Event Management - Unit 2

TOPIC 2
EVENT
MANAGEMENT
MODELS OF GLOBAL PLANNED EVENT
PREPARED BY:
NORHASIMAH BINTI HAMIM

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TOPIC 2: MODELS OF GLOBAL PLANNED EVENT
LEARNING OUTCOMES
At the end of this topic, the students would be able to:
Recognize and use the five phases of the modern event leadership
Identify the strengths, weaknesses, opportunities, and threats of your
event
Create an accurate blueprint for your event
Conduct a comprehensive needs assessment
Complete a gap analysis for your event
Communicate effectively with event stakeholders
Critically integrate corporate social responsibility ( CRS )

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TOPIC OUTLINES
Introduction
2.1 Research
2.2 Design: Blueprint for Success
2.3 Coordinating: Executing the Plan
2.4 Evaluation: The Link to Next the Event
2.5 Communication: The Tie that Binds
Summary

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INTRODUCTION
“An event can be described as a public
assembly for the purpose of celebration,
education, and marketing”.
Goldblatt, JoeEVALUATION
COORDINATION
PLANNING
DESIGN
RESEARCH
Event Leadership Process

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2.1 Research
Market Research Techniques
Quantitative Versus Qualitative Research
Validity & Reliability:
Producing Credible Pre-Event Research
Interpreting & Communicating Research Findings
The Five Ws:
How To Produce Consistently Effective Events
SWOT Analysis:
Finding The Strengths, Weaknesses, Opportunities & Threats
The better research you conduct prior to the event, the more likely you will produce
an event that matches the planned outcome of the organizer or stakeholder.

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2.1 Research
Market Research Techniques
Market research to
determine the need,
wants, desires, and
expectations of target
market
Market research will help
you determine the target
or primary market, as
well as the secondary &
tertiary market for event
Market research also
enable you to study the
service levels expected by
guest, as well as the
perceptions by internal
stakeholder of the service
currently being delivered

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2.1 Research
Quantitative Pre –
Event Research
Innovators
Combined Research Cost
Qualitative Pre –
Event Research
Quantitative Versus Qualitative Research

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2.1 Research
Validity
Reliability
Primarily confirm that your research measure what it
purports to measure .
For example : If you were to conduct the same study
with another group of senior citizens, would the answer
be significantly different?
VALIDATING & RELIABILITY :
PRODUCING CREDIBLE PRE-EVENT RESEARCH

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2.1 Research
Validity
Reliability
Helps prove that your research will remain truthful &
accurate over time
For example : If you are trying to determine if senior
citizen will attend an event, you must include senior
citizen in your sample of respondents to ensure validity
VALIDATING & RELIABILITY :
PRODUCING CREDIBLE PRE-EVENT RESEARCH

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2.1 Research
Five Steps To Present Pre – Event Research Finding Effectively
Step 4
Step 5 Explain How The Research Was Collected & Describe Any Limitations
Describe The Purpose & Importance Of The Research
Step 3 Reveal Your Findings & Emphasize The Key Points
Invite Questions
Step 1 Determine Your Audience & Customize Your Presentation To Their
Personal Communicating Learning Style
Step 2

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2.1 Research
FIVE WS : HOW TO PRODUCE CONSISTENTLY EFFECTIVE EVENT
When Will The Event Be
Held ?

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2.1 Research
STRENGTHS
• Strong funding
• Well trained staff
• Event well
respected by
media
WEAKNESSES
• Weak funding
• Few human
resources
• Poor public
relation history
OPPORTUNITIES
• Timing of event
congruent with
future budget
allocation
• Simultaneous
celebration of A
congruent event
THREATS
• New board of
directors leading
this event
• Weather

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BRAINSTORMING & MIND MAPPING
Creativity is an essential ingredient in every event management process.
Mind-mapping is an effective way to synthesize the various ideas suggested by
group members and begin to construct an event philosophy. It also allow you to
sift through the ideas carefully show how they support the goals of the event.
The Event Leader is the facilitator of the meeting.

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Rule 1 : There Are No Bad Ideas
Rule 2 : Go Back And Reread Rule 1
Conduct a meeting where creative people are encourages to
brainstorm the various elements of the event.
Place an object in the corner of the table and invite participants to
describe what it might become
Members should be given simple suggestions regarding the why of the
event.
1
2
3
To begin the design phase of this event leadership process, and create a
creative idea by using the rule, :

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Rule 1 : There Are No Bad Ideas
Rule 2 : Go Back And Reread Rule 1
Participant are encourage to provide creative idea for who, when,
where, what and how.
Use a flip chart to list all the initial ideas and don’t try to establish
categories or provide any other organizational structure.
Ask each member of the group to revisit their early ideas and begin to
link them to the five Ws, ultimately help you to see how the event
should be developed.
4
5
6
To begin the design phase of this event leadership process, and create a
creative idea by using the rule, cont:

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Mind-
mapping
Why?
What is the
compelling reason for
this event?
Why must this event
be held?
Who?
Who will benefit from
this event?
Who will they want to
have attend?
When?
When will the event be
held?
Is the date and time
fixed or subject to
change?
Where?
What are the best
destination, location
and venue?
What?
What elements and
resources are required
to satisfy the needs
identified?
How?
How do you effectively
research, design, plan,
coordinate and evaluate
this event?

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Tips for continuously developing creativity :
 Surf the internet for new event models, theories, designs, scenarios, products and
services.
 Visit one art gallery each month.
 Attend a live performance of opera, theater or dance each month.
 Read great works of literature on a continuing basis.
 Join a book discussion group to explore ideas about the literature you are reading.
 Enroll in a music, dance, literature, visual arts or acting class or discussion group.
 Apply what you are discovering in each of these fields, where appropriate to
planned events.

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EVENT
LEADER
Caterer
Decorator
Musical
Contractor
Entertainment
manager
Writer
Marketer
Graphic
artist

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Feasibility means that you have looked at the event design objectively
to determine if what you propose is practical given the resources
available.
Three basic resources that will be required to
consider when planning an event :
 Financial
 Human
 Political
WHAT IS FEASIBILITY?

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1st Approval of event time
2nd Select venue to match time restrictions space
3rd Process must match time frame tempo
4th Event dates

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Timing
 Refers to how much time you have in which to act or react.
 The length of time available for planning and for actual production will
dramatically affect the cost and sometimes the success of the event.
 Budgeting time must estimate the amount of time necessary for pre-event
client meetings, site inspections, meeting with vendors, ongoing
communications and contract preparations, actual event time from time of
arrival through departure and post event billable time.

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Space
 Is the physical space where an event will be held and the time between critical
decisions pertaining to the event.
 The relationship of timing to space is one that is constant throughout the entire
event process.

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Tempo
 The rate or tempo at which events take place during both production
planning and the event itself
 Manage the rate at which task will be completed and events will occur, it is
important to consider if each action is being performed at the best time.

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2.3 Coordination: Executing the Plan
Six Steps Effective Way To Make Decision
Collect all the information. Most problems have many sides to review.
Consider the pros and cons of your decision in terms of who will be affected.
Consider the financial implications of your decision.
Consider the moral and ethical implications of your decision.
Do not harm. Your decision must not harm others or yourself if at all possible.
Make the decision and continue looking forward.
1
2
3
4
5
6

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2.4 Evaluation: The Link to the Next Event
Planned Event Process
RESEARCH DESIGN PLANNING
CO-
ORDINATION
EVALUATION

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The Form Of Event Evaluation
Written Survey
• Conducted immediately following the event, to identify the satisfaction
level of the participants and spectators.
• Prohibits respondent from digesting the total event experience before
providing feedback.
Monitors
• A monitor is a trained person who will observe an element of the event
and provide both written and verbal feedback to the event planner.
• The event monitor usually has checklist or survey to complete and will
then offer additional comment as required.
The telephone or mail survey conducted after the event
• The event planner survey the spectators and participants after the event.
• Event leader able to glean from the respondents how their attitudes have
changed and develop after some time has passed since participating in the
event.

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The core values of the EMBOK framework are values that permeate all aspects of
the event management process
Synergy: linking administration, coordination, marketing, and risk
management.
Example;
 Walt Disney Company was the only organization of its size and type with an
executive board position titled vice president for corporate synergy.
 Disney product line such as theme parks, retail stores, movies, recordings, sport,
television.
 These resources include your ability to administrate, coordinate, market and
manage the risk for the event.

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The Processes
 Assessment is defined as a two-step process of first identification then analysis.
 Selection is the decision-making point, choosing the methods or tactics deemed
most likely to achieve the goal or objective.
 Monitoring includes the regimented and planned tracking of the progress,
status, or conditions of the tactic selected.
 Documentation includes the recording, reporting, maintaining, and archiving of
assessments, analyses, response plans, monitoring and control results, and
other records and documents.
 Communication is a vital component of the process system, which includes
timely information acquisition and distribution plus the appropriate
consultation in decision-making.

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The Phases
 Initiation is the phase in which research is conducted and the concept is defined
and validated.
 Planning is the phase wherein the requirements and specifications for the event
project are determined, and specifying the activities that will occur.
 Implementation is the phase when all the goods and services are contracted and
coordinated, synchronizing all the operational and logistical requirements of an
event project.
 The Event is set apart from Implementation as a distinct phase because a
different and dynamic approach is required once the production begins.
 Closure is the phase in which the event production is shut down, dismantled,
and contractual obligations completed.

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The Core Values
 Creativity is regarded as essential for producing innovative and imaginative
solutions.
 Strategic Thinking is the ability to view and align an individual project’s needs
and methods within the entirety of an enterprise’s short- and long-term goals.
 Continuous Improvement is on the continuous and proactive improvement of all
procedures, systems, and, it is thereby presumed, the results, rather than
relying on reaction-driven planning.
 Ethics encompass the judgments and choices made and the actions taken that
reflect and enact beliefs of what is right versus wrong.
 Integration reflects the critical need to coordinate, synchronize, and merge the
variety and multitude of interactions.

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The Knowledge Domains and Functional Areas
 The Administration domain deals primarily with the proper allocation, direction,
and control of the resources used in an event project.
 The Design domain focuses on the artistic interpretation and expression of the
goals and objectives of the event project and its experiential dimensions.
 The Marketing domain addresses the functions that facilitate business
development, cultivate economic and political support, and shape the image and
value of the event project.
 The Operations domain concentrates on the people, products, and services that
will be brought together on-site to produce the event project, as well as the
roles, responsibilities, applications, and maneuvers associated with each.
 The Risk domain deals with the protective obligations, opportunities, and
legalities traditionally associated with any enterprise, including an event
project.

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SUMMARY
“Creativity & innovation is to events, what the heart & soul is to
the living”
Rehan Waris

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ACTIVITY/TUTORIAL
You are required to read an article titled
“The Vodafone Ball by Euro RSCG Skybridge”.
From the article, you are required to outline
three (3) each of the SWOT Analysis
(Identify and briefly explain the strengths,
weaknesses, opportunities and threats of the
event)

Event Management - Unit 2

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