B.Sc.

Resort & Event management

Final Event project
Subject Code – RER 309
Semester -5

Sem Course Course Title L T P Cre

code dits

5 REP -301 Introduction to Global Hospitality Management 0 0 2 1

(Moocs)

5 RET-302 Hospitality & Events Law 2 0 0 2

5 RET-303 Resort Management 3 0 0 3

5 RET-304 Events Management Production process 2 0 0 2

5 RET-305 Entrepreneurship & Project Management 2 0 0 2

5 REP-306 Hospitality Professional Skills 0 0 4 2

5 REP-307 BUSINESS SIMULATION 0 0 4 2

5 REP-308 Entrepreneurship Project 0 0 3 1.5

5 RER-309 Final Event Project 0 0 3 1.5

5 Open elective 3 0 0 3

5 REY-310 Food and Wine Philosophy 2 0 0 2

14 0 14 22
Scheme FINAL EVENT PROJECT L T P C
Version – 0 0 3 1.5
2016
Semester – 1 &2 HHM Total hours =60
Subject Marks : 100
Code: Internal: 60 External: 40
RER-309
Objectives
To improve the students will have to conduct a real event

Subject Outcome
1 Students to learn all aspects conducting an event
2 Students to learn about planning to execution to evaluation
3 Students will be learning to apply all studied subjects in to real life

STUDENTS ARE TO DECIDE ON CONDUCTING AN EVENT INSIDE THE UNIVERSITY FROM INTITIAL
STAGE UNDER THE GUIDANCE OF THE SUBJECT COORDINATOR.

Creative Brief Template

Instructions: Complete the seven questions below (do not exceed two pages for all answers combined).
Then,continue to page 2.

(1) What local issue has your team identified as the focus of your campaign?

(2) What primary and/or secondary research data have you gathered relevant to this local issue to support your
campaign concept?

(3) Who is the primary target audience within your local community/region? Provide specific details and
descriptors of the ideal candidate to discover your campaign.

(4) What is the key message you want to communicate to your target audience, and what slogan will you use to
effectively convey this message? How will this messaging appeal to your target audience?

(5) Provide a list of tactics you will use to reach your target audience and describe how they support your
overall, integrated campaign strategy:

(6) How will your campaign impact, help or change your local community? Please clearly define what success
looks like, and outline the benchmarks you plan to use to demonstrate the success of your campaign
strategy:

(7) Provide a percentage breakdown of your proposed budget allocation:

 CHANDIGARH UNIVERSITY - UITHM
B.SC. REM SEMESTER 5
Final Event Management Project - RER 309
Executio
S.NO PARTICULARS Scheduled Date
n Date
1 Allocation of Mentor 23/07/19 27/07/19

2 Selection of Event Topic 30/07/19 03/08/19

3 Submission of synopsis/Creative Brief 03/08/19 10/08/19

Submission of event
4 24/08/19
update/Programme 28/09/19

5 Project Documentation 22/10/19 31/10/19

Submission of final Event project

6 20/11/19
report (Two copies)

As per university guide

7 Project Presentation and Evaluation
lines

Marking Scheme – Even Project Report

1 Internal Test Description Max Marks

I Test Creative Brief 5

II Test Event Update 10

Documentation 45

Total 60

2 External Element 1 Project Report 10

Element 2 Presentation 10
Element 3 Viva 20

Total 40
1 Purpose of Project

1.1 The project is intended to serve the student develop the ability to apply multi-disciplinary
concepts, tools and Techniques to deal with the operational problems related to core areas of the
Event, tourism and hospitality industry

2 Type of Project (any one)

2.1 comprehensive case studies
2.2 inter-organizational studies
2. 3 Field study
2.4 Event Project Report
2.5 Entrepreneurship Project

3 Project Supervision
3.1 Each project shall be guided by a supervisor duly Appointed by the academic coordinator

4 Project Proposal (synopsis) (5 Marks)

4.1 synopsis of the project should be prepared in Consultation with the guide and submitted in the
Department. The synopsis should clearly state the Objectives and research methodology of the
proposed Project to be undertaken. It should have full details of the rationale, description of universe
sampling research instruments to be used, Limitations, if any, and future directions for further
Research.
(Filled questionnaire/survey) (10 Marks)

5 Project Documentation (45 Marks)

5.1 project report should be properly documented and will include the following:
5.1.1 executive summary
5.1.2 Creative Brief
5.1.3 Submission of Event Updates
5.1.4 Event Project Report
5.1.5 Event Evaluation analysis
5.1.6 conclusions and recommendations

6 Project Submissions
6.1 final draft of the project should be submitted in Computer-typed and bound form, in the
department after being duly certified by the guide

7 Project Presentation and Evaluation (40 Marks)

formal presentation of the project using audio-visual, Tools before a panel constituted by the
academic Coordinator and evaluation

Entrepreneurship Project

4. Project Proposal (synopsis) (5 Marks)

4.1 synopsis of the project should be prepared in Consultation with the guide and submitted in the
Department. The synopsis should clearly state the Objectives and research methodology of the
proposed Project to be undertaken. It should have full details of the rationale, description of universe
sampling research instruments to be used, Limitations, if any, and future directions for further
Research.
4.2 (Filled questionnaire/survey) (10 Marks)

5 Project Documentation (45 Marks)

5.1 project report should be properly documented and will include the following:
5.1.1 executive summary
5.1.2 Brief of Business Idea & Project
5.1.3 Business Canvassing
5.1.4 Business Plan
5.1. Documentationof Project Report

6 Project Submission
6.1 final draft of the project should be submitted in Computer-typed and bound form, in the
department after being duly certified by the guide

7 Project Presentation and Evaluation (40 Marks)

formal presentation of the project using audio-visual, Tools before a panel constituted by the Subject
Coordinator and evaluation

Entrepreneurship Project – Event Management Company

S.NO PARTICULARS Scheduled Date Execution Date
1 Allocation of Mentor 23/07/19 27/07/19

2 Selection of Business Idea 30/07/19 03/08/19

Submission of Business
3 03/08/19
Canvassing 10/08/19

4 Submission of Business Plan 24/08/19 28/09/19

5 Project Documentation 22/10/19 31/10/19

Submission of final project

6 20/11/19
report (Two copies)

Project Presentation and As per university guide

7
Evaluation lines
Marking Scheme – For Entrepreneurship Project – Event Management Company

1 Internal Test Description Max Marks

Business Idea 5
Project Proposal Business Canvassing &
Filled Questionnaires 10

Business Plan
Documentation
Documentation 45

Total 60

2 External Element 1 Project Report 10

Element 2 Presentation 10

Element 3 Viva 20

Total 40
Documentation of Project Report
Guidelines to be followed
The length of the project should be about 60 to 70 pages
It should be printed on one side.
Times new Roman font with font size 12 is to be used.
All next should be justified with 1.5 text spacing.
After the title page,
One page each of certificate from the institution where project was completed if applicable,
Declaration by the student,
Certificate by the guide and acknowledgement should follow.
Then it should be pages with table of contents and if needed there should be pages with list of
tables and list of figures
Referencing in APA format

Contents of a Project Report

General Information

Introduction of start-up

Reason of starting (Problem Analysing)

Details of Industry to which project belongs

Products & Services offered

Executive Summary

Objective of the business

Vision & Mission

Business Strategy

Organization Summary

Proposed Organisation Structure

Type of Organisation (Solo Proprietorship/Partnership/Joint Stock Company)

Bio Data of proprietor/Promoter

Project Description

A brief description of the project must be stated and must give details about the following:

Location of the site,

Raw material requirements,

Target of production,

Area required

Power requirements,

Fuel requirements,

Water requirements,

Employment requirements of skilled and unskilled labour,

Technology selected for the project,

Production process,

Projected production volumes, unit prices,

Pollution treatment plants required.

Marketing Plan

Type of customers,

Target markets,

Nature of market,

Market segmentation,

Future prospects of the market,

Sales objectives,

Marketing Cost of the project,

Market share of proposed venture,

Demand for the product in the local, national and the global market,

Capital Structure and operating cost

Source of Finance

Working Capital Requirement

Estimate of total project cost (COPEX & OPEX)

Management Plan

Business experience of the promoters of the business,

Details about the management team,

Duties and responsibilities of team members,

Current personnel need of the organization,

Methods of managing the business,

Plans for hiring and training personnel,

Programmes and policies of the management.

Financial Aspects

Revenue Generation (Cash flow & Income projection for first 3 years)

Break Event Point

Return of Investment

Technical Aspects

Technology requirement

Capacity of Machinery

Production Process

Pollution Control

Social & economic Viability

Benefit to society

Economic Advantage

Project Implementation

Timetable for the activities of project from establishing the enterprise to completion

1.1 Introduction
 Event management is the application of project management to the
creation and development of festivals, events and conferences.
Event management involves studying the intricacies of the brand,
identifying the target audience, devising the event concept, planning
the logistics and coordinating the technical aspects before actually
launching the event. Post-event analysis and ensuring a return on
investment have become significant drivers for the event industry.
Page | 2

The recent growth of festivals and events as an industry around the

world means that the management can no longer be ad hoc. Events
and festivals, such as the Asian Games, have a large impact on their
communities and, in some cases, the whole country.
The industry now includes events of all sizes from the Olympics down
to a breakfast meeting for ten business people. Many industries,
charitable organizations, and interest groups will hold events of
some size in order to market themselves, build business
relationships, raise money or celebrate.

Definitions of Event Management

“Event management is the planning and management of an event,

project or activity.”

“An event is something that happens, not just exists - somebody has
to make it happen. Successful events only come about through
action, some individual or group of individuals getting things done."

Event Management 15yrs ago, this phrase would have meant

nothing in the Indian corporate world. Today, it conjures up the
image of celebrities packaged with glamour and pomp in a gala event
that is meticulously planned and slickly turned out. Event
management in India, which was born somewhere in mid 1980s, has
grown in to a highly professional and tech-savvy industry over the
years. In 2001, the industry managed over 1,000 events, including 22
international events.
Broadly event can be classified as corporate events and live
entertainment event. Corporate events are commissioned by
corporate for specific purposes such as dealer‟s conference, or a
happening such as the India visit of Indira Nooyi, worldwide chief of
PepsiCo. Corporate events account for the lion‟s share of the total
number of events managed in the country.

Live entertainment events are stage shows or concerts by

international artists (international events) or Indian artists. These
could be film based, music- based or sports- based events. For
instance, The Manikchand Film fare Awards is a film-based event, a
concert by ghazal maestro Pankaj Udhas or by

Page | 3
the international rock group Led Zepplin would be a music – based
event. Typically, for a live entertainment event, there is more than
one sponsor as well as entry fee for the audience. This category of
events, although small, is growing rapidly in size and popularity.

Unlike a corporate event, a live entertainment event is usually

conceptualized, planned and executed by the event manager.
Therefore, the Intellectual Property Rights (IPR) also vests with the
event manager. However, a company/television broadcaster etc can
also commission an event. In such circumstances, the
company/television broadcaster sponsors the entire show and
retains the IPR. The event manager is paid a management fee and a
production fee as well if it also produces the event for television.
Certain events are created and marketed by the event manager as a
branded property. These events are called branded events. They are
held periodically and require substantial investment in terms of
infrastructure and marketing. For instance, the Femina Miss India
contest is branded event produced by Times Entertainment and held
annually.

An event is a live multimedia package carried out with preconceived

concept, customized or modified to achieve the client‟s objectives of
reaching out and suitable influencing the sharply defined, specially
gathered target audience by providing a complete sensual
experience and an avenue for twoway interaction. From the above
figure we can infer that an event is a package so organized so as to
provide, reach and live interaction between the target audience and
the client to achieve the desired impact. The population of the target
audience that the event is exposed to is called the reach of the
event. The live interaction process facilitates communication
between the clients and the audience.
Event management is considered one of the strategic marketing and
communication tools by companies of all sizes. From product
launches to press conferences, companies create promotional events
to help them communicate with clients and potential clients. They
might target their audience by using the news media, hoping to
generate media coverage which will reach thousands or millions of
people. They can also invite their audience to their events and reach
them at the actual event.

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Types of events

Corporate Events Conferences

Corporate Celebrations
Glamour Events Celebrity Appearance
Fashion Shows
Music Concerts and entertainment shows
Brand Events Promotion and management of Brands
Televised Events Events specially created for television channels

Sports Events Focused around a sporting event

Concept Events (Theme Based Events) Concept conceived by Event
Management Company

Hybrid Events Mixture of two or more of the above

Others Talent Banks

High Profile Weddings, Dance Parties
Page | 5

1.2 Objective of the study

1. To study the scope of event management 2. To gain proper insight

of event industry 3. To study Pegasus events which is well renowned
for its corporate events 4. To prove the hypothesis that event
management is a good choice after getting management degree

Page | 6

1.3 RESEARCH DESIGN

For this project Descriptive Research method has been used.
Structured interview of the SALES & MARKETING HEAD MR. ADNAN
MORBIWALA of PEGASUS EVENTS was conducted on 25 September
2013 at Worli
 DURATION
JUNE to SEPTEMBER
Data computation: 30 hours (editing, typing)
Presentation and collecting primary data: 35 hours
Total time: 65 hours

1.4 DATA DESIGN

PRIMARY DATA: The primary data for this particular project is

STRUCTURED PERSONAL INTERVIEW

SECONDARY DATA: The secondary data is obtained by the websites,

handbooks, newspaper etc.

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2.1 Company’s corporate profile

Mission

To constantly
innovate, imagine and inspire to exceed client expectations.
Vision

To be the most quality conscious event management company in

India.

Page | 8

Pegasus Events is a full-service event management company in

Mumbai dedicated to quality and excellence. Since our
establishment, we have continuously strived towards the flawless
execution of events. We manage events across all major cities in
India and abroad. No matter what your requirement may be, our first
priority lies in gaining an in-depth understanding of how your
business works, what you hope to achieve, and what we can do to
deliver results that exceed all expectations. At Pegasus Events, your
money is important – to you and us. We ensure cost-effective
service, accountability and flexibility. Most of all, we treat your event
like it is ours. Whatever your budget, we have solutions you will not
find elsewhere. "Excellence is the ability to perpetually improve the
quality of what one has to offer…" Pegasus Events is a full service
event management company based in Mumbai, managing events
across all major cities in India (Delhi, Bangalore, Hyderabad, Kolkata,
Chennai, Pune, etc) as well as abroad. Since our establishment, we
have continuously strived towards flawless execution of events. Our
established systems and processes ensure a seamless flow of work
from beginning to end. Our expertise transcends industries. From
Auto, IT and Retail to Financial Services, Tourism and F&B, we have
made our mark as a competitive agency striving to create
memorable experiences for our clients as well as their guests. Right
from the initial conception (pre-event publicity, venue research &
booking, transport, catering, etc), to turnkey production (set-up, on-
site management, staffing, stage designing, entertainment, security,
etc), to post-event support (final material distribution, delegate
attendance assessment, post-event report, etc) – we take care of
everything. Despite our focus on the corporate market, we dedicate
equal attention to private parties, weddings and intimate events. We
incorporate originality and creativity to create some of the most
inspiring, unique and exciting celebrations you will witness.

At Pegasus Events, your money is important – to you and us. We

ensure cost-effective service, accountability, flexibility. Most of all,
we treat your event like it is ours. Whatever your budget, we have
solutions you won't find elsewhere.

Pegasus Events Pvt Ltd is amongst India's premier Corporate Event

Management Companies, delivering and managing successful events,
meetings and conferences across India, South East Asia and the
Middle East.
Page | 9
We provide specialized solutions for Corporate Events (Conference &
Seminar Management, Award Ceremonies, HR Initiatives, etc) and
several variants ofLive Events and Personal Celebrations.

Despite our focus on the corporate market, we dedicate equal

attention to weddings and other personal events. We incorporate
originality and creativity to create some of the most inspiring, unique
and exciting celebrations you will witness. The Wedding Co. is a team
of wedding planners with the ability and passion to organize and
execute economical yet exceptionally premium weddings. Based out
of Mumbai, their capabilities reach far and wide, covering local
celebrations as well as destination weddings. The Wedding Co. has
an extensive network of resources, allowing for extraordinary and
chic weddings to take place at any location. Wedding management
and planning can be a daunting task for any bride and groom, or
their families. And hence, The Wedding Co. thrives upon making the
planning process as exciting and stress-free as possible. Our wedding
planners provide an in depth guidance to the families, managing
from start to finish and planned to perfection, presenting a fresh
perspective and novel approach to weddings. Through the planning
process, we offer you various alternatives so that planning your
dream wedding can be budget friendly. At The Wedding Co. we
understand that your money is important to you, and therefore to
us. Our extensive vendor network helps you get the finest wedding
possible, always. Being an extension of a premium event
management company, Pegasus Events Pvt Ltd, only adds that extra
element to our overall management expertise. Pegasus Events Pvt
Ltd has a wide network and general brand reputation which benefits
at every available opportunity. Our expertise as wedding organizers
excels boundaries whilst keeping in mind traditional expectations.
Together, we bring you a beautiful wedding with memories that will
surpass your expectations and be. treasured with.
Page | 10

Client list

Page | 11
2.2 Services
Corporate Events
The experience we have accumulated over the years prepares us to
meet all your expectations in the corporate event management
spectrum. Our formidable team is armed with a bevy of ideas that
will match any budget. We ensure smooth working from start to end.
Our team will competently resolve everything from slight glitches to
complex conundrums. A sales‟ team meet, an award ceremony or an
HR initiative – we will do it all.

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Product Launches & Brand Activations We ensure the customer

connects with our clients‟ product on a level that matters. Through
promotional activities that will effectively infiltrate market segments,
we will bring your brand to life. To us, product launches and brand
activations are about giving our clients the ideas and the platform
that is needed to showcase their products, in order to propel them
into the market in an effective manner.
Page | 13

HR Initiatives
Our regular work with HR departments of our clients depicts the
depth of the relationship we form with them. We are able to
organize a variety of activities for employees: team building
exercises, leadership enhancement training, and even activities that
provide the necessary platforms to increase interaction between the
different levels of workforce in an organization. We also manage
events that incentivize and reward well-performing employees.
Page | 14

Exhibition Services, Stall Design & Fabrication

In terms of your exhibition and stall requirements, we are fully
equipped and trained to design and execute effective work,
providing a certain level of efficiency in our solutions that ensure
success. Our creative team crafts a layout that is representative of
your products, needs, and concepts. In a nutshell, our services are
inclusive of AC tent and Octanorm set-ups, booth and stall designs,
and setting up various points of display.

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Conference and Seminar Management

We comprehend all the intricacies involved in your conferences and
seminars and can effectively deliver the successful exchange of
information, whether it is a penetration of a new brand to potential
customers, retention of old clients, workshops, annual events, or just
an informal gathering. We‟re geared to successfully handle anything
you need.
Page | 16

The Wedding
The Wedding Co. is a passionate team of wedding designers based in
Mumbai. Our success has been established by the extremely
personal service we provide to our clients. Our well-developed
resource network helps us provide our clients with specialized
solutions after gaining a comprehensive understanding of what their
expectations are. For the perfect wedding, and an absolute peace of
mind, call The Wedding Co. – Mumbai‟s premium wedding planners
Page | 17

Entertainment Services
Another aspect of an event – premium entertainment services – is
also something we manage. Within the corporate segment of
entertainment, events range from executive retreats and incentive
programs to appreciation events and award ceremonies. Pegasus
Events takes pride in having the proficiency to organize all kinds of
entertainment – shows, parties, celebrations etc. – where the
objective is for everyone involved to have a fabulous time .

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2.3 EVENT INDUSTRY

Event Management is a multi-crore industry with mega shows and

events hosted regularly. In India even personal functions like
marriages and birthday parties have become important social
matters, and have to be professionally managed. The growth of
sophisticated and mega companies have brought forth a spurt of
meetings, seminars, exhibitions, conferences, product launches with
everything being a matter of class and style. Then comes the
innumerable celebrity shows, international artists shows, shows for a
cause, road shows, competitions, that India has seen of late.

More than 200 companies have forayed into events. The early 90s
has seen events spend at a mere 20 crores but now it has increased
to over 500 crores. Growth is therefore 400% annually. The FICCI
(Federation of Indian Chambers of Commerce & Industry) had
estimated event management to be a 3500 crore industry by 2009.
But surprisingly, research showed that there was no formalized
education to teach event management and Companies found their
executives not up to the mark to handle events. It was not so easy to
train because event management includes organizational skills,
technical knowledge, P.R., marketing, advertising, catering, logistics,
decor, glamour identity, human relations, study of law and licenses,
risk managements, budgeting, study of allied like television and other
media and several other areas.

CURRENT SCOPE OF EVENT INDUSTRY The event industry is large

and growing, offering employment and personal fulfillment in many
different ways. The event industry is huge: in UK alone, it is valued
at £37bn… and the total market value worldwide is infinitely bigger.
In India, its market is approximately Rs. 500 crore. The scale and
diversity of the event market place means that there are excellent
career prospects for qualified professionals in a variety of settings
like: sport, music, fashion, arts, business, politics, education and
charity sectors, all use events to achieve desire objective.
Given this variety, events provide opportunities for people to apply
their skills, talent and personality. Event jobs in the following
sectors: Corporate: Events are used to meet objectives such as
connecting with business regulars engaging consumers and
rewarding staff.
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National or local Government: Events are vehicles to drive the

economy, showcase a nation or bring together local communities.
Charity or voluntary: Events are used to raise awareness and
generate valuable income for charitable causes. Agency or freelance:
Event planning and delivery is often carried out by agencies or
freelancers working in collaboration with the client and other
suppliers. Event venues: Sports stadiums, entertainment venues,
hotels, conference centres, university facilities, restaurants and bars
can all play host to events and provide employment opportunities
Event-management companies are those organizations that take on
the project of managing a particular event of their client from the
beginning to end. A relatively new breed of companies in the Indian
corporate line, these companies are however, getting increasingly
important with the rise in corporate and personal events needing
professionals to manage them. Scope: With the Indian economy
opening up and throwing open its doors to global MNCs, there has
been a sea change in the way large corporate houses do business.
Bigger is increasingly becoming better, and who better to manage
their ambitious public-relations events than professionals who have
the expertise and resources of making every announcement, event
big. Their scope includes these broad heads: • Corporate: High-level
meetings, conferences, exhibitions, product launches, seminars or
even employee. • Social: Family functions particularly weddings,
birthday celebrations, house-warming rituals etc. • Celebrity Circuit:
Celebrity shows, international artists shows, road shows,
competitions and socialcauses shows. • Sports: Every kind of popular
sport whether cricket or Formula One race. • Cultural: This includes
events which are cultural or are heritage, art based. Areas of
expertise: Almost every big event-management company boasts of a
complete bouquet of expertise all assimilated under one roof so that
the client need not worry about any aspect of the event.

Industry Figures: Still a largely un-organized sector, reports and

studies are few. However, the structure of the event management
market in India is slowly changing from an unorganized market.
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• The market for event management in India is expected to witness

growth of 25% p.a. and reach INR 23 billion by 2012. • The number
of event management companies is under 5000 presently. Drivers:
The key drivers in the growth of event management companies in
India are: • Growth in consumer spending and disposable income. •
Increase in below the line promotion among establishments. • Rising
need of organized and structured event. • Rise in the number of
institutions offering course/specialization in event management.
Challenges: However, some of the pertinent issues faced by
entrepreneurs desirous of in setting up a eventmanagement venture
are: •Lengthy procedure for import of equipment. • High levels of
entertainment tax imposed by the state/central governments.
Clearly the key trends and drivers for growth point towards a
successful horizon for the event management companies in India.
With corporate and personal occasions needing professionals to
manage them, the demand for event managers is burgeoning. The
hitherto unorganized sector is now recognized as a sunrise industry.
Here are the details on the scope of this career. Event management
at one time was about planning, organisation and execution of a
project/activity such as parties, weddings, product launches,
conferences, etc. Today, it encompasses a wide range of profiles that
offer thrilling opportunities to those with an eye for detail and a flair
for organizing. Events attract considerable media attention, draw
sizeable investment from sponsors, involve interactions with the
public, invitees or participants and contain non-negotiable dates.
They also require seamless integration of hundreds of non-standard
elements across infrastructure, permissions, performers, props and
personnel.
Risks include (but are not limited to: Audience or participant
dissatisfaction Failure to achieve event objectives Withholding of
payments by sponsors Loss of reputation Loss of life
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The events and activation company has to manage risks by adopting

a defined risk management approach. Our survey indicates that
these companies face the highest risks around safety, procurement
and event quality. However, only 17% of the survey respondents
conducted a formal and documented risk management exercise for
all events managed by them, while 61% conducted some level of risk
management for their marquee events or for events with a
considerable level of public exposure
The Event and Entertainment Management Association (EEMA)
launched the first ever white paper written in India on the events
and activation Industry at EEMAGINE 2012. The White paper was
launched by Minister of Information and Broadcasting, Ambika Soni
and Farokh Balsara, Media & Entertainment Leader – Europe, Middle
East, India and Africa (EMEIA), along with research agency Ernst &
Young.
According to the report the organized portion of the Indian events
and activation industry is estimated at around Rs 2,800 crore in
2011-12. The industry has grown at over 20 percent during the last
two years and is expected to grow to Rs 4,375 crore by 2013-14. The
report was produced by EEMA and Ernst & Young. The report
identifies the unorganised events and activation sector as well, which
could be as large as or even larger than the organized portion of the
industry.

More than 150 event management companies from all across the
country along with speakers like Ekta Kapoor, Indian TV and Film
Producer and Joint Managing Director and Creative Director of Balaji
Telefilms; Ranjivjit Singh, CMO, PPS, HP India; Amit Tiwari, Director,
Country Head Media, Phillips India, among others, participated in the
event. Subjects like „The changes in the industry so far and the
essential changes to be done in future‟; „Creating harmony
together‟; „Mantras to success‟; „Looking at the key areas for
change‟, „Awakening the internal motivation to make the change
happen‟ were discussed.
Commenting on the growth of the industry, Brian Tellis, President –
EEMA India, said, “The business has shown an unswerving growth
pattern, with 20 per cent increase during the last two years. And I
look forward to a more strengthened position with the help from
regulatory bodies.”
Sharing his views on the subject, Ashish Pherwani, Partner &
Segment Champion – events, Ernst & Young said, “Over the past few
years, the industry has grown considerably and through this paper,
we have endeavoured to capture the trends and challenges that this
dynamic industry faces.”
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Pherwani said that the industry‟s growth will be driven by
development of IP, sports properties, digital activation and rural
properties. In fact, industry leaders are of the opinion that growth
will be driven by development in these areas, which target rural
audiences in consideration with increased spends in tier 2 and tier 3
cities. Marketers plan to increase the proportion of their BTL spends
from 17.8 per cent today to 19.6 per cent by 2013–14. “The
organized portion of this industry is poised to increase as
advertisers‟ increase their below-the-line spends over the next two
years, build communities and amplify the customer experiences they
create,” Pherwani added.

According to the report, the organized events and activation sector

showed an average growth rate of more than 20 per cent during the
last two years because of increasing confidence being shown by
marketers in events and activation for their business growth. The
organized sector accounts for around 40 per cent of the total events
industry. The total number of events delivered grew 24 per cent in
2011–12 as compared to 2010–11. The number of IP doubled in
terms of share of total events from 1 per cent to 2 per cent, while
the main growth was noted in managed events, which increased its
share from 65 per cent to 70 per cent of total events conducted.
According to the report events and activation industry in India has
seen the lowest transactions activity among all segments of the
media and entertainment sector because of its small size, lack of
human resources and absence of bankable IP.
However, on a more positive note, most marketers indicated that
they are likely to increase their expenditure on events and
activations if the ROI can have a fixed standard. However, because of
the unparallel events, there is no universally accepted standard
today to measure return on events and activation spends.
Earnings before interest, depreciation, taxes and amortization
(EBIDTA) figures show that the current profit margin, on average,
stood at around 19 per cent of total revenues. Debtors days stood at
a healthy 59 days, as most events and activation companies only paid
creditors and vendors from advances of collections made from
customers.
Thus, it was suggested that rationalization of entertainment tax is a
necessity. If a uniform percentage is developed, events in many
states can be made viable. Ticketed events have fared extremely
poorly in India due to high taxes. As a conclusion to this, the report
says that there is a need for a tax waiver/ holiday for five years to
give a boost to the live entertainment segment of the industry.
Page | 23

Growth in the live events segment can lead to economic growth,

increased tourism and employment generation.
„Event management‟ is catching the attention of companies and
graduates alike. It does not have a textbook definition and to try and
define it would mean to borrow heavily from mainstream
management and media concepts. It usually consists of
conceptualization, planning, budgeting, and execution of below-the-
line activities such as exhibitions, stage shows, fashion or rock shows,
music concerts, celebrity appearances, fashion or charity shows,
conferences, weddings, product or brand launches, and sports shows
to name few. Events begin where the glamour ends. EM is the most
intimate form of marketing. It is a controlled activity aimed at the
target audience. Events have always been there. In the past meeting,
organizing and project planning were the form of event management
as a profession. Today it is much more professional and more
organized a sector than, a decade ago. Event management was
started, the moment multinationals started pouring in, when our
markets liberalized in the 80s. It is difficult to pinpoint exactly when
event management broke away from mainstream course and started
carving a niche for itself in the industry. Maybe it was around 1996
that it rapidly gained importance as a professionally managed niche
of marketing.
Companies realize that through events they can reach out to
customers more closely, more intimately and it is cheaper than
mainstream or conventional forms of communication, say television
or print. It can be called as 'experiential marketing', or niche
marketing, where the environment is controlled to suit the needs of
the product or
The show being showcased and the output being far tangible that
that of the conventional media. An event is a niche communication
medium that allows companies to reach their target audience
directly with tangible outcomes, which are not possible through
conventional forms of advertisement. Through events, we can select
and reach out directly to our target audience, we can control our
budgets and at the end of the event tangibly analyze if the event was
a success or not. This is quite difficult, in mainstream
communications, where the results are intangible and we are not
sure who is seeing it and whom the communication reaches out to.

Page | 24

Sources of finance for event companies

Government grants
Government grants to assist with the running of events are not easy
to obtain. To be successful, applicant organizations need to
demonstrate that the event has strategic regional importance. For
example it may increase overseas tourists to the region.
Sponsorship
Despite the prevalence of event sponsorship in the sport and
recreation marketplace is increasing, many organizations have great
difficulty in achieving a significant amount of sponsorship.
Competition between sport and recreation organizations for
sponsorship is intense. Organizations need to be very professional in
their approach to sponsorship and to be able to offer sponsoring
companies outstanding value in promotional services. Event
Directors need to exercise some realism and caution in relying too
heavily on sponsorship.
Merchandising Sales
The term merchandising applies to the sale of a range of products
that may be strongly identified with the event or the organisation
hosting the event. A common example of merchandising is the
production and sale of T-shirts, polo shirts, caps and other forms of
clothing that are screen printed or embroidered with a design or
trademark of the event. Participants tend to purchase such articles
for their commemorative value. Other typical forms of merchandise
include glassware, pens, dish cloths, drink bottles and badges.
Merchandising may be a form of income suitable for events that
have larger numbers of either players or participants.
Participant Fees
The charging of fees to participate in the event is perhaps the most
common form of event revenue. Sport and recreation events are a
service provided and it is reasonable to suggest therefore that all
basic costs of the event should be covered by participant fees. These
"basics" include the hire of the venue, provision of appropriate
equipment and the administration of the event. Sponsorship and
government funding, if it can be achieved, allows the organisation of
the event to go beyond the
Page | 25

basics. The event budget should be set so that if sponsorship and/or

government funding is not forthcoming the event does not have to
be cancelled.
Raffles
It is common to find that recreation organizations employ "on-the-
day" fundraising strategies. The most common example is the raffle
and a small amount of income can be achieved this way. Whereas it
is difficult to achieve cash sponsorships, it is easier to obtain goods
from sponsors which can be raffled. Event Directors should identify
and research legislation in their own state/nation that pertains to
raffles and other similar forms of fundraising. Raffles are often
regulated by governments because of the potential for fraud and
misrepresentation.
Spectator Fees
In some cases, events are sufficiently popular and entertaining to
attract paying spectators. However it can be difficult to obtain
money from spectators in circumstances where there no restriction
of access (for example an outdoor event with no perimeter fence). If
this is the case it may be better to make off-street parking for a fee.
Once the budget is finished and the scope of the event chosen, the
next step is to specify the type of financing needed for the balance of
the budget. In any type of event there are always two types of
financing: internal and external.
Internal financing
This is basically the funds belonging to the organization itself,
resulting from previous events which were profitable and from the
membership fees and private funds from the organizer.

External financing may come from: Fees: From the participants and
attendees in the event. It is calculated in a first draft taking as a
reference a previous edition of the event or a similar one in order to
foresee the income and know the fees to charge. Moreover, it is
necessary to know the contribution from institutions, however rough
the estimative may be, before the final fees are set. Fees tend to
cover 50% of the total cost of the event.
Page | 26

Public Institution and Private Sponsor Institutional Help: Public

Institutions: Local government and Town Council Official grants:
local, national, international. Disadvantages with this type of grants
are that they require complicated forms and endless bureaucracy.
Often, these grants are difficult to obtain because all costs need to
be fully justified beforehand and partly or wholly returned if they do
not cover the costs originally awarded for. Another important aspect
of these grants is that our event should not coincide in time with
similar ones, as the sponsorship might be shared with similar events
going on at the same time or simply over. Sometimes, the grants are
part of annual budgets established long before the event takes place.
It is therefore necessary to apply long in advance and adapt our
application to the amount awarded to that purpose.
Private Sponsors: Depending on the type and scope of the event it is
possible to find private institutions (banks, saving banks, companies,
sponsors, et.) to support the event partly or totally. Sponsoring
means to contribute in kind or cash in consideration for publicity and
media coverage that the sponsors will receive in the short term.

When the contribution is in kind, the costs in the examples above will
be covered. For example, the town council will pay for the expenses
of the venue hire directly or a private sponsor will cover the
travelling expenses paying themselves the tickets they accepted to
contribute with. Private sponsors may be: Associations: legal entities
made up by partners with the same purpose who pay a membership
fee periodically with which to support this type of events.
Federations: Associations as a whole. Companies: They finance
events in order to become well known in the short term. They
usually exchange their economic support for the chance to appear in
the events appearing in the media. Charities: These are non-profit
legal entities which may have commercial activities devoting part of
the benefits to support cultural, social or environmental activities.
Sponsors: They offer support, either in kind or in cash, in a long term
consideration. The sponsors
Page | 27

are the promoters and organizers of over 80% of the events

arranged. Most events would not be possible without their support.

The source of finance for Pegasus Events would be generated

internally through events which are outsourced to them, without
getting into specifics.
Page | 28

Event Management as a Marketing Tool

Event management is considered one of the strategic marketing and
communication tools by companies of all sizes. From product
launches to press conferences, companies create promotional events
to help them communicate with clients (and potential clients). They
might target their audience by using the news media, hoping to
generate media coverage which will reach thousands or millions of
people. They can also invite their audience to their events and reach
them at the actual event.
Providing a Plethora of Services
Companies approach event managers with a vague idea and a
budget in mind. It is then entirely up to the event manager to
develop and improvise and turn the idea into a success. Once the
idea and the budget are settled, event managers begin coordinating
with sponsors and performers, arranging travel, security, and
accommodation for the stars if there is a show. They also have to
supervise ticket and stage design, arrange music, sound and lights,
and look into those numerous details that go into making an event
successful. Security is another big issue that is dealt with by event
managers. In India, shows usually have to end before midnight at the
latest, even earlier in some places. Event managers have to ensure
that events conclude on time, and in case they stretch beyond the
permitted hours, they have to handle the police and the local
bureaucracy Bad security could ruin an otherwise well-organized
event. Unwanted guests, stampedes, fights, and harassment of
performers are a few things event managers have to tackle during
public events. Event management companies service a variety of
areas including corporate events (product launches, press
conferences, corporate meetings and conferences), marketing
programs (road shows, grand opening events), and special events
like concerts, award ceremonies, film premieres, launch/release
parties, fashion shows, private (personal) events such as weddings
and bar mitzvahs. Clients hire event management companies to
handle a specific scope of services for the given event, which at its
maximum may include all creative, technical and logistical elements
of the event. (Or just a subset of these, depending on the client‟s
needs, expertise and budget).
Page | 29

Meaning of Event Manager

The Event Manager is the person who plans and executes the event.
Event managers and their teams are often behind-the-scenes
running the event. Event managers may also be involved in more
than just the planning and execution of the event, but also brand
building, marketing and communication strategy. The event manager
is experts at the creative, technical and logistical elements that help
an event succeed. This includes event design, audiovisual production,
scriptwriting, logistics, budgeting, negotiation and, of course, client
service. It is a multidimensional profession.
Educational Support
There are an increasing number of universities which offer Graduate
Degree/ Diploma in Event Management; especially in the UK where
they have been quick to catch on to the new interest and many are
now offering certificate, diploma, degree and masters courses. In
addition to these academic courses, there are many associations and
societies that provide courses on the various aspects of the industry.
These courses though not official, are still useful additions to your
resume.

Study includes organizational skills, technical knowledge, P.R.,

marketing, advertising, catering, logistics, decor, glamour identity,
and human relations, study of law and licenses, risk management,
budgeting, study of allied industries like television and other Medias
and several other areas.
Page | 30

2.4 Turnover of event management industry

• Event Management is one of the fastest growing industries in all

over the world.
• This industry has grown enormously in the last two decades.
According to recent research conducted by Joe Goldblatt, Certified
Special Events Professional (CSEP), annual spending for special
events worldwide is estimated at $500 billion.
• According to industry experts, annual wedding and events is
spending at around Rs 1,500 - 1,800 crore.
• Indian event industry grew from Rs 728 billion in 2011to Rs 823
billion in 2012 achieve growth of 13 percent. The sector is projected
to grow at 14.9 percent to reach Rs 1457 billion by 2016.
• As wedding industry shoots with burgeoning demand for lavish
events, wedding planning industry gets a boost for demand of
organized and structured planning services • These planning services
are the forte of event management concerns whose revenues are
sourced from these events by a considerable percentage • Wedding
as an event needs precision in planning and implementation which is
rendered by event management concerns • Presently, people are
willing to shell out huge money to make their events glorious and
stand out from the rest.
Today, there are a number of companies hosting and organizing
events on a regular basis. These range from the small time private
events to the large-scale international events. A good number of
young people are entering in this field because they realize the
potential of the market and the demand and supply situation. In fact,
the most profitable aspect of this field is the need for creativity. And
that is how and where one earns.
The management of events calls, largely for coordination, from
stage one. The first thing required is to get the orders for the event.
This process is also known as pitching for an event. Usually, whether
it is for small time events (birthday parties and weddings), or then for
the larger ones assigned by companies (exhibitions and trade fairs),
or the international concerts; the event
Page | 31

manager/company is asked to submit a project report, with the

finances involved. On the basis of this, the assignment is given to
them
• Event management industry in India is roughly ten to twelve years
old and is fast gaining momentum •Primarily it has been an
unorganized market which is slowly transitioning into an organized
structure • Increase in a1 and a2 needing professionals to manage
them has led to a major demand for event managers • a3 and a4 are
considered to be 2 areas where there is immense potential for
getting jobs
Page | 32

TURNOVER OF PEGASUS EVENTS

1. ZONE WISE

Interpretation: X axis represents zones and Y axis represents rupees

in lakhs It can be clearly seen that in the year 2012 the turnover was
high in Mumbai with 112 lakhs rupees whereas it was low in Chennai
with just 8 lakhs rupees While in Delhi it was 58 lakhs rupees and in
Bangalore it was 72 lakhs which is the second highest It was
observed that when it comes to domestic events Pegasus events
targets these four states
0
10
20
30
40
50
60
70
80
90
100
110
120
chennai delhi banglore mumbai
x axis- zones
y axis - Rs in lakhs
year 2012
Page | 33

2. INDUSTRY WISE

Interpretation:
Blue portion represents and the red portion represents wedding
clients For Pegasus 90% clients are connected with corporate and
10% are common clients for wedding Thus it is very clear that
Pegasus Events are prone towards corporate events
90%
10%
corporate clients
wedding clients
Page | 34

Event Management in Mumbai

Event Management in Mumbai is not so old concept. As such very

few recognized event management companies exists here. The high
profile events organized in city are basically managed by companies
working in Mumbai, Pune and Mumbai. The most common events
organized here are: Utasav
Décor India
Handicrafts
Mela
Different Corporate Meetings
Fashion Shows
Musical Concerts
Dandiya Raas
Nightlife parties
 Concerts & shows
Fest & live shows
Event Management can be classified on the basis of service
provided, into two categories: Complete: It covers all the aspects
from conceptualization to execution till client satisfaction feedback.
Partial: They provide partial services like a combination of few for
example lights and catering or music, venue and celebrities. Event
Management is still at a personal level. There is no full- fledged event
Management Company working in the city, but below mentioned
organizations are acting as partial or complete service providers.

Page | 35

Event Management Company Pegasus events They organize birthday

parties, marriages and fashion shows which are mainly for
entertainment or fun purpose. They deal at both micro and macro
level there parties are starting from few thousands to as high as 35
lakhs. The biggest event which they have managed was a show worth
25 lakhs in 2009 year. If required they can call celebrities also, but
then the budget will touch 12-15 lakhs figure. The events that they
normally organize are Dance Parties.
Wedding Parties.
Club Parties.
Farm Parties.
New Year Parties.
Concerts & Shows.
Page | 36

Event marketing in Mumbai

Event marketing is growing at a rate of three times that of traditional
advertising. Though relatively small compared to the major
components of the marketing communications mix-advertising, sales
promotions and P-O-P communications-expenditures on event
sponsorship are increasing. Corporate sponsorships in India in 2001
were estimated at $3.9 billion-with 65% of this total going to sports
events and most of the remainder spent on sponsoring
entertainment tours or festival and fairs. Thousands of companies
invest in some form of event sponsorship. Defined, event marketing
is a form of brand promotion that ties a brand to a meaningful
athletic, entertainment, cultural, social or other type of high-interest
public activity. Event marketing is distinct from advertising, sales
promotion, point-of-purchase merchandising, or public relations, but
it generally incorporates elements from all of these promotional
tools. Event promotions have an opportunity to achieve success
because, unlike other forms of marketing communications, events
reach people when they are receptive to marketing messages and
capture people in a relaxed atmosphere. Event marketing is growing
rapidly because it provides companies alternatives to the cluttered
mass media, an ability to segment on a local or regional basis, and
opportunities for reaching narrow lifestyle groups whose
consumption behavior can be linked with the local event.
MasterCard invested an estimated $25 million in sponsoring the
nine-city World Cup soccer championship in the United States in
1994 and will likely sponsor other big events in many countries as
well. Olympics and its renowned five rings are “the world‟s most
effective property” in terms of marketing tools. The Olympics sell
sponsorship on a local and global basis, and every couple of year‟s
corporation‟s line up to pay as much as $50 million to be the lord of
the rings. The Atlanta games in 1996 have a reported $3 billion in
the bank as a result of negotiating sponsorship, broadcast, and
licensee fees.

Page | 37

Activities in Event Management

Pre-Event Activities Events typically have a team based environment

and a project type of organization structure. Thus, responsibilities
are assigned to the relevant staff members in the team for the Event.
Coordination of arrangements required is divided among the team
members. Once the preliminary discussions are over, and the final
concept sold to the client, the very first step creative conceptualizes
works on the designing. Then the Project manager prepares a
thorough schedule after understanding the critical steps ad issues
involved in that particular event. External agencies such as architects
and engineering contractors may be consulted at this stage to
understand feasibility of planned concepts. Most event management
companies have experienced production managers who understand
the feasibility of planned concepts. Then the project manager draws
up a cash flow statement, a budget statement and arranges budget
allocation for the event. Based upon the project requirements
critical dates or deadlines are drawn up and the best possible
solution among alternatives to achieve these deadlines is chosen.
The overall coordinator along with the sales and marketing team
should ensure the completion of overall design, models of stages,
visuals, etc. with graphics included by the creative team within the
prescribed deadlines and make a researched concept presentation to
the clients. At this stage, the legalities of drawing up the contract,
agreements and finalization by signing of contracts between the
event managers and clients becomes a necessity. Keeping the
feasibility in mind physical design are finalized and contractors begin
work. Here fire, safety and insurance issues need to be taken care of.
The coordinator, sales and marketing team then think about
production of advertising promotions, brochures, posters, etc.
Logistics is another important area that needs to be given priority
attention by event coordinators. Logistics in events essentially
involves booking of hotels, air, road, and rail transport for the
participants and event managers, arranging transportations of
material. A joint team of the concept creator and the main
contractors then need to check out the special-effects equipments
and arrangements. At this time day-by-day tracking of timing and
finance with a feedback on possible changes i.e. increase or decrease
in expenditure on various items. Finalization of cleaning, security,
furniture (tables, seating, barricading etc.), décor (flowers),
communication (telephone), and other service hire contracts
(couriers) also take up the production
Page | 38

manager‟s time at this stage. The project manager handles the

progress report and gets contingency plans drawn up. The overall
coordinator has to continue in touch with the client with reference
to the PR, publicity, press releases, and promotion on TV, and radio
along with the public relations team. Arranging for a press
conference for the clients, and artists, giving out invitations, passes
and tickets to the event, organizing the reception for the press with
uniforms for the hospitality hostesses/hosts or staff at the reception
is also a major responsibility for the PR team in the preparatory
stages leading up to the event. Damage control due to artists‟
tantrums is yet another aspect typical of this field that the PR team
needs to contend with. These have to be tolerated and controlled to
avoid any adverse fallout. Final visit for quality checks and control
need to be made to the networking components to ensure and
confirm understanding. These typically include inspection of
dimensions of stage and other critical near finished models for
accuracy by the production manager. The overall coordinator along
with the other team members needs to then arrange for a briefing of
site supervising staff depending on category and type of event. It is
essential that the entire briefing and interaction take place before
the event begins. Once the event gets started the clients and the
contractors‟ staff need to be kept away from interfering with the
execution by the production manager and the event coordinators.
Controlling the panic reactions due to invariable last minute troubles
and final tying up of all loose ends is a very important penultimate
task. The last stage in the first section involves resolution of on-site
wrangles of delivery, permission, missing orders or items, close
attention to construction of sets--asking whether it was done
correctly, supervision of installation of special effects, objects.

During-Event Activities During the event, softer aspects come into

the focus. For overall coordinator, it is important to pass on all credit
to supervisors. Event managers should look humble and be available
to the clients to call on. The conceptualizers‟ efforts should be
appreciated at least during the event. At the same time, there should
be a constant surveillances of the specially effects, display objects
and the food and beverages. Thus monitoring is the gist of the
during-event execution activity that is involved. Photographs and
other multimedia recording arrangements if so desired also need to
be taken from strategic locations.

Page | 39

Post-Event Activities Beginning with the physical task of dismantling

of the sets, post-event activity also run into accounting and other
such works. Final accounts setting (bills to be paid on receipt) is
accompanied by explanations for overspends. The team needs to
carry out a postmortem analysis on the event and conduct an event
evaluation. Recording the photographs taken of the event in the
form of a photodocumentary helps a lot. Performance evaluation of
the coordinators during the event should be carried out immediately
so that weak points after the event can be used for learning. Finally,
the overall coordinator should do the formality of thanking all
involved for the wholehearted and extra efforts provided. Letters
should go out to clients thanking them and these should include a
post-event questionnaire seeking to measure client satisfaction.
Based on this feedback, improvements and adjustments required
should be worked upon. This theory states that the function of
management can be classified into planning, organizing, staffing,
leading and controlling. Finally, the most important part of Event
Management is the execution of the Event as planned. We term this
activity as Carrying-out the Event. Therefore, when we use Event
Management, it is to denote the production of an Event. Staging an
event takes more than a wish or dream. Preparation is the key to a
successful event.
Page | 40

3.1Event process
Event Planning The first and foremost thing to do while planning an
event is to know about the client's expectations. When a client first
approaches you for assigning a task, sit with him and find out what
he wants and how he wants it. Keep in mind the fact that the client
has a very hazy idea of what he wants. He expects you to change that
hazy idea into a reality. So you first need to strike a good rapport
with him. Once you know his expectations you can start giving your
inputs. Since you are a professional event planner he is bound to
believe that you have a better knowledge about these things and will
respect your judgment. Key Factors in Planning an Event Check the
feasibility
Is the event a good idea
Are we in the right community
Who would be the spectators
About the venue
About the media of advertising
Fund stream
Timing Full time should be devoted to implementation of plans.
Make sure your event does not clash with other events. The
Organizing Committee It should comprise of experts in the following
streams: Financial Determine the sources of revenue
Expected level of expenditure
Time gap of expenditure and revenue
Establish a system of financial accounting and control
Page | 41

Marketing To attract best possible audiences

Get sponsorship and best support possible
Operational Guide overall operation of event
Managing the technologies require
Legal Make appropriate contracts involved in managing an event
Handle lawsuits that may arise
Public Relations Teams To handle the celebrities, if invited in the
event.
To host press conferences.
This team is required to take decisions from conceptualization to
completion of the event. Facilities offered Programs
Transport
Catering
Safety and Security
Entertainment
Anchoring and announcement
Music and Sound system
Licensing
Publicity
Promotion
Page | 42
EVOLUTION OF EVENT MARKETING From its origins in event
planning, the event marketing industry has seen great growth in the
last five years and has consistently been one of the most effective
tools that marketing professionals have at their disposal in terms of
making a tangible connection to current and potential customers.
The increasing competitive pressures brought on by globalization are
forcing business professionals to find new ways to engage
customers. Not surprisingly, savvy event marketing professionals are
therefore focusing the majority of their efforts and budgetary spend
on lead generation tactics such as trade shows. While it is important
to garner leads, marketing and specifically event marketing
professionals cannot lose sight of the fact that the sales cycle only
begins at lead generation and that current and prospective
customers must also be nurtured even beyond purchase. Companies
can benefit tremendously from the deeper event marketing touch
points that promote nurturing such as proprietary conferences that
provide a controlled environment for delivering messages and
closing business. The nurturing process will allow the customers to
more effectively be funneled into the subsequent stages of the sales
cycle thus creating greater opportunities to develop into repeat
customers.
Page | 43

EVENT MARKETING An event is a live multimedia package with a

preconceived concept, customized or modified to achieve the clients
objective of reaching out and suitably influencing the sharply
defined, specially gathered target audience by providing a complete
sensual experience and an avenue for two-way interaction.

Fig: Events Definition In-Short This is a

diagrammatic representation of the above definition. From the
model it is evident that an event is a package so organized has to
provide, reach and live interaction between the target audience and
the client to achieve the desired impact. Event marketing involves
canvassing for clients and arranging feedback for the creative
concepts during and after the concept initiation so as to arrive at a
customized package for the client, keeping the brand values and
target audience in mind. Marketing plays an important role in pricing
and

EVENT
REACH LIVE INTERACTION
Right Communication from the client
WITH

Live Audience
CREATES

Desired Impact
Page | 44

negotiations as well as identifying opportunities to define and retain

event properties by gathering marketing intelligence with regard to
pricing, timing etc. In fact, ideally event marketing involves
simultaneous canvassing and studying the brand prints;
understanding what the brand stands for, its positioning and values,
identifying the target audience and liaison with the creative
conceptualizes to create an event for a prefect mesh with the
brand‟s personality.

PUBLICITY AND PROMOTION If one knows how to organize an event

he should also know how to market it. If there is something very
peculiar or special about the event then that main point has to be
highlighted. A product launch for example requires a sales promotion
campaign either before or after the launch. In that case the product
is advertised through banners and media and even door to door
canvassing. Effort is taken to ensure that people sit up and take
notice of the event. Sometimes it could be an event like an award
ceremony, which is to be shown on television and different
companies make a beeline for sponsoring their respective products
in the due course of the programme. This is the way publicity and
promotions work.

MATCH THE EVENT TO YOUR MARKET Choose the kind of event that
appeals to your target market suits your product‟s image and fits
your marketing objectives. If, for example, you are looking for reach
and you are selling a low cost product with wide general appeal,
sports sponsorship may be the avenue for you. If your product is an
up market one, artistic events could suit you better. If your have a
technical product, science-type sponsorships would be possibilities
and if your main aim is to be seen as a good corporate citizen, put
your sponsorship money into good causes. The Children‟s Hospital,
the Red Cross or the environment, to name three, AIDS research is
another one. The meteoric history of event marketing is based in
sports marketing. In fact, music and arts represents a combined 35
percent of event spending as compared 45 percent for sports-related
events. Event marketing also continues to thrive as traditional
advertising rate skyrocket and, really, fail to provide any guarantee
of reaching a targeted audience. Event marketing provides a cost-
effective approach to making a more hard-hitting, emotional, and
tangible pitch to consumers. It also gives
Page | 45
companies the opportunity to cross-promote (promote with other
companies that have related products or services), offer sample
products (give-always), and build strong relationship with various
channels of distribution, such as retail outlets. Charities go out of
their way to meet both their own fund-raising needs and the profit
requirements of the firms they team up with. It is a commercial
relationship and the entire better for it. Charities need funds, and
the businesses need promotions, which show their worth in extra
profit

WHY EVENTS 1. Brand Building

Creating awareness about the launch of new products/brand

Enormous nos. of brand/product are launched every month. Similarly
innumerable new music albums, films, etc get released periodically.
This tends to create clutter of product launches. The large no. of
launches also leads to need to overcome the “ooh-yet-another-
product” syndrome. The need to therefore catch the attention of the
target audience at the time of launch becomes very important.
Meticulously planned events for the launch of a product/brand
seldom fail to catch the attention of the target audience.
Presentation of brand description to highlight the added features of
product/services
Sometimes technological changes pave the way for manufactures or
service providers to augment their products. To convey this via
traditional modes of communication to the existing and potential
customer base may sometimes be futile. Special service camps of
exhibitions are the perfect events that provide the opportunity for a
two way interaction and error free communication. For Example,
IMTEX, the Industrial Machine Tools Exhibition, is an event used by
most machine tool manufactures to explain and highlight the new
and improved features of their product. Helping in rejuvenating
brands during the different stages of product life cycle
The massive amount of money that is spent during the introduction
stage of products gets drastically reduced over time. By the time the
product reaches its maturity/decline stage, the need for cutting
down the budgets associated with the media campaigns, while at the
same time maintaining the customer base is felt. And events offer
the best medium for such a focused approach. It helps in generating
feelings of brand loyalty in the products‟ end user by treating them
as royally as possible.
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Helping in communicating the repositioning of brands/products

Events help in repositioning exercises to be carried out successfully.
In other words, events can be designed to assist in changing beliefs
about firms/products/services. Associating the brand personality
of clients with the personality of target market
Citibank is an elite bank where people do banking with pride. Hence,
other premium brands would like to associate themselves with the
same audience so as to benefit from the rub-off effect. An exhibition-
cum-sale event organized exclusively for Citibank credit card holders,
small merchandisers get to do business with the Citibank customers,
as well as build and maintain a premium image for themselves. Here
Citibank acts as the event organizer and small merchandiser‟s acts as
participants so that they can associate the personality of their
products with the personality of Citibank customers.
 Creating and maintaining brand identity
Australia-based Foster‟s Brewing Group‟s Asian subsidiary in its plan
to launch its bear brand Foster‟s Lager in India choose the game of
cricket – in which the Aussies are known as the best team in the
world. By becoming the official sponsors of Australian cricket team
on its India tour, Foster‟s hoped to achieve its goal of brand identity
building and positioning itself at the premium end of the market.
Rennie Solomito, Marketing Manager for Coors Light (Beer Company)
explains that in order to increase awareness and personality of the
brand, Coors Light tries to find the distinguishing “look of the leader”
in each market. Coors Light select events that are fast paced and
young minded, for example, Coors Light Silver Bullet Concert Series
featuring artists like Bryan Adams and Celin Dion.

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2. Image Building Over and above the brand identity that a company
encourages, events such as The Great Escape conceived by Mahindra
and Mahindra, exclusively for the owners of their four wheelers, the
Armada, are an attempt to build a specific image of not only the
corporate, but also the product, to let owners experience the thrill of
four wheel driving, M&M charts out an offbeat route that
emphasizes the difference between normal and four wheel driving,
and lets the participant experience the high, one feels when steering
and navigating an Armada. Coke is associated with Olympics since
1928; the rationale behind this is similar values and ideologies:
International peace, brotherhood, standard of excellence and fun.

Fig: Constructing the Brand Value Chain

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3. Focusing the Target Market

Helping in avoidance of clutter

Even though some events do get congested with too many
advertisements, events still provide and effective means of being
spotted. For example, Title sponsorship of a major event provides
the sponsor immense benefit since the sponsors name is mentioned
along with the event like Hero Cup, Femina Miss India, Lux Zee Cine
Awards.

Enabling interactive mode of communication

Events generally provide an opportunity for buyers and sellers to
interact. They also provide a foundation for exchange and sharing of
knowledge between professionals. Example: Bang!Linux2000, Auto
Expo. Unparalleled footwear company NIKE ensures that it sponsors
those events which will give it a chance to create an emotional tie
with the participants through onsite brand usage and product
presentation.

4. Implementation of Marketing Plan

Enabling authentic test marketing

Events bring the target audience together, thereby creating
opportunity for test marketing of products for authentic feedback.
The seller can identify exactly the traits and other characteristics that
are desired. For example, marketing events that the Frito-Lay
Company used before it launched its WOW! brand of potato chips.

Enabling focused sales and communication to a captive audience

In an event the audience is more or less bound to witnessing one
particular event. In such a situation it is very favorable for sellers to
put forth their presentations without any diversions. Such a situation
is very valuable given the ineffectiveness of traditional modes of
communication in holding on to the attention of the audience.
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For example, Burger King wanted to reach a young demographic in

the New York area, EMG (Event Marketing Company) helped them to
create a 30-concert series at the New York Palladium. Burger King
received onsite signage and distribution of bounce back coupon.
Increasing customer traffic in stores
Events can be conceptualized to increase customer traffic. They can
be customized to make available, concepts ranging from retail store
specific events to mega events like one day international cricket
tournament. For example, Nescafe 3-in-1 treasure hunt, co-
sponsored by McDonald‟s is a combined effect in increasing the
customer traffic as well as increasing the awareness among the
upper class of the existence of new McD‟s outlets.

Enabling sales promotion

Weekly events conducted by Crossword Bookstore helps in
generating more revenue during the weekends as compared to the
revenue generated in the weekdays.

Help in relation building and PR activities

Practitioners of this marketing function believe that event marketing
campaigns have the ability to create long lasting relationships with
closely targeted market segments. Relationship building is not
restricted to end user customers but also targeted at enhancing new
distributors and sales representative relations. For example: Moksh
organized by Ys Events & UX Events, is an annual technological
festival held by NSCIT (Dwarka) has helped the sponsors in
establishing their relationship with the Institute and ensuring that an
image of being interested is created and nurtured. Coke is
sponsoring the Olympic since 1928. As coke does business in over
200 countries, the Olympics give the company the opportunity to
identify its product with the foremost special event in the world.

Motivating the sales team

The need for interaction is not restricted to external customers only
and end consumers are not always the focus of live media exercises.
This is especially popular amongst pharmaceutical and other FMCG
companies. For Example, during the cricket world cup held in
England HSBC introduced a
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unique pattern of motivating the sales force by awarding them runs

instead of the traditional points system. This resulted in conversion
of almost all of its employees into sales person.

Generate immediate sales

Most events let firms install and exclusive boot and give the
permission to exploit the opportunity to merchandise. Events such as
the annual limited period discount sales from Wrangler and Van
Heusen are authentic stock clearance and seconds sales aimed at
generating immediate sales.

Generating instant publicity

An event can be designed to generate instant publicity upon the
implementation of marketing strategy. The e-commerce start up
Half.com, which wanted to sell products such as CDs, Books, Movies
and Games over the internet was up against major and strong
competition. The result of this publicity stunt started the ball rolling
towards getting this company purchased by eBay for more than $300
million.

Enabling market database assimilation, maintenance and updating

By keeping track of the reach and its effectiveness as well as
interacting with the audience that actually turns up for the event,
event sponsors can assimilate and authentic database. The database
can be used to track various marketing trends. Events can then help
in maintaining and updating the database.

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ADVANTAGES OFFERED BY EVENTS

As is clear from the preceding section, use of events as a marketing

communication tool not only take care of the problems associated
with traditional media but also offer certain advantages because of
which events are gaining importance over them. Some of the
advantages are detailed below:

1. Events have the ability to bring together sharply defined

participants since the capacity for a particular event is usually
limited. A specific no. of the target audience could be invited of
enticed to buy tickets for a show especially created for a particular
profile of the target audience.
2. Since the audience is actively targeted, the option of control reach
can be exercised and ideal audience for narrow-casting of
information can be gathered. This leads to lowering of the media
networking budgets and focused communication with the specially
gathered audience. The audience that has been specially invited
invariably is an ideal audience.
3. An event carried out professionally and cleanly is invariably a
memorable experience. The word-of-mouth publicity that this
generates is an advantage that lingers on a long time after the event
is actually been carried out. This provides an advantage of higher
brand recall to the client.
4. The involvement of all the senses in experiencing the event is one
of the greatest advantages that events can offer. Events can be
designed such that the audience is actively involved in every part of
the event and made to feel good. Thus, events as a live media offer a
certain amount of immediacy to the experience – of being there
while it„s happening. For the audience, it is undoubtedly a thrilling
situation.
5. Live media also enables interactive communication. Live media
scores over conventional advertising in terms of reach, impact and
tangible immediacy of measurement. Live media communication is a
complete sensual experience as compared to a press advertisement
or TV/Radio commercial. This is so because of press ad is basically a
flat piece of paper and a commercial is just an audiovisual
experience. The high recall value of live media communication is also
a major factor.
6. No other media can boast of the ability to provide such massive
collection of feed back instantly as events. Being a live media, it is
possible to feel and deduce the reactions of the audience to the aim
or objective that the event was conceived for.
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7. Easily customizable nature of events, mean that specific traits of

the local inhabitants can be incorporated in the big picture to ensure
that the event is socially and culturally in tune with the local culture.
Thus, the localization of events is very easy.
8. The advantage in terms of post-event publicity that events can
offer over and above the paid or bartered media is the benefit
associated with reports of the event in the newspaper and news on
the electronic media. For such reports there is no extra cost to be
borne – neither by the sponsor nor by the event organizer. This is a
double edged sword because, in case the event is not up to the mark
or is dogged y controversies, then the same is also reported
impartially.
9. The conversion of good events into television software for future
use either by the sponsors for their commercials or by
media house for programming is also a unique benefit that events
offer. Such software become products by themselves and can be
used profitability in the future.

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3.2 PROCESS AT PEGASUS

Analyzing the event
The planning process begins with an analysis of the event itself. The
questions that begin this process what is the main reason behind
having this event? What does the event hope to accomplish? How
will the event be financed? Numerous questions are placed in front
of the event manager. That is how a strong foundation is established.
If too few questions are asked, an event can suffer from a lack of
focus and direction. Keep in mind that during the planning stage
there are many options and hurdles to anticipate. Some things
increase complexity tenfold and others simplify by an equal amount.
A party in the hotel, for example is always simpler to arrange than a
party in a warehouse of distant field with no power, no restrooms,
and no kitchen. That is not to say that the event manager shouldn‟t
have an off-site party, but the details should be considered in the
planning stage. In the same vein, the site is often selected before the
program has been set and the event manager may have to anticipate
a problem fitting the program into the available space.

Assembling The Event Management Team The next important stage

of the planning process is assembling the team. Broadly speaking,
the team should consist of decision makers and implementers.
Decision makers are the people who define the parameters and are
ultimately responsible for the success or failure of the event.
Implementers are those who do everything from negotiating
contracts to inviting speakers to making sure that the right speaker is
in the right room and that the microphone works.

More specially, the planning team will probably include people or

committees with the following functions and responsibilities:

Event coordinator The planner is the central coordinator and does

the following: negotiations and recommends contracts for signature;
solicits bids from suppliers and hires and supervises suppliers;
prepares and recommends budgets and monitors expenses
throughout the planning process; recommends policies and
procedures, supervises registration, maintains communications; set
up filling systems for controlling documents and reports; prepares
personnel schedules for onsite activities
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Decision makers Decision makers may include the organization‟s

president, CEO, executive director, chairman of the board, corporate
officer, and certain departmental heads. Technical staff Various tasks
requiring technical expertise may be assigned to in house personnel
or to subcontractors. Support personnel Members of the clerical
support staff handle typing and computer date entry, makes copies
maintains files, process incoming and outgoing nail, and stuff
attendee packets; they may keep daily activity logs for registration,
expenses, and income, they direct incoming calls; they follow up on
requests for brochures and answer routine questions such as dates
and costs. Developing record keeping systems Often, the event
planner becomes the central coordinator of all information.
Therefore record keeping systems are essential to organize, control,
and monitor activities. The organizational system he sets up must
include a planning schedule. Deadlines forms and checklists to
expedite the process and capture the details in a structured, usable
quickly retrievable manner. The system‟s documents become the
files and records he will need for reporting, evaluating and planning
for future events. Establishing policies and procedures Another
important planning issue has to do with establishing policies and
procedures in the early stage. The key to effective management is
deciding the rules up front and advising the people they affect.
Simple things such as registration cutoff dates, administrative
penalties for cancellation, payment and reimbursement procedures
for speakers, need to be established and communicated or event
coordinators will find themselves continually answering the same
question and mediating disputes. Preparing a planning schedule A
successful event coordinator must have many attributes, but two
important characteristics are good organizational skills and attention
to detail. A key tool that will help in this regard is the planning
schedule.

THE BUDGET
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The event manager cannot have a successful planning structure

without a budget and priorities for how the money will be spent.
Financial decisions affect every area of the event and must be
established early in the process and monitored on a regular basis.
The importance of having all the planning issues covered is that, by
anticipating problems, special needs, and hidden costs, the manger
can be calm during the storm of the event. If he/she always ask
“what is the worst that can happen?” and then have a solution
ready, they will have a reservoir of strategies to be used at a
moments notice, no matter how serious the crisis.

PROGRAM DESIGN What is the program? It encompasses all of the

activities planned for the attendees, from the moment they arrive
until they depart. It includes the content, recreation, meal functions,
receptions and parties, tours, expositions, spouse and children‟s‟
programs, and informal and unscheduled free time. What are the
program topics, passive and active sessions, serious and fun
presentations, and formal and informal times to provide professional
and personal growth and networking opportunities for participants?
The program is like a jigsaw puzzle. When the event manager starts
the puzzle, all the pieces are there but what a mess! The design is
putting the pieces in order. This is more difficult than it sounds
because of the many needs and expectations coming from bosses,
association or committee members, attendees, speakers, and
suppliers. Purpose of the event The first step is to prepare a
statement on the purpose of the event. Identify whether the
mangers objective is to educate, to inform, to solve problems, to
reward, to introduce new products or services, to generate revenue,
or whatever. The Audience Next, he needs to know something about
the attendees. Will the audience be primarily male, female, or
mixed? Are spouses and children invited? Has the primary attendees
met together? Will they know each other? What is their knowledge
or skill level in relation to the subject of the program? What is the
groups‟ personality? Is it fun, serious, verbal, formal? There is a big
difference between state legislators and hand surgeons.That brings
us to why the attendees will sign up in the first place. Their needs
and expectations should not be overlooked. The sponsoring group is
often so concerned about the organizations‟ need being met that it
forgets about the attendees. The event coordinator should play a
strong role in monitoring the program plans to see that the
attendees are not forgotten.
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People managed by Pegasus Events

Interpretation: X axis represent different events and Y axis
represents no of people managed by Pegasus events 100 media
person were managed in Gateway greening ,200 cxo level designates
at Experian Indian conclave and about 900 people at Road show

0
200
400
600
800
1000
1200
Gateway Greening
experian India conclave
Road show for SA
X axis (events)
Y axis (no of people)
Page | 57

Selecting topics formats and speakers or participants Preparing a

master list of topics or activities that is required by the event
coordinators particular event and list educational topics important to
his group. Once the list of topics is complete, the manager can begin
the task of assigning a format to each topic. Some may be debates;
others may be group discussions, still others, lectures papers. Finally
there is the challenging task of finding the right person to
successfully implement the selected format Time allotment In
addition determining what time of year the event will be held and
how many days it will run, time allotment means establishing time
allowances for each topic and presenter. To do this, the manager
must rough out a program agenda showing the activity, the format,
the amount of time allotted, the sequence (daily), and the topic
Budget Prepare a budget listing all programs costs, including
meeting-room rental, attendees‟ materials speakers, fees and
expenses.

SPEAKERS AND OTHER PROGRAM PARTICIPANTS

Who are the people on the program? A program requires a variety of

types of people-speakers, moderators, interviewers, workshop
leaders, trainers, discussion leaders, panelist, expert witness, and
summarizers. If we must have a generic term, let‟s use “program
participants.” But don‟t confuse that term with attendees, who are
also often called participants. By using the word “speakers”, we lead
people to believe that they need only come prepared to speak, when
should be leading training, interviewing. Scrapping the term
“speakers” is a fairly easy way to make a dramatic difference in the
quality of programs offered. The challenge is to see how many
different types of people the manager can use to communicate the
required information without having them read speeches. Successful
professional speakers learn very quickly that reading speech is not
good for business. They talk to their audience; they usually move off
the stage, walk around, and look the audience squarely in the eyes.
Wireless microphones encourage movement. Theses speakers are
often looked upon as entertainers, and there is nothing wrong with
speakers being entertainers. In fact, the problem arises when a
speaker is not entertaining.
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Event coordinators must be more selective more demanding and

more detailed with speakers. They have got to learn how to bring out
the best in poor speakers who happen to be recognized expert in the
field. Most speakers would not welcome guidance on the subjects‟
desired focus as well as the type of attendees and the level of their
knowledge is unimaginable. As the competition to attract attendees
grows attendees are becoming more selective about where they
send their budgeted event money. Programs with high-quality,
knowledgeable speakers, a variety of type of program participants,
and focused and varied presentations will capture the market. Just as
the design of program is one of the most creative aspects of planning
an event, the management of program participants is one of the
most challenging. The managers‟ programs participants are the
transmitters of all that he hopes to communicate. Both the
coordinator and the presenters need to reevaluate the importance of
the participants‟ role.

LOCATING PEOPLE Thinking about program participants actually

begins in the program design phase, because this is where the
manager decides what he wants plan to communicate and how he
will do it. As the manger selects the topic and a format, He must ask
if he can locate or recruit qualified people at a price he can afford.
Once the event manager knows the boundaries of who he needs and
what he has to offer, he can begin researching, brainstorming, asking
knowledgeable people in the field or his colleagues with related and
respected experience. Don‟t automatically use the staff, board of
directors, congressperson, and friends as key presenters. Not only
may they not be the best, it may be harder to keep them focused on
the goals and the audiences interest in the subject. Besides, how
does a manager tell his congressperson or the chairman of the board
that the fifteen minutes are up?

Clarifying roles While the manager is researching his resources, he

should begin to define in writing what he wants each person to do.
What role does this person play in the conference? What does that
role mean to him? Will the participant automatically understand
what he expects? Probably not, so the manager should write a
description a short paragraph explaining exactly what is expected of
each program participant.

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Developing content guidelines The next step is to develop a written

list of points or questions the manager would like to have included in
the speech, discussion or workshop. Then communicate these points
to his program participants in writing, through briefing meetings, or
in reviews of their plans. This is also a good time to go over the
schedule and the importance of adhering to it on site a key aspect of
managing program participants. Some topics are so broad it would
be pure luck if the speaker/leader touched on them without
guidance. The question the manger may ask is: why tell the experts?
The answer is that the experts usually have no way of knowing what
has been covered in past events, and they may not know the level of
audience‟s knowledge or its current interest in the subject. All
speakers have favorite aspects of a subject, areas in which they are
most comfortable and require the least preparation. Without
guidance, speakers head straight in that direction and the manager
will have given them a license to do what they want rather than what
he or the audience wants. They aren‟t wrong the manager is for
abdicating his responsibility.

The event coordinators who think through theses program issues to

the same extent they think through the logistics will succeed. It is not
hard: it‟s logical. What would the event manager want to know if he
were asked to speak to or lead a group? Ask speakers whom he
respects what would be helpful to them. Call potential attendees and
ask them what their interest in a particular subject is.

Research takes time and requires the manager to become a three

minute expert in a variety of subject areas. It offers the opportunity
to learn about so many different subjects. If the manager has to
delegate don‟t give the job away without explaining what he wants,
indicating why he wants it and supervising the product to keep it on
target.

SITE SELECTION

The Hotel Market

The beginning point is to know the hotel market and the event
group. The manger must first understand that hotels make a profit
from guestroom sales, not from sales of food and beverages. Once
he realizes that, a series of questions must be explored. He needs to
know the high, low, and
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average rates for each property. He should know occupancy levels at

various times of the year and a week. He should know the general
economic situation in the city and within the hotel. Companies such
as PKF consulting produce monthly and annual reports on an areas
occupancy level and average daily rates (ADR). These vary by seasons
and days of the week

Look internally for stable ratios of staff to guests and at staff

turnover. How long has the firm‟s salesperson been there, the
general manager? Request a copy of the staffing roaster and ask for
lengths of employment.

Along the same lines, look at the hotels ownership structure. A hotel
is part of a chain may be owned and operated by the chain, or may
be franchised, and thus carry the chains name but be owned by a
separate entity. In either situation, a management company, whose
reputation the manager should check, may perform management of
the hotel. Each of the foregoing arrangements is not of itself good or
bad; the manager simply needs to be aware of these structures. For
example, there are hotels operated by management companies
whose standers are higher than the corporate franchise name
implies and vice versa. This is just the tip of the iceberg for the firm‟s
market research.
THE PROSPECTUS Next to use a tired but true phase, is to know the
event group. Roughly, “the event group” includes the company or
organization the event manager is working for, the programs goal
and requirements the budget and the attendees‟ needs or
preferences. The formal document that profiles the event group is
called a “prospectus”. The first section should introduce the
organization and the specific event in general way. While the
introduction should be factual, it may also be considered a
promotional description emphasizing the organizations purpose.
Section II should relate to the events site requirements for this
specific event, to include the number and type of guest rooms, ADA
requirements, preferred rates, dates and pattern, and the manager‟s
moment by moment needs for meeting rooms. This breakdown
should include room setup, anticipated attendance per room, and
any special space eaters, such as projection equipment, screens, or
head tales. In such cases he many indicate his total square footage
requirements as a total number, or per person if higher than normal
allowances are required. This is also the time to specify ceiling
heights, freight access, or any other required features. Be sure to
advise the hotel if commissions are
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to be paid to the firm or not to any third parties, other that the direct
booking event. A simple statement that says rates are either
commissionable or no commissionable will do. A facility should be
able to determine from this section whether it can accommodate the
event group. If the manager has ever repeated the same
requirements over the phone to fifteen different properties, he will
quickly realize the benefit of including site requirements in his
written prospectus. Not only will he ensure that everyone receives
the same information as part of a well thought out plan, he will
ultimately save time and gain well deserved respect for a
professional approach. In section III, describe the firms‟ history,
either regarding this specific event or a similar one. This is the place
to demonstrate that the firm‟s assessment of its group‟s needs is
accurate and that the facility must deliver what the manager is
asking for. Include past cities, properties, and numbers broken down
in every possible way. Especially as related to numbers, the firms‟
history plays an important role. The manager can be sure the hotel
will check the firms‟ past history. Prospective hoteliers will want to
find out about the firms‟ guest/sleeping roommates and pick up, the
events meals counts, firms‟ total master account charges and credit
record and all too often they‟ll elicit a few choice editorial comments
from the prior facilities managers, which may be to his benefit or
disadvantage. The inexperienced coordinator probably has no
knowledge of this underground grapevine. The experienced
coordinator not only knows it exists but controls the information
released. How? By preparing in the contract that any report or data
about the event must be approve prior to release by the hotel,
thereby giving the coordinator an opportunity to adjust any incorrect
or misleading information. The most difficult problems for hotels are
when the firm considers that their sales are generated from
guestrooms. Say for example 300 rooms are requested and no basis
for arriving at that number is given. Hotels either need a history or a
rationale for the requested number of rooms. If the manager wants
it all with no guarantees and no history, he can and should expect to
pay heavy penalties if he fails to meet his confirmed requirements.
Attrition clauses have been added to hotel contracts to hold the
coordinator responsible for lost revenue from unsold rooms. Section
IV is a detailed day by day time and event specification. The hours,
event and location should be itemized for each day of the event
Once the event‟s prospectus is complete, the manager should
review potential hotels, select those that meet his criteria, and send
them a copy, he might even close an R.S.V.P card and ask the hotel
to return it indicating its intent to submit a bid. A three to four week
response deadline should be established.
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SITE INSPECTIONS After careful review of the proposals, the manager

is ready for his site inspections. The tendency for most coordinators
is to over schedule their site inspections appointments and to
respond to the invitations of all hotels that want to see them rather
than only those appropriate to their event. Three to four hours per
facility is the minimum time needed for a thorough inspection. The
“interview” portion should take one to two hours and the walk
through, depending on the facility size, one to two hours. Then he
should give himself one hour alone for note making measuring, and
revisiting the areas he‟s having trouble remembering. It‟s best to do
this on site, so the coordinator can go back to the room or ask the
salesperson to fill in the gaps. There are numerous site selection
checklists that are useful in devising the manager‟s form. He doesn‟t
even have to have a form, but a system for capturing comparable
data is going to be valuable when he makes his final decision.

Reference checks Finally, the manager should check references of

the final properties under consideration. Ask for the names of three
companies that held events similar to the group‟s event in the hotel
in the past month. That ensures a response based on the current
level of service and limits the ability of the hotel to give the event
group their best references. Everyone has had “star” performances
they want to find out about the typical ones. Even a bad reference
can be good if it helps the manager to anticipate problems and
prepare solutions in advance. At one time or another, everyone has
been in this position, but that is no reason to be less through. If this
is the case for the event coordinator, he should think in terms of site
evaluation rather than site selection. Regardless of the number of
choices, he must know the capabilities and limitations of the facility
and the staff the building the people.

The event manger should not forget about the hotels general
manager (GM). The manager can ask the bell or housekeeping staff
who is the GM? and see what comments are volunteered. There are
various approaches to finding out more about the facility. Some
coordinators visit the hotel unannounced, other take a secret tour of
the services areas, and some have private conversations with guest
and in house groups. The key is not so much how the manger
approaches site selection, but that he is thoughtful and thorough.

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Negotiation Negotiation is the thread that should have been woven

throughout the entire process. Actually, negotiation is an important
sounding word for the give and take discussion between the hotel
salesperson and the coordinator. The key to success in this area is
not only to know what the manager wants in relation to what he
must have, but to know the other business as well as or better than
the other sides representative. Unfortunately, the reverse is usually
true: the hoteliers know more about coordinators than coordinators
know about themselves or their event.
FOOD AND BEVERAGES Food and beverages usually constitute a high
cost item for the coordinator, and a hotel‟s prices should be
evaluated as a part of the site selection process. Hotels are usually
less flexible in their food process than their room rates, especially if
the manager waits until after the contract is signed to negotiate food
and beverage. Hotels are often reluctant to guarantee process more
than three months prior to the event because of the fluctuations in
the costs of food items. This is not generally acceptable to
coordinators because they need to prepare a budget one to three
years ahead of time. One option is to have current menus signed and
dated and insert a contractual clause that limits price increases by
tying them to cost-of-living increase or to some other predetermined
percentage. Even with this option, prices should be finally confirmed
one year out. The manager should not select a site on the basis of
process alone. If cost seems to be the coordinators only criterion, the
hotel may try to lower its price by reducing the number of services,
the quality or freshness of the food products (lesser cuts of beet
canned versus fresh vegetables), and possibly the size of the portion.
A loss of service and quality can eventually be more damaging than a
few added Rupees.

The hotel market The hotel market is constantly changing depending

on supply, demand the inflation rate, and the availability of money. It
is therefore important for the coordinator to stay informed on
market conditions. Convention hotels traditionally have high,
shoulder, and low seasons that also influence rates over that period.
When selecting a hotel it is important for an event coordinator to be
up-to-date on the market situation. The best and most current
sources of information are the industry trade
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magazines including those of the hotel industry. If the coordinator
does not receive these magazines he should ask local hotel industry
friends if he may borrow a copy or the event manager may simply
interview them. When the hotel industry is in a down cycle (a sellers
market of the hotels) the coordinator has the advantage; in an
upward cycle (a sellers market for the hotels) the coordinator is at a
disadvantage. It is quite simple, as demand moves closer to, or
exceeds, supply costs increase and the hotel can be more selective in
the business they book. They establish the rules and effectively
eliminate those who are a not reliable customers. This is not to say
that there are not times when they will want the event group‟s
business, which is a logical question for the manager to explore with
his sales person.

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PLANNING A EVENT WITH SAFETY AND SECURITY IN MIND Safety and

security are on the minds of all travelers. While the percentage of
crimes against travelers nationwide is lower than against residents in
a community that is small consolation to an event coordinator when
he‟s assisting an injured or victimized event delegate. What makes
the safety and security situation even more challenging is that too
often people are not as cautious when they travel as they are in their
own homes. Therefore, the coordinator should be familiar with the
basics to provide a safe and secure environment for his attendees.
Addressing these details as part of the planning process can help
boost attendance and reduce liability exposure both for the event
group and the organizational sponsor.
Safety Safety is concerned with protecting people from injury
resulting from accidents caused by their carelessness or the
negligence of others. This includes helping delegates take
precautions when necessary, inspecting the event facility to insure
that basic safety programs are in place and identifying sources of
medical assistance that can be called in the event of an accident.

Life Safety Protecting the physical well being of delegates is

paramount. Life safety includes protection from natural and "man-
made" emergencies. An event coordinator can do little about the
fact that certain geographical locations are prone to floods,
earthquakes, hurricanes, and tornadoes. However, he can determine
what safety measures have been instituted by the meeting facility.
Don't be reluctant to ask the sales manager, general manager or
security director about the facility's emergency management plan.
Most properties will be happy to show the coordinator what they
have outlines in the event that guests must be evacuated from a
hotel or convention center. If the property has nothing in place
despite the fact that it is located in area where acts of God are
known to have occurred in the past, perhaps the manager might
want to talk to their competition!

Security Security is concerned with protecting people and property

form injury or loss resulting from criminal activity. To help insure the
security of delegates, inquire about crime prevention practices taken
by the facility and in the surrounding area, and examine these
policies. In addition, the manager will also want to "educate" his
delegates about measures they can take to be more secure.
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Reasonable care Common law requires that hoteliers provide
reasonable care for their guests during their stay at the property.
What constitutes reasonable care is determined by exercising
foresee ability, anticipating what risks may befall a guest based on
the type and level of criminal activity that has occurred at the facility
and in the surrounding area. Hoteliers and event coordinators are
not expected to prevent crime, and at best, reasonable care and
foresee ability are terms open to interpretation. However, what is
quite clear is that an event coordinator is expected to assess how
secure the guests he brings to a property will be base upon the
reasonable care and foresee ability he exercises in his site selection
process and while at the facility.

Process at Pegasus 1. Client briefing - the client approaches agencies

and presents project brief. 2. Pitch process - we go back to a client
with ideas and options which can be used for the same. Based on our
pitch the client selects the idea of their choice. 3. Close - after due
diligence the contract is signed. 4. Budgeting - we then generate an
estimate based on all elements involved. 5. execution day 6. Final
settlement - the model followed involves a percentage of the
payment to be made in advance the balance payment allows for a
credit of 7 days on presentation of the final invoice.

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3.3 Competitor analysis

Fountainhead commenced operations in February 1995, a few years
after the liberalization of the Indian economy. The print and
electronic media were saturated with advertisements and brands
were finding it difficult to get noticed. This was seen as an
opportunity to create memorable experiences that would help
brands „cut through the clutter‟ and engage with their customers.
The founders at Fountainhead believed that communicating through
experiences is more powerful than other mediums and hence, it
should be a critical part of a brand‟s marketing mix. They also
believed that consumers are discerning enough to pick quality out of
the clutter and make defining brand choices based on the quality of
these experiences.

1999 - 2005 ON THE WAY TO THE TOP By 1999, Fountainhead was

already rated as one of the top 5 agencies in the country in the first
industry report brought out by Ernst and Young. It was working with
top global brands like MTV, Philips, Hutchison Max Telecom, Procter
& Gamble, Pepsi and solid domestic brands like Tata, Blue Star,
Aditya Birla Group and Bennett Coleman. While successfully
implementing nationwide events for many of its customers,
Fountainhead started its first branch in Bangalore in 2005. In the
same year, the company acquired an office in Bandra, Mumbai, the
organization‟s headquarters. Oran juice Entertainment, our music
vertical, was started in 2003 with a view to create unique music
properties and promote international artists and touring stage
productions. They have landed international acts like Akon, 50 Cent,
INXS, Spirogyra, Buddy Guy and have created very successful music
festivals like The One Tree Music Festival and The Mahindra Blues
Festival. Oran juice, along with Sony Music, launched a new music
property aimed at the emerging Indie music scene called „Live from
the Console‟. Oranjuice has also brought in musical productions like
„Abba – The Show‟, „I Can‟t Stop Loving You- The Ray Charles
Musical‟, „The Broadway Show‟ from London‟s West End.
Page | 68

2006 - 2011 EXPLORING NEW FRONTIERS

In 2007, Fountainhead commenced its Delhi operations and in 2010,

it started a Youth Engagement division that gave its clients extended
reach within the school and youth segment. Working with brands like
Cartoon Network and Tata, this division has contacted 2500 schools
reaching out to 15 lakhs students till date. Fountainhead also
recognized the need to have a strong presence in the Brand
Activation space as many of its clients were looking for different
touch points to engage with their audiences. Therefore,
Fountainhead Activation was launched in 2011. It has completed
successful national activation campaigns for brands like VISA, Diageo,
Premier Automobiles, Star Movies, Disney, Samsung, Carlsberg and a
host of others.

2012 CREATING THE FUTURE

It was inevitable that Fountainhead would need a solid presence in

the digital world. Fountainhead Digital was launched to extend touch
points for experiential programmes onto a new media platform and
connect brands and customers in convenient and exciting ways. The
company has established a strong presence in the Digital domain and
is poised to grow exponentially. Fountainhead Digital brings together
expertise in creativity, research and technology to create delightful
digital brand experiences. The company has created engaging digital
experiences for brands like The Aditya Birla Group, Whirlpool,
Biocyclable, UltraTech Cement, Dasra and Magic Bus among others.
To further strengthen its service offerings, the company started a
fledgling new division called Fountainhead Corporate Holidays. This
division will target and be active in the „meetings, incentives,
conventions and exhibition‟ segment. It will combine its experiential
marketing strengths and the collective strengths of an experienced
team of travel professionals. Fountainhead‟s vision is to build an
admirable business, retaining the core values of professionalism,
creativity, integrity and innovation to become the agency of choice
for Corporate India.
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4.1 INTERVIEW

Mr. ADNAN MORBIWALA

(Sales and marketing head at Pegasus)

1) How many types of events have you organized throughout your

career?
I have mainly worked on events within the corporate sector,
which includes conferences, seminars, product and brand launches,
press meets, anniversaries, team buildings and trainings, trade show
booths etc. Within the private events section my work includes
weddings, anniversaries etc.
2) Tell us the essential requirement for arranging particular event?

The most essential requirement would be legalities and licenses

involved within an event. All other collaterals for the event come in
based on the main 2 requirements.

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3) What problem you have encountered while planning the events?

The problem usually is the paucity of venues in India and

budgets assigned. As a company always planning for contingencies
allows us to overcome any potential risks we would face well before
any event, so on the day we have all contingency plans to fall back
on. We insure ourselves before every event.

4) What keeps you motivated to work harder?

The fact that we believe "great things can be achieved with

limited resources", and the dynamism that event management has
as an industry allows you to constantly experiment and innovate.
5) What would you say are some of the main challenges in this job?

The main challenge faced is coming up with innovative ideas in a

cost effective way, differentiating yourself from the rest through
your ideas and visibility and creating brand value in a highly
competitive market

6) Event management in India is indigenous and growing at a great

speed so can we expect foreign investment in the coming years?

Yes, I think the event management industry here and the

industries abroad are converging and with the percentage growth
every year it will be a big contributor with regards to foreign
investment in the coming years.

7) Can you make event management simpler for us? Or explain event
management in one word?

Imagination

8) Have you incurred any losses till date?

Till date we haven‟t incurred any losses

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4.3 CONCLUSION
Event management is a glamorous and exciting profession which
demands a lot of hard work and dynamism. As the name suggests, it
means conceptualizing, planning, organizing and finally executing an
event. The event could be of any type - musical show, concert,
exhibition, product launching etc. This industry is just eight years
old in India, but holds a lot of promise for expansion. It offers
enormous scope for ambitious young people. Event management is
the planning and implementation of events, large and small that
meet the marketing goals of an organization. Event management is
an area that is growing rapidly, and is expected to have a better
growth rate in the next decade. Typical events organized by
professional event managers include product launches, parties,
sponsored events, sporting events, competitions, concerts and
festivals, fundraisers, trade shows, corporate open days, seminars
and tour
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4.4 SUGGESTION
Making a project on event management and that too on Pegasus
events was a great learning experience. But my suggestion for
Pegasus would be that they should diversify their chain and not just
limit it to corporate events because during this project it has been
noticed that people nowadays tends to spend more on wedding.

4.5 LIMITATIONS

This study limits to one company which partially gives the ideas of
event management however they are covered nicely

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ANNEXURES
BIBLIOGRAPHY
Handbooks of Pegasus Events Magazines Economic Times (
periodical)

WEBLIOGRAPHY

www.eventmanagement.com www.wikipedia.org
www.pegasusevents.in www.showtimesevents.com