EVENT MANAGEMENT OVERVIEW

A. EVENT MANAGEMENT

EVENTS AND EVENTS MANAGEMENT

An event is commonly understood as an occurrence; something that

happens. In the 1980s the buzz word was “special events.” Joe Goldblatt, an
authority on event management and author of several books on the subject
defined special event as “a unique moment in time celebrated with ceremony and
ritual to satisfy specific need”
Donald Getz, a professor of tourism and hospitality management from
the university of Calgary presents his definition of special events from two
perspectives.

• “A special event is a one-time or infrequently occurring event outside

normal programs or activities of the sponsoring or organizing body.” Or
• “To the customer or guest, a special event is an opportunity for a leisure,
social or cultural experience outside the normal range of choices or beyond
everyday experience.”

Getz (2002) later narrowed the definition to planned events, or events

produced for a purpose.
These definitions separate special events or events, as it will be mentioned here
henceforth, from any other occurrences in our day-to-day lives, as well as any
unplanned, spontaneous, or spur-of-the moment activity. Events are planned, and
are always planned to be special. Events have these common characteristics:

• Are unique occurrences that do not happen very often

• Have a limited duration (happening within hours or days at the most)
• Happen with a live audience in attendance
• Require one or more groups to plan and organize
• Are staged for a purpose
In sum, events are unique happenings that bring people together for a purpose.
With the rise of events, came the new field now known as event management
(Goldblatt, 2001) defines event management as:

1. A function requiring public assembly for the purpose of celebration,

education, marketing and reunion; and
2. The process that includes research, design, planning, coordinating and
evaluation of events.

With the purpose and the process of event management in mind, this rising field
is deemed as a science and art. It is a venue to incorporate principles in the field
of management and business with the social graces, protocol, and the art of
creating unique experiences.

TYPES OF EVENTS
Events can be classified according to the purpose of gathering, the number
of people involved, frequency, and the magnitude of the impact.

1. According to purpose: The C’s of events:

• Celebrate – Events bring people together to celebrate life’s milestones and

accomplishments, and to perform rituals or ceremonies as required by religion,
culture or society. Such occasion includes;
› life-cycle events
› religious rituals
› commemorative ceremonies
› socio-civic events
• Commune – It strengthen bonds of friendship and restore relationships.
e.g
› reunions
› hallmark events
• Convene – To share and pass on knowledge among peers and colleagues.
e.g
› meetings, conferences, conventions
• Commerce – To market and promote product offerings. e.g
› marketing events
› exhibits and trade shows

2. According to the number of participants – This may range from limited board
meetings to wide-scale conventions with thousands of delegates.

3. According to frequency – events may range from a once-ever event to

monthly, quarterly, semestral, annual, biennial, triennial, or quadrennial event.
There are also events held on a “need to” basis.

4. According to magnitude of impact – It is common for events to leave an

imprint in the minds of the people who attend the event. There are also events
that have long-lasting and far-reaching effects.

FIELDS OF SPECIALIZATION
Events management has evolved to become the profession that plans and
creates occurrences that purposely bring people together. The degree of
preparations for such activities has grown in depth and expanse, such that sub-
fields of specialization have emerged. Goldblatt (2002) lists some of these sub-
fields:

• civic events •conventions

•exposiotions • fairs and festivals
•hallamark events • hospitality
• incentive travels • meetings and conferences
• retail events • reunions
• social life-cycle events • sports event
• tourism
B. THE EVENT MANAGER
The event manager is the one tasked with making such events happen
through a process that includes information gathering, concept development,
planning, coordinating and evaluation. Thus, the event manager must be gifted
with special skills and an arsenal of yechniques not only to put the event together
but to allow the participants to get something meaningful from it.
Events are unique happenings- uncommon, distinct,inimitable matchless
and irreplaceable. The event manager is responsible for creating an experience to
learn from or to cherish forever. Thus, the event manager must make sure that
the event is masterfully designed, planned and executed, so that it is worth the
time and effort everyone has put into it, and that the result will be a delightfully
memorable experience.
Events bring people together- it is therefore amust for an event
manager to enjoy being with people and bringing them together.
Events have a purpose-being always conscious of the purpose of the
event is the tie that binds all of the elements together. This is why the event
manager is a manager. Being able to draw a cohesive plan, organize resources
needed to put the plan into action, direct people towards the common objective,
and evaluate the results.
The definition of eventmanagement mentions five processes: Research,
designing, planning, coordinating, and evaluating (Goldblatt, 2002). The job of an
event manager encompasses these five areas, plus all details therein.

