Republic of the Philippines

LEYTE NORMAL UNIVERSITY

COLLEGE OF MANAGEMENT AND ENTREPRENEURSHIP
Tacloban City

Course Information
Course Description: Introduction to MICE Management (Tour 104)
Pre-requisite Course: N/A
Course Credit: 5 units
Year Level: BS Tourism Management
Semester Offered: 1st Semester

Learning Module Produced by Faculty of HM/TM Unit

Content Writer Evaluators Lay out Artist
Mr. Marc Y. Llarenas Dr. Ariel B. Lunzaga
Ms. Joyce S. Navarra Dr. Evangeline V. Sanchez
 TABLE OF CONTENTS

Course Information 2
Module 1 3
Overview 4
Let’s Get Started 6
Key Terms 7
Simple Recall 9
Think and Reflect 10
Engage and Discuss 11
On the Spotlight 20
Let’s Explore More 21
Think Beyond 22
Suggested Readings 23
References/Resources
Answer Key 25
Module 2 3
Overview 4
Let’s Get Started 6
Key Terms 7
Simple Recall 9
Think and Reflect 10
Engage and Discuss 11
On the Spotlight 20
Let’s Explore More 21
Think Beyond 22
Suggested Readings 23
References/Resources
Answer Key 25
Module 3 3
Practicum Overview
Final Output 1: Small Event
Final Output 2: Big Event
Terminal Report Format
 Module 1: Overview of Events Management
and Planning Stage
Welcome to Module 1!
They say that managing an event is more than just professional partying. It is not about
putting people, food, and entertainment in one venue and let them party! Event
management is a serious “business” but is also a lot of “fun” and “creativity".
This module will start off with an overview of what event management is: what is an event
and event management is; types, functions and fields of specialization in the events industry;
the importance of events; values, skills, tasks/roles and characteristics of an event manager;
and who are the event stakeholders.

While many thinks that planning for an event simply calls for a flow of creative juices, the
professional event manager must be able to combine a wide range of elements to come up
with a cohesive program that serves the objectives for which the event is being staged.
Then, there are budgets to contend with; plus, concerns and additional plans that the client
might add on.

The event planning process is summarized in this diagram:

VISION
- WWWWWHow?
- Event Objectives
- Drafting the Event Vision

CONCEPT
- Format
- Venue
- The Event Experience

SUPPORTING PLANS
- Contingency Plans
- Budget
- Timetables

THE EVENT PLAN

- Preparation
- Presentation

This module will serve as your guide from your instructor and be able to learn the nature of
events management. Activities are also provided to ensure that you are able to comprehend
and to attain the objectives of this module.
On the other hand, the role of the faculty in-charge is to guide you in the different learning
activities to ensure that your expected outputs are delivered as suggested by the date of
completion, hence achieving the module outcomes. Timely feedback of your outputs from
the different learning platforms will also be given.

By the end of this module, you will be able to:

1. differentiate the types, functions and fields of specialization in the events

industry;
2. identify the importance of events;
3. understand the different values, skills, task/roles and characteristics of an event
manager;
4. determine the role and responsibilities of the different event stakeholders
5. Determine how to gather relevant information needed in planning an event;
6. Set and create event objectives, draft an event budget, create an event vision
7. Able to decide the format of the event, select and evaluate venues for events,
prepare a draft program of activities for an event.
8. Draft an event timetables and accomplishment monitor
9. Organize information, prepare an event plan and deliver the event plan through
a presentation.

Module 1 (6weeks/Week 2-8) March 22 – May 14 2021

Let’s Get Started (Diagnostic Test)

The events industry has become a new source of income for some countries and even some
hospitality establishments in the tourism industry. Before we start the discussion, let us first
evaluate what you know about the course. Here, we will try to find out how well interested
and informed about events.

Accomplish this diagnostic test by providing answers to the items listed below. You may also
answer the test offline by writing TRUE or FALSE before the number.
_____ 1. Birthdays are life cycle events.
_____ 2. Events industry is a composite industry of the tourism industry.
_____ 3. Reunions are events that bring people together for a purpose.
_____ 4. All events generate income.
_____ 5. Sports can be a major type of event.
_____ 6. Festivals like Panagbenga of Baguio city can be considered a hallmark event.
_____ 7. Travel is an integral part the MICE Industry.
_____ 8. Social directors are events employees in hotels, resorts or cruise companies.
_____ 9. Government is a stakeholder in events.
_____ 10. Events are a great source of income for any tourist destinations.
 Key Terms

Tourism - comprises the activities of persons traveling to and staying in places

outside their usual environment for not more than one consecutive
year for leisure, business and other purposes (as defined by UNWTO)
Hospitality - generous and friendly treatment of visitors and guests or hospitable
treatment (Merriam Webster Dictionary)
Events Industry - includes one-person party planners to large companies with a passion
for and experience in the intricacies and creativity of throwing a
memorable and rewarding corporate or social event
(https://bizfluent.com)
Events - something that takes place
Eventologist - a person or group who is an expert on planning, organizing,
coordinating and executing events for its clients

Engage and Discuss (Abstraction)

Lesson 1: EVENTS AND EVENT MANAGEMENT

Event is commonly understood as an occurrence; something that happens.
In the 1980s the buzz word was “special events”. An event management authority
and author of several books on the subject, Joe Goldbatt, defined special events as “a unique
moment in time celebrated with ceremony and ritual to satisfy specific needs” (2002, p.
6).
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 experience outside the normal range of choices or beyond everyday
experience.” (1997, p. 4)
In 2002, he 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 made 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 happening that bring people together for a purpose.
With the rise of events, came the new field now known as event management. The
International Dictionary of Event Management (Goldbatt, 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 an 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.
Lesson 2: TYPES, FUNCTIONS and FIELDS OF SPECIALIZATION IN THE EVENTS
INDUSTRