explore the core details organizing—encompassing visualization, of the event, and ensure that all essential deliberate planning, decision-making, aspects are considered. execution, and evaluation. It is to be noted further that focusing on Creating an event vision spans from open-ended questions encourages detailed identifying the concept, purpose, maximizing responses rather than those that can be resources, and considering the people to be answered by a simple and direct “yes” or involved, such as the audience and “no,” since the latter, or the closed-ended stakeholders. questions, limit the depth of information gathered and sometimes influence and subtly In the field of event management, the event insist clients on a biased answer, thus also managers are professional visionaries. They hindering the development of an effective are responsible for crafting ideas that align event vision. with and contribute to the main purpose of the function. With this, objectives are attained A. GET INFORMATION FROM THE through a systematic process—turning RIGHT SOURCE visions into reality. _____________________________________ The most effective method for gathering information is through direct communication II. GETTING TO WWWWWHOW! — with primary sources, which could take the INFORMATION GATHERING form of conducting a meeting physically or virtually. These sources, typically including The success of any event depends on the the client (the party engaging your services), alignment of the elements involved with the host, the event committee, and potentially the event vision. Therefore, the initial step is the financer, provide invaluable insights to systematically gather and organize through answering the 5 Ws and an H—all information to develop a guiding principle for essential for the event manager to develop an all subsequent planning efforts. This initial vision and identify potential limitations structured approach is essential to ensuring a prior to executing the event planning process. comprehensive understanding of the event and its purpose, the people involved, timeline, In addition to the 5 Ws and an H, the event location, and other relevant factors. manager and/or the event committee should also consider exploring various other sources To gather information effectively and of information. This includes conducting efficiently, the use of the interrogative words thorough research through books, journals, known as the 5Ws and 1H (why, who, when, market research data, statistics, surveys, and where, what, and how) provides a valuable online resources—all known as the framework for inquiry. The 5Ws and an H secondary sources. All these can be used to framework is a tool commonly used in refine the event visit. journalism and problem-solving and is a B. ASK THE RIGHT QUESTION 2. WHO? To establish a clear and refined vision for the In an event, it is important to know “WHO” upcoming event, it is essential to address the will be attending or participating. During the following strategic questions. These event planning process, the type of audience or questions, framed within the 5Ws and 1H expected attendees may still be undetermined; framework, provide a structured approach for thus, asking the question, “Who will benefit brainstorming and decision-making. from such an event?” can help identify and reach out to the particular group of people that 1. WHY? the event will be advantageous to. The audience or participants are referred to as the Understanding “WHY” an event must be held most important group of people involved in is crucial in defining its purpose and events, as these are mainly arranged for significance. Knowing an event’s purpose them. assists the event manager in attaining an ideal vision, bringing clarity to what the mission is It is also essential for the event manager to be through its vision, and putting together well aware of the people who will be present elements necessary to turn such vision into a at the event to successfully incorporate their reality. With this, asking “Why?” questions to needs into the event plan. clients can help them in realizing the clear purpose of an event they desire to happen. Examples: Who is expected to attend the event? Apart from this, it is suggested to know why Who would want to come to the event? stakeholders would be interested in a particular event to also learn how they will most likely To easily connect with the target participants be involved or to what extent or level of of an event, a clear profile of these people influence or impact they would have on such must be prepared and assessed. Outlined an event. In relevance, this can also help in below are questions to ask a client about the determining underlying purposes and people who will potentially be present at the objectives that must be accomplished or event: likewise be achieved, which can be incorporated into events. Who are they? Who do they work for? For instance, as companies operate for profit, What do they do? they conduct corporate events with the aim to How do they influence the business problem boost financial gains by pushing sales, which you are trying to resolve? can be fulfilled through new product How will their behavior change as a result launches, having sales promotions for the of attending the event? What will trigger the trade, or motivating sales or marketing teams. change? At what level are they aware of the event Examples: topic? or of the company? or of the product? Why must this event be held? What are the demographics (gender, age Why would stakeholders want to invest in groups, nationalities, religion, etc.) of this event? expected attendees? Are there preconceptions and resistances on the topic or issue? How much time do they have to spend at the event?  Why would they want to attend? opportunities and challenges presented by a What do they expect to get out of the event? particular event, the event committee can What will turn them on? What will turn them develop a vision that aligns with the off? company’s overall goals and drives desired Where will they be coming from? How will outcomes. they get to the venue? Examples: 3. WHAT? What problem(s) are we trying to solve? What opportunity must we capitalize on? The central question of “WHAT?” within the What will delight the audience? 5WS and an H framework for event planning What are the expectations of the is concerned with defining the objective of an stakeholders? event. When crafting an event vision, the “WHAT?” inquiry revolves around the 4. WHEN? aspiration to deliver an experience that not only meets but surpasses the expectations of As part of the 5Ws and an H, the “WHEN?” attendees. This necessitates a well-considered the question addresses the temporal aspects of and specific type of event to be held and its an event. This includes both the specific date alignment with the desires and needs of the and time of the event, as well as the duration event guests. of the event itself. To ensure attendee satisfaction, event In this regard, large-scale events (e.g., organizers must prioritize asking questions international conferences, the Olympics) that delve into the core elements of the event. often necessitate extensive planning periods These inquiries should focus on understanding that could span months or even years. In what the event will entail and what specific contrast, smaller-scale events (e.g., meetings, benefits or value—to the highest degree press conferences, etc.) may be planned and possible—all stakeholders or all parties executed within a shorter time frame. involved can expect to gain from their involvement. Moreover, in cases where the date and time have not yet been determined, the event Examples: committee should actively engage in What is the primary goal of the event? discussions to identify the most advantageous What specific needs or desires do our target time for the event execution, where factors attendees have? including the event’s purpose (the “WHY?”), What unique value or experience can we the expected attendees (the “WHO?”), and the offer that sets our event desired outcomes must be reasoned out. This apart? strategic timing can significantly enhance the What are the key benefits or outcomes for all event’s impact and relevance to attendees. stakeholders? Furthermore, it is essential to inquire about Furthermore, in the context of corporate the allocated duration for the actual event. events, the “WHAT” has evolved to The available time will influence the scope encompass a broader strategic perspective. and intensity of activities that can be included Corporate events are increasingly viewed as within the event vision. When considering the valuable marketing tools that can be “WHEN” of an event, it is also essential to go leveraged to achieve specific business beyond the basic considerations of date and objectives. Through this analysis of the time. Additional factors that should be For consideration, if the venue has not yet carefully evaluated include been determined, the event committee’s : responsibility is to choose a location that is Seasonality — Certain events may be more aligned with the event’s objectives, will suitable for specific seasons or times of year. accommodate the expected attendees, meet Cultural or religious factors — Consider their expectations, and adhere to the event’s any cultural or religious holidays or schedule. A venue that is misaligned with observances that may affect event attendance these factors may create logistical challenges or scheduling. These factors can influence the and delay the envisioned success. overall atmosphere and participation in the event Furthermore, the event venue should be easily Competitive landscape — Research other accessible to attendees, minimizing events that may be occurring during the same inconvenience for both participants and other time period and consider how they might stakeholders. Factors including transportation impact the event’s attendance or visibility. options, parking availability, andproximity to Understanding the competitive landscape can accommodations should be evaluated. help you identify opportunities and potential Importantly the venue’s environmental impact challenges. must be taken note of, as sustainable practices Resource availability — Ensure that are increasingly important in event planning. necessary resources, such as venues, vendors, and staff, are available during the desired Examples: timeframe. Availability can be influenced by Where will the event be held? factors, such as peak season, popular event Where will the attendees/participants be dates, and industry demand. coming from? Examples: 6. HOW? When is the best time to hold this event? When will the event be held? Identify the desired or expected number of Is there flexibility in the date and time? participants in the event. Essentially, this can What is the ideal duration for the event? also serve as a basis for estimating the load of Is the proposed time frame feasible for work required and budget needed for your planning and execution? event. Are there any constraints or preferences regarding the date and time? This will help provide a clear basis for the event planning. They can also be presented 5. WHERE? with the specific service and event inclusions, given that they communicate and supply The event vision creation process would be sufficient information regarding their needs to incomplete without envisioning the physical the organizer. While the event manager’s job location where the event will take place. With is to assemble the execution, clients are this, the “WHERE?” question, another responsible for their output expectations as critical component of the 5Ws and the 1H well. framework, addresses the physical location of the event. For instance, if the client is able to give the exact allocation of budgets necessary for the Understanding the aforementioned 4Ws (why, event they aim to make happen, they are who, what, and when) of the event is crucial, entitled to know the equivalents or the worth as all these guide the venue selection process. of what they can willingly provide. This is also to look out for plans that may be Grants overambitious or may fall short of Merchandise sales expectations. Being firm and open to Supplier discounts communicating needs is a way to impart Moreover, major expenses, such as the seamless event planning. The event manager is following, require great attention as they are responsible for asking about the budget set for usually the crucial elements of the event: an event that may come in such conditions or Accommodations as a whole. It is also important to keep in mind Administrative overhead that certain events might need a return of Audio-visual and lighting equipment rental investment coming from their own attendees Awards and recognition or financiers, which shall be made clear with Communication expense Complimentary the client in the beginning. registrations or admissions Consultants In the planning stages, the event budget may Courier and mailing services be based on: Décor and stage set-up Entertainment The budget of previous or similar events Evaluations, report preparation, and Marketing projections and estimates publishing The general economic forecast Food and beverage The expected return on investment Insurance What the host can afford Labor costs for production Legal counsel Money can definitely determine the range and Licenses type of events possible through it. Financial Marketing and advertising: design, objectives are present in every event—be sure production, and distribution tolearn about what the host or event organizers Permits and licenses intend to attain by the end: Photocopying Proceedings and hand-outs: editing, design, Revenue > Expense — these are events that and printing are organized mainly to generate revenue and, Registration materials ultimately, profit. Research Expense > Revenue — these are loss leader Security events that are not intended to generate Shipping/freight fees revenues to cover expenses. Expenses are Signages shouldered by the host. Site office furniture rental Revenue = Expense — the aim is to Site office supplies break-even, that is, to generate just enough Site rental revenues equal to the expense incurred. There Speakers' fees and honoraria are also events intended for profit, with Speakers' travel and accommodations possible sources of income Statt travel and accommodations considered such as: Taxes: Local and national Tips and gratuities Ticket sales or registration fees Transportation for guests Donations Transportation for staff Gifts in kind Video documentation Sponsorship and advertising fees Video presentation Exhibit or exposition booth rental fees Volunteer appreciation activities and gifts Commissions from concession sales C. Ask About the Past and putting pieces together in order to reach a successful end goal—serving its main purpose. Knowing the preferences of your clients is a must. This is for organizers to have something Furthermore, an effective event manager is to keep in mind while the event planning is able to answer the question "why?" to come up ongoing. Therefore, inquire about previously with a well-laid-out plan. In setting event held or past occasions alike with the one objectives, recall the word SMARTER that currently being put together. Generally having stands for Specific, Measurable, Attainable, an idea coming from prior functions can Realistic, Time-bound, Exciting, and influence or introduce new concepts. Taking Responsible. inspiration is a way to utilize resources and assess many possibilities—making it a A. Specific stimulating challenge for the organizer. For events, objectives must be concrete, clear, and specifically defined with no doubt and/or When was the last/previous event? ambiguity in stating the required outcome Where was it held? Did the venue contribute and/or the effects thereof. Specific objectives to the event's outcome? will set and communicate what should happen Who attended that event? How many were as a result (e.g., emotional or behavioral expected? How many came? response) of attending and experiencing the What was the purpose or objective of that event. event? How well was the objective achieved? The event objective should therefore clearly What was in the program? What event define: elements were included? What worked well with the attendees? How will the attendees feel after the event? What did not work. Why? What will the attendees do as a result of What was the total cost of the event? What attending the event? was the cost per participant? B. Measurable III. SETTING EVENT OBJECTIVES Objectives must have a criteria to track the The event objectives direct the goals of the progress of attaining event goals, assess the function. These can be discerned into types, event plan, and even measure the quantifiable such as clear and straightforward or those that aspects by which the performance and success may consume a considerable amount of time of the event will be evaluated. Such measures due to particular standards. may also be used as the standard of comparison of the performances or any other There are distinguishable nonidentical benchmark of an event. particulars of events wherein a huge responsibility is geared towards the The measures that could be used are but not organizer—putting out effective event limited to the following: maneuvering and strategies for least-expected circumstances. Attendance Audience size Events are planned due to various reasons. It Ticket sales can be a gathering for celebrations, meetings, Sales volumes conferences, conventions, and more. It Donation pledges requires a meticulous process of identifying Participants’ feedback Recorded reactions  overcome through the shared excitement and motivation instilled in all stakeholders. C. Attainable Objectives are the ends towards which the G. Responsible event will progress; therefore, they must be Responsible objectives consider the broader attainable for stakeholders to be determined impact of the event on society and the enough to work hard to pursue such goals for environment. They encourage not only the the event. In contrast, if the objective(s) is/are event committee but other stakeholders to push deemed unachievable, then stakeholders will through to develop an event that has a sense of not be motivated to work towards its social and environmental responsibility by realization. However, objective(s) should not evaluating its contribution to the community be “too easy,” which diminishes the room to and its potential negative consequences. With be motivated by them and the presence of such this, the event committee must strive to goals to be challenging. balance the 3Ps: (1) Profits; (2) People; and (3) Planet, to create events that are both successful D. Realistic and sustainable. It is also important to ascertain whether the objective(s) could be achieved using the The incorporation of these elements upon resources available, including time, money, creating the event vision leads the event and manpower. Objective(s) must be worth committee to create objectives that are not working on, considering the need to align them only achievable but also meaningful and to the actual benefit(s) in their achievability impactful. This can be achieved by using the and relevance to the people involved in an following formula: event. “TO” + action word + a single specific, E. Time-bound measurable, attainable, realistic, exciting, Time-bound objectives provide a sense of responsible result + time urgency and focus as they are defined within a specific time frame and thus ensure accountability and progress measurement. They help ensure that goals that depend on the event’s complexity and scope are not left to drift indefinitely. Some objectives may be accomplished during the event itself, while others may require follow-up actions. F. Exciting Objectives should inspire and motivate individuals to contribute to the event’s success. Exciting objectives have the power to motivate and energize all parties involved. However, objectives that are overly simplistic may fail to stimulate engagement. In this regard, objectives that are challenging yet achievable can foster enthusiasm, drive the team forward, and highly avoid the pitfalls of overly easy or overly ambitious goals. The inherent difficulties of organizing an event can be  MODULE 5 THE EVENT CONCEPT Armed with clear event objectives, a profile of the audience or participants, a working budget, and a clearly stated event vision, the event manager now drafts the “meat” of the event — the event concept. To many event managers, this is the exciting part, as they get to exercise their creativity and put in their special touch. But do not get so excited on implementing new ideas; keep your focus on the objectives that have been set and on the audience that you mean to satisfy and to communicate to. Consider your event as a gift in a box. The event vision defines your intention to please or get a reaction from the recipient, that is, the audience. You now go through several decisions as to: what the gift will be; how it will look, smell, taste, or feel; how big it will be; how much you will spend on it; how it will wrapped; how it will be delivered; etc. Your mission now is to come up with a neatly packaged gift for your intended audience in a manner that will achieve your objective/s. EVENT FORMAT: WHAT FORMAT WILL BEST ACHIEVE THE EVENT OBJECTIVES? This is where planning for many events start. Do not jump the gun and start drafting the program. Work slowly but surely following the famous maxim that form must follow function. Let the event vision guide you in deciding the format of your event and the messages to be delivered within the event and in event promotions. Key questions to answer are: How will the event be executed so that objectives would be achieved? What activities are necessary to give the audience a delightful and memorable experience? How can opportunities to socialize be made part of the event? (Events present opportunities for participants or attendees to network and MODULE 6 socialize.) CONTINGENCY PLANNING How much time is available to stage the event? A contingency plan is a course of action What would be a suitable venue for this designed to help an individual or event? (If venue has not yet been decided organization respond effectively to a up to this potential risk, incident, event or situation point) that may or may not happen. Contingency plan provides a structure for assessment In Chapter 1, the sub-fields of event and actions to recover from such management were discussed (Goldblatt, unexpected events. The faster the 2002). These are recovery, the less potential there is for also the special event formats you can damage to occur to the organisation and build your event on. Listed below are a its employees. Speed in recovery also few more types. helps maintain a company's financial status, competitive position and reputation. SAFETY AND SECURITY Contingency Planning calls for the preparation to address safety and security risks. Participants of events prioritize safety and security, especially in light of the uncertainties of the present-day scenarios or the actual event. While these two (2) terms are frequently used interchangeably, they have distinct meanings. Safety refers to protection of people from is designed to reduce the impact of any harm, while security refers to protection of incidents that might still happen despite property from damage or loss. Aside from preventive efforts. Additionally, a crisis these two concerns that an event management plan must be developed to manager should oversee, according to handle any situation that escalates Silvers (2004), there are four (4) concerns beyond initial controls. that an event manager must properly plan for and address: (1) people; (2) property, (3) reputation, and (4) revenues—in VENUE AND EVENT SITE DESIGN that order of priority. A safe, well thought of, and secure Keep in mind that not all variances or event environment always starts with situations are equally important or urgent. an assessment of the venue and site. Responses should be in relation to the The safety and security (S&S) team priority, scope, and severity of the should identify any potential hazards and potential outcome. The first priority should make necessary corrections in advance. always be the safety of people, followed The event manager must also conduct a by protecting property and then financial detailed walkthrough of the site, not just resources. (Silvers 2008) before the event, but periodically during and after it as well. This process involves With a clear understanding of the safety anticipating how each activity will unfold, priorities, the event's safety and security identifying possible risks, and developing team (S&S Team) contributes to risk both preventive and contingency plans to mitigation by assessing the potential of a address them. safety and security breach as well as operational issues. The S&S Team will The goal is to maintain a safe and next devise a risk-reduction strategy, as healthy environment for everyone well as a plan for minimizing the negative involved. This requires careful consequences if the problem continues. inspection of all the following critical areas: There are parts of the event that must be reviewed for safety, security, and other (1) Entryways risks. These sections include but are not (2) Reception Areas limited to: (1) the design of the venue (3) Seating Arrangements and event site, (2) the stage and other (4) Stage Setups structures, (3) transportation, and (4) (5) Both Front And Back Of House sanitary facilities. Operations (6) As well as restrooms and other spaces where attendees and workers will be SAFETY PROTECTION OF THE present. PEOPLE Hazard Checklist A strong prevention plan should be in place to minimize the likelihood of safety After ensuring that the venue and event breaches and accidents. However, no site are properly assessed and secured, matter how strong the prevention plan is the next step is to focus on a detailed it’s still equally important to have a hazard checklist. This checklist serves as contingency plan. The contingency plan a vital tool for identifying and addressing At concert events, it is vital to check the potential risks before the event begins. stability of the stage considering the people and movement on it, as well as the Thoroughly inspect the event venue, proper setup of the lighting and other keeping an eye out for potential technical equipment installed for the event dangers such as: such as the following: (1) Tripping hazards SPECIAL EFFECTS (2) Obstacles that people might run into (3) Slippery surfaces Making use of special effects is a key (4) Areas where falls could occur factor for event managers toengage their (5) Objects that could fall or collapse audience and provide a memorable (6) Hazards that could cause injuries, such experience. Outdoor and close-range as sharp edges or items that could bite or pyrotechnics, such as water fountains, sting smoke machines, bubble machines, and (7) Sources of illness or contamination fireworks, are some of the latest trends used as a creative element to make an In addition to hazard mitigation, discuss event stand out. Safety precautions also safety protocols with the venue apply to these special effects or management, including fire safety, pyrotechnics. When it comes to utilizing evacuation procedures, and responses these, event managers should only to serious threats like bomb threats or collaborate with certified and experienced terrorist attacks. It's also important to suppliers. Require them to conduct safety assess the availability and capabilities measures before and after its installation. of medical facilities nearby, including It is also encouraged to have a first-aid stations within the venue, and knowledgeable staff to handle the effects consider setting up a satellite station if during the event. However, it is also necessary. important to consider the local government restrictions and venue limitations before Provide the safety and security (S&S) utilizing special effects. Have the licensed team with a list of important emergency suppliers assess the venue's suitability for contact incorporating specific pyrotechnics. numbers, tailored to the specific city or municipality of the event. ELECTRICAL CONNECTIONS These should include the following For most events to go successfully, a contacts for: substantial power supply is needed. The amount of electricity needed for the event (1) Ambulance Services, should be specified to event managers. (2) Hospitals, Guided with the event's electrical (3) Fire Departments, engineer, assess the power supply that is (4) Police, available and decide whether more power (5) Bomb Squads, generators are necessary for the event. In (6) Search And Rescue Teams addition to safety precautions for electrical connections, wires and cables should be STAGE AND OTHER STRUCTURES examined to ensure that it is well-insulated. To avoid the possibility of people tripping over the wires, it is recommended to make the walkways and does not need to move suddenly toward aisles wire-free. Cables should be neatly one direction. laid out and covered or taped-down to Be mindful of the venue capacity that is avoid accidents. appropriate for the layout and activities being organized. Limit the audience size CROWD CONTROL to the capacity level. When individuals are gathered in a group, 4. Crowd Collapse - when people in front the crowd creates its own movement. The of the crowd rush forward causing a trip event personnel must therefore anticipate and fall. how the audience will react to each activity throughout the event. Plan for smooth crowd flow at the entrances. Maintain orderly and The following are the types of well-managed lines. dangerous crowd movements along Avoid activities that will cause a crowd with suggested precautionary to rush forwards, such as competing for measures: seats. 1. Crowd Crush - It results from a crowd 5. Crowd Panic - out-of-control movement compressing from a large area to a to avoid a real or perceived threat, smaller one. Event managers have the frequently trampling on others who have following options to prevent this: fallen in their way. Open the doors to the event early so Make sure all exits are well marked and that guests may enter gradually rather visible even during a than all at once; power outage. When moving from one location to Have a trained event team for another, make arrangements for an easy emergencies and evacuations. transfer. 2. Crowd Craze - It is a competitive rush TRANSPORTATION or push of a crowd towards an individual or object, resulting from overexcitement Organizers should ensure that and crowd pressure. Preventive measure transportation for event participants is include: managed with the highest safety standards. They must choose reputable Plan activities to avoid having the crowd transport companies with well-maintained crush vehicles and provide enough If a sudden rush is unavoidable, provide transportation to avoid overcrowding. strong crowd control barriers and enough security teams to manage the crowd. Adherence to scheduled arrival and departure times is crucial, and 3. Crowd Surge - a compression of a understanding the journey duration will crowd towards a specific direction. help in planning for on-board activities or addressing inquiries. Advance planning of Plan event activities and follow the event travel routes is essential, including a sequence in such a way that the crowd pre-event route survey to avoid unsafe areas. For air or sea travel, assess carrier safety and have a contingency plan for enough security personnel surrounding weather-related disruptions. Additionally, the venue. As a result, most of these consider travel insurance to cover events adhere to security protocols such unforeseen events. These measures will as: ensure a smooth and secure transportation experience for all (1) Access or admission should only be participants. granted to those who have been authorized and verified. (2) Proper handling of documents like SANITATION FACILITIES AND WASTE handouts to ensure it is not misplaced. MANAGEMENT (3) If there is recording prohibition (e.g. photos, videos, and voice records), Event organizers must prioritize the health security personnel must inspect attendees’ and safety of attendees by ensuring baggage upon entry. They should also be effective sanitation and waste on the lookout for any hidden recording of management. Cleanliness is vital to the event. prevent illness, especially in crowded areas where diseases can spread easily. In addition, one vital component to event security is being able to distinguish A well-planned crowd control strategy, between members of event staff from along with adherence to government other attendees. This could be health guidelines, is essential. The event accomplished by providing identification site should be thoroughly cleaned before cards, staff shirts, and adequate attendees arrive, with restrooms regularly dissemination of venue access and checked and stocked. If existing facilities limitations. are insufficient, portable toilets should be provided and maintained. Organizers PROBLEM ANALYSIS AND should also anticipate waste CONTINGENCY PLANNING accumulation, provide adequate containers, and schedule regular waste In addition to prioritizing safety and collection to ensure a clean and safe security, organizers should meticulously environment. Coordination with venue plan other critical elements of the event. management for waste disposal is crucial This involves reviewing the event plan, to maintaining overall cleanliness. anticipating potential issues, and determining both preventive and contingency actions. SECURITY PROTECTION OF PROPERTY Identifying Potential Problems The term “security” refers to the Even after thorough planning, it’s essential protection of property from damage or to revisit the event plan and identify loss. Security concerns are regarded in anything that could go wrong. Issues may two ways; (1) protection to physical arise from inadequate planning, property, and (2) protection to unforeseen circumstances, or intellectual property. uncontrollable external factors—many of which could be mitigated with better For example, events with bidding activities preparation. or entertainment gambling should have Event organizers should carefully review to prevent an issue from arising are the plan, pinpoint possible problems, and effective. Once a potential problem has understand their likely causes. By been identified, event managers can identifying the root causes, preventive develop preventative action plans that measures can be more effectively outline how to avoid an issue, unwanted implemented. It's not enough to simply scenario, or potential hazard. recognize a problem; a deeper analysis is necessary to address and eliminate the (1) Assess the root cause - Determine underlying issues. This proactive the root problem before drafting the approach ensures that potential preventative action plan. This lessens the disruptions are managed before they chance that the problem is escalate. caused by another underlying issue. By first assessing the root cause of EVENT PLAN the potential problem, you can later determine the steps required to prevent it. (2) Evaluate the potential risks - A preventive action's purpose aims to prevent various issues from occurring but also focuses on avoiding any additional issues after implementation. Before determining how to address the problem's root cause, evaluate the possibility of creating new issues in an attempt to EVENT PLAN SECURITY MEASURES prevent one. Safety and security are essential to event (3) Ensure continuous assessment - management, regardless of the kind of Because the preventive action plan event you're organizing. As with other addresses a potential but currently planning components, a detailed strategy non-existent problem, the plan and for event security and safety must be outcomes require consistent evaluation established well in advance of the event. and measurement. Once you begin the: (1) preventive steps, (2) executing your plan, you should be flexible contingency plan, (3) crisis in making changes based on new management plan. information and potential scenarios. PREVENTIVE ACTION CONTINGENCY PLAN Preventive action is an action taken by Even with all the safety measures in place, event management to prevent a future events might still go wrong due to problem or unwanted scenario from unforeseen circumstances. Therefore, it is occurring, which is usually based on essential to have a contingency plan in similar past experiences. An appropriate place to guarantee that all potential preventive action plan includes ways of setbacks are recognized and have evaluating whether the activities required well-defined responses in place. (1) Risk Assessment - identify the key Each member of this team should have challenges or dangers related to your specific responsibilities: event — such as technology malfunctioning, supplier issues, security (1) Information Gathering: Collects all concerns, cancellations, and similar relevant details about the crisis, such as potential challenges or roadblocks its causes, extent of damage, and those associated with your event. Then, add affected. This information is shared details about what will happen if each risk with the entire team. occurs, its impact on the event and (2) Liaison: Ensures ongoing attendees, and any other related risks. communication and coordination between event organizers, victims, and other (2) Risk Prioritization - once you have stakeholders. made a list of the risks, prioritize them according to likelihood and severity. (3) Logistics: Secures the necessary Consider how likely it is to happen and materials, equipment, and personnel to how severe it could be by determining its manage and mitigate the crisis. possible impact on your event and attendees’ experience. Prioritized risk can (4) Spokesperson: Serves as the sole also help with proper allocation of budget voice for the event organizers, providing and resources. clear and consistent communication to the public and media. (3) Response Strategies - create a series of strategies in response to each risk or challenge you have identified. Each response should be detailed and involve clear, actionable steps to be taken by the event team to resolve and respond. CRISIS MANAGEMENT Event managers strive for smooth and successful events, but crises can sometimes occur, leading to significant damage to people, property, or reputations. In such situations, the priority is to safeguard lives, prevent injuries, and minimize damage. To prepare for potential crises, organizers should have a crisis management plan in place alongside preventive and contingency measures. This plan involves forming a crisis response team that includes key event staff, security, and venue representatives.