DIFFERENT JOB TITLES FOR EVENT MANAGER:

> Catering manager > Convention services manager

> Conference manager > Director of conference services
> Director of events > Event producer
> Event coordinator > Meeting planner
> Conference planner > Meeting professional
> Conference planning manager > Special event director
> Conference services manager > Special event planner
SUITABLE JOB QUALIFICATIONS FOR EVENT MANAGER:

1. KNOWLEDGE
- process in planning, staging and evaluating an event; including knowledge of
the technical aspects of show production
- principles and processes for providing customer services; including customer
needs assessment, meeting quality standards for services, and evaluation of
customer satisfaction.
- administrative and clerical procedures and systems such as word processing,
managing files and records, transcription, designing forms, and other office
procedures.
- business and management principles involved in strategic planning, resource
allocation, human resources management, leadership techniques, production
methods, and coordination of people and resources.

2. SKILLS
- proficiency (oral and written) in the language spoken by the client, target
participants and local supplies; including knowledge of the rules of grammar,
active listening, and effective speaking.
- use of critical thinking to identify the strengths and weaknesses of
alternative solutions, conclusions or approaches to problems
- coordination being able to adjust one’s actions in relation to another’s
actions
- being aware of others’ reaction and understanding why they react as they do
- use of judgment and sensible decision-making even for complex problems
- actively looking for ways to help and be of service to people
- time management

3. ABILITIES
- creativity and originality, or the ability to come up with fresh or clever ideas
about a given topic or situation, or to develop creative ways to solve a problem;
also includes the ability to generate a stream of ideas about a topic or situation
- potential problem analysis and contingency planning, or the ability to tell
when something s wrong or is likely to go wrong, and how this maybe prevented
and/or corrected.

Most importantly, an event manager must be a quintessential professional who

is reliable, responsible, and dependable in fulfilling obligations; able to take
charge and direct others; pleasant to work with and displays a cooperative
attitude; honest and ethical; and persist in spite of challenges and obstacles. An
event manager is a stickler for details and thoroughness, and sets high work
standards for himself/herself/ and his/her team. An event manager has the
humble attitude of a servant; always ready to please and serve the audience, the
client, the sponsors, the team, and placing himself/herself least of all.
An event manager effectively and efficiently envisions, executes and
evaluates unique happenings that bring people together.

C. THE MARKET FOR EVENTS & THE EVENTS STAKEHOLDERS

> The event market can be a consistent source of revenue for hospitality
businesses such as:
• hotels
• restaurants
• catering facilities
• entertainment
• and leisure venues
> Evolution of events
• In the past decade there has been a rise of event venues in the Philippines.
• In the 1950s and 1960s, parties were usually held at home or in big
restaurants.
• In the 1970s and 1980s, deluxe hotels and their ballrooms and function
rooms became the venues of choice.
• This trend went on well into the 1990s, which also saw the rise of resort
venues.
• In the current decade , event venues came to fore-convention centers,
exhibition centers, gardens, banquet halls, air-conditioned tents and even
warehouses built specifically for meetings, parties, and events.
> Growing market
• The growing market for events also means a growing number of prospects
and targets.
• Based on the main purpose of events, celebrate, commune, convene and
commerce the market for events maybe segmented into individuals, families and
organization

INDIVIDUALS & FAMILIES

> Individual and families are the typical prospects for life-cycle events.
> These days, the gamut of events in one’s life runs from basket to casket.
> Hold parties to celebrate, and to commune and rekindle relationships.
> Aside from life-cycle events, there are family reunions and gatherings to
welcome family members arriving abroad (Bienvenida) and send offs for those
leaving the country (despedida).
> There are blowouts to celebrate big and small achievements.
> even wakes and funerals are now well coordinated.
> They are usually less formal in decision making when it comes to events.
 > Thereis noformal organization or structure when it comes to communication
and decision making.
> Being able to satisfy the client is the key, and relationship building is very
important.

ORGANIZATIONS

> Typical prospects for events to convene and for commerce. Commonly
referred to as CORPORATE EVENTS.
> They compose the markets for meetings, seminars, conferences,
conventions, product launches, bazaars selling events, sales promotion activities,
office parties, incentive trips, and recreational activities.
> The segment is further divided into COMPANIES and BUSINESS
ESTABLISHMENTS and ASSOCIATIOND and ORGANIZATIONS.
> Companies and business establishments may have events as part of their
operating calendar (annual meetings or quarterly sales rallies) or in response to
the demand for their products (product launch and promotional activities)
> Company meetings are smaller in attendance compared to associations but
are likely to be more frequent.
> More offen, the company puts the bill for the event.
> Associations are organizations of people that have a common interest or
purpose.
Can be categorized into:
• TRADE ASSOCIATIONS – made up of individuals and corporations that
operates within an industry, or bound by similar business concerns.
• PROFESSIONAL ASSOCIATIONS – Formed by individuals in a common or
affiliated professional. Many professional association hold regular meetings or
events as part of their continuing education.
• NON-PRO AT ORGANIZATIONS – include social, military, educational,
religious and fraternal groups.
>Organizations usually give the responsibility to an event committee.
>Event managers will come to realize that the decisions made by the
organizations are influenced by several factors:
• EXTERNAL BUSINESS ENVIRONMENT- Economic conditions, customer
demographics, natural environment, completion, technology, government and
industry regulations.
• INTERNAL ORGANIZATIONS- The organization’s objectives, policies,
systems.
• INTERPERSONAL FACTORS- Authority, status, relationships of decision
makers.
• THE INDIVIDUAL DECISIONMAKER- Job position, age, education, personal
preferences.

EVENT STAKEHOLDERS

> An individual or groups who have some form of interest in the event.
>such interest may be financial, emotional, political, social or any other form
of personal involvement in the event.
THE HOST - This is the person or group who are giving the event.
THE GUEST- These are the people attending the event. Also known as audience,
participants, attendees, or visitors.
THE EVENT COMMITTEE – The group involved in the planning and execution of an
event.
THE FINANCIER – Is the money man- the one who foots the bill.
THE SUPPLIERS – The event manager works with other companies that will bring
the event concept into a reality. The managers partner to ensure a winning
event.
THE EXTERNALS – Are entities that are external to the host or the event manager
but have financial, emotional, political, social or personal interest in the event.

EVENT PLANNING
A. CREATING THE VISION

EVENT VISION
event managers are missionaries, they have a vivid, distinct, and detailed
vision of some future happenings. Event managers turn this vision into reality in
step-by-step manner. Most people who plan events makes the mistake of
creating the product first even before trying to understand for whom it is and why
it is to happen. Thus it will be very likely that important details will be missed,
and possibly even the whole reason for which the event is staged.

3 STEP PLANNING PROCESS ON CREATING THE EVENT VISION:

1. GETTING TO WWWWWHOW
INFORMATION GATHERING
• Creating the event vision begins by understanding the event to be executed,
the reason for it, the people involved, the timing, the setting etc.
• Basic research techniques uses the interrogative words: WHY, WHO, WHEN,
WHERE, WHAT and HOW (5W’s and H)
• These questions draws out actual answers which will help create a clear
vision for the event being planned.
• Questions that yield YES or NO would lead to dead ends; using
WWWWWHOW will teach you as you need to know.
>The Right Source:
- Ask the right questions to the right people- get information from the right
source.
- Your primary source of information will be the client or the host for event
committees.
- Set a meeting with the prospect prior to drafting your event plan. meet with
the host or members of the event committee as these people hold or have access
to information you need to put the event together.
- it may also be necessary to include the financier in the meeting even if it just
to clarify concerns on the budget and ROI target.
- If possible get a chance to meet with a sample group of potential event
guest.

> The Right Questions:

 - Before meeting with anyone prepare checklist of questions that will help
you gather facts relative to the event.

SETTING EVENT OBJECTIVES

> OBJECTIVES – define what the event hope to achieve
- management books tell us that objectives should be S.M.A.R.T
(Specific, Measurable, Attainable, Realistic and Time-bound.)
• SPECIFIC – Objectives should be concrete and ell-defined, clearly
stating the required outcome and/or the effects desired.
• MEASURABLE – Objectives are marks against which performance and
success will be evaluated. It should have a way of measuring performance.
• ATTAINABLE – Objectives are the ends to which the event ill progress
• REALISTIC- Aside from being attainable, check whether objectives can
be achieved using the resources available, including time, money, and manpower.
• TIME-BOUND – Set a period within the objectives must be achieved.
Time is another measure of performance.

DRAFTING THE EVENT VISION

- With event objectives set and armed with a lot of answers from the
interview, the next step is to create the event vision, a definition of what kind of
event you would have.
THE EVENT PLANNING PROCESS ON VISION:
1. PURPOSE
2. AUDIENCE
3. OBJECTIVES
4. BUDGET
5. MEASURES

B. THE EVENT CONCEPT

> Armed with clear event objectives, a profile of the audience or participants, a
working budget, and a clearly stated event vision the event manager now drafts
the “meat” of the event – the event concept.
> To the event manager, this is the most exciting part because they get to exercise
their creativity and put their special touch.

THE EVENT PLANNING PROCESS ON CONCEPT:

1. Format
2.Venue
3. Experience
EVENT FORMAT :
key questions to answer are:
- how will the event be executed so that objectives will be achieved?
- what activities are necessary to give the audience a delightful and memorable
experience?
- how can opportunities to socialize be made part of the event?
- how much time is available to stage the event?
- what would be a suitable venue for this event?
EVENT VENUE:
- select a venue that will best house your chosen event format, and also help
achieve the event objective.
EVENT SCOPE:
> Event title
> audience profile
> venue
> day and date
> time
> event objective
> business objectives

EVENT PLANNING
A. CONTINGENCY PLANNING – Contingency plan is that of an in-depth procedures
manual for recovery team members to make decisions regardless of the disaster
situation.
5 STEPS INCONTINGENCY PLANNING:
1. Identify and prioritize resources
2. What are the key risks?
3. Draft a contingency plan
4. Share the plan
5. Revisit the plan

SAFETY AND SECURITY

> A safety and security plan begins by defining the risks. Risk is a combination
of harm and the likelihood that it will occur.
MAIN HARM THAT EVENT OWNERS FACE ARE:
1. Injuries to persons
2. Damage to property
3. Adverse business impact such as *a loss of revenue or increased operating
costs resulting from
4.Higher insurance premiums due to claims and lawsuits
5. Event disruptions such as late or cancelled showings stemming from security
threats
6. Inadequate venue capacity and services such as food, parking, toilet facilities &
traffic control leading to patron dissatisfaction and the potential for escalation
7. Loss of reputation as sponsors, vendors, patrons &fans may not attend future
events.

PROBLEM ANALYSIS & CONTINGENCY PLANNING

*Potential Problem Analysis (PPA) – is a technique which can help you anticipate
problems before they happen and to identify the actions needed to be taken to
prevent them from happening, or to minimize the effect.
WHEN TO USE IT?
>Completing a plan for implementing a decision or improvement.
> Monitoring a plan which is in progress.
> Reacting to possible internal or external changes that could affect the company.

CONTINGENCY PLANNING – A contingency plan is a plan devised for an outcome

other than in the usual(expected) plan. It is often used for risk management when
an exceptional risk that, though unlikely, could have catastrophic consequences.

CRISIS MANAGEMENT PLAN - An event crisis is problem that has gone out of
hand causing damage of serious magnitude. Damage or the negative effect of the
crisis may to persons, property, or reputation.
CRISIS RESPONSE TEAM:
1. Information Gathering
2. Liaison
3. Logistic
4. Spokesperson

B. WORKING ON EVENTS BUDGETS AND TIMELINES

* An event manager works with two very important resources – money and
time.
THE EVENT BUDGET – A budget is a numeric form that puts the event plan into
action.
- Is a projection (forecast) of the income and expenditure
that the event will incur based on plans made and information gathered. The
preparation of a budget is an essential part of event management.

AN EVENT BUDGET SHOULD BE BASED ON :

• How much was spent on previous or similar events.
• Marketing projections
• Expected return on investment (ROI)
• Type of financing used for the event (borrowed funds, prepayment, existing
funds)
• And expected financial recovery

3 BASIC PARTS OF BUDGET :

1. REVENUE – Refers to the earnings from the event (money that comes in)
2. EXPENSES – Refers to payments made for goods and services used for the event
(money that goes out)
3. PROFIT – Represent a surplus, or what is left from the revenue after allthe
expenses have been paid.
REVENUE-EXPENSE=PROFIT (LOSS)
UNDERSTANDING EVENT EXPENSES – While going through the event plan, identify
the expense in each element of the plan. Then list all probable expenses and seek
a good estimate for them.

Expenses can be classified into:

• Fixed Cost – include expenses incurred in the staging and management of
an event that are not likely to change as the number of attendees increases or
decreases.
• Variable Cost – Include expenses that vary depending on how many
people attend the event.

SOURCES OF REVENUES
> Events intended for profit or break-even events may consider the following
sources of revenue:
• Ticket sales or admission
• Registration fees
• Donations and grants
• Gifts in kind
• Sponsorship and advertising fees
• Exhibit or exposition booth rental fees
• Concession sales
• Merchandise sales
• Supplier discounts

EVENT TIMELINE
- Time is one other resources that the event team has to make optimum
use of.
- Always be conscious of how much time you have to plan and implement
your plan before the day of the event.
- Determine the activities that must be completed before the actual event,
the chronological sequence of these activities, and how much time is needed to
complete each task.
- The next step is to organize the work and allocate time for each, keeping
in mind the time available to plan the event.
- The timeline identifies what activities must be completed by a certain
date. Use this to check the team’s progress in putting the event together.

C. PRESENTING THE EVENT PLAN

THE PREPARATION
> Be punctual and very well prepared when coming to meeting.
> Wear clothes that enhance your self confidence, and give you an air of authority
> Master the presentation
> Take at least one other member of the event team to take notes during the
ensuing discuss materials you need during the presentation meeting are
BUDGET-Resources, SUMMARY-S.M.A.R.T.E.R

THE PRESENTATION
> References
> Back-up materials
> For the event management companies bidding for an event, the company
profile, including a list of clients and creative reel.

EVENT COORDINATION: EXECUTE

A. THE EVENT TEAM
TASK BREAKDOWN

EVENT TEAM ROLE – Oversea the event from start to finish.

- Generate the budget, appoint committee chairs, determine
the team, maintain communication with staff.
- 14 members to head all fallowing committees.

CORPORATE RELATIONS-SPONSORSHIP COMMITTEE – Help raise the seed money

for the event. It has 6 members
- Identify potential sponsors/donors: Corp & individual,
possible benefits for sponsors, deliver the promised benefits to sponsors, draft
strategy for acquiring sponsors, understand traditional giving cycle of your target
sponsor.

VOLUNTEER COMMITTEE – Recruits and energizes volunteers for all committee’s.

- Work with all committee’s, identify volunteer needs
for each committee, communicate regularly with volunteers, delegate tasks on
day of event. It has 8 members.

MEDIA/PR COMMITTEE – Promotes the event. Decide how the event is going to
be promoted, identify media sponsors, work with corporate relations/sponsorship
committee re: press release, communicate thoroughly through various methods-
TV, print, radio, web, email, social media, spreading the word out about the
event. It has 6-9 members.

PRIZE COMMITTEE – Locate and obtain prizes for the event. Work with
sponsorship committee, plan award ceremony for prize distribution and
sponsorship acknowledgements. It has 6 members.

EMERGENCY COMMITTEE – To be on standby in case of no shows. Be able to

cover different areas of the event in case of a no show or other emergency so we
aren’t left without proper coverage. It has 3 members.

DECORATIONS COMMITTEE – Determines necessary decorations based on

themes. Works with logistics and invitations committee. Setting up decorations,
table setups, place cards, seating. It has 8 members.

EVENT PLANNER – Planning, coordination with volunteers, vendors, businesses,

and other personnel in order to setup and execute the successful function. 1
person

BUDGETING/DONATIONS COMMITTEE – Working with a budget for the event.

Work with logistics committee, return on investment, watch ROI, getting free
things, solicitation letters, work with sponsorship. It has 8 members.

MENU COMMITTEE – Responsible for the menu for the event. Work with logistics
committee, work with caterer on food and drink choices. 4members.

SECURITY COMMITTEE – Help keep things under control. 10members

GUEST/VIPCOMMITTEE – To be in charge of guests and VIP’s to make sure they

have a great experience. 12 members.

INVITATIONS COMMITTEE – Overseas all aspects of the invitations. Designing the

invitations, mailing them out, sending out follow up and thank you cards. 5
members.

ENTERTAINMENT/PROGRAM COMMITTEE – Determines and contracts

entertainment and how the event is going to go. Selecting entertainment, emcee,
guest speaker, and auctioneer for the event. 10 members.

STAFFING COMMITTEE – Provide bodies where needed during the event. Valet,
ushers, hosts & other misc staff. 50 members.

SET UP/TEAR DOWN COMMITTEE – responsible for setting up the entire event
and tearing it down when finished. 5 members.

MANPOWER PLANNING
OBJECTIVES:
To develop the analytical abilities for understanding the implications
of changes in the manpower situation of a company and the availability of HR
within the organization and outside, so as to advise and assist the authorities
concerned in their manpower planning and development activities.

what is manpower?
> Human resources
>personnel
>people at work
>manpower

EVENT CONTROL: EVALUATE

A. THE CONTROL FUNCTION: MONITORING WORK, TIME, & MONEY

DEFINITION – Control is any process that guides activity towards some pre-
determined goal. The essence of the concept is in determining whether the
activity is the achieving desire results.
AREAS OR SCOPE OF CONTROL – Control over the policies of the concern,
organization, the personnel employed in an organization, capital available to the
concern, capital expenditure, production , wages and wages and salaries paid to
the employed, the cost of production, public relation research and development,
tools and equipment and overall control.
STEPS IN CONTROL PROCESS:
Taking corrective action
- Measuring performance
- Comparison of actual with standards
- Establishing standards
REQUIREMENTS OF EFFECTIVE CONTROL SYSTEM:

•Pointing out exceptions •Prompt reporting

•Flexible •Economy
•Feedback •Indelible
•Objective •suggest remedial action
•Suitability •Motivation
B. THE EVENT EVALUATION
- is concerned with assessment, which usually involves measuring a set of key
variables, as well as monitoring those variables to determine positive and
negative outcomes, it is a subjective determination that can utilize objective
quantitative measures.
EVENT EVALUATION DATA
-Descriptive
-Numerical
-Numerical and Descriptive

EVENT TYPES & EVALUATION TOOLS

Image maker – content analysis
Tourism product – visitor exit survey
Economic Development Catalyst – economic impact assessment
Transformer of Socio-cultural Landscape – Social impact scale analysis
Sustainable Development model- environment impact analysis

WHAT TO EVALUATE?
1. Event Elements – number of patrons; size of group; demographics pf patrons;
attendees; source of information on the event; number of times attending; patron
satisfaction; quality and impact of event programme; quality of merchandise;
food and beverage, etc.
2. Event Organization Elements – nature and quantum of resources; human
resources; volunteers’ perceptions working on the event; income and
expenditures; cash flow; level of investment; sponsorship dollar, etc.
3. Event Context Elements – nature and amount of local suppliers used; impacts
on event; impact of event; community perceptions; level of media coverage;
media value; interest and presence

EVENT EVALUATION PERSPECTIVES

• Event evaluations are focused on measuring and monitoring the
implementation of an event(allen et al.,2008;Bowdin et al.,2006)
• Every aspect of the event must be evaluated, including factors such as human
resource management and volunteerism, facilities and access and hospitality.
•Event evaluation is mostly conducted after the event.
PROBLEMS WITH EVENT EVALUATION
•Missed opportunities to correct detected problems
•Minimal focus on evaluation at the planning phases, which is vital to
understanding many decisions taken at the implementation stage
•Key elements of the evaluations may not be deployed effectively, if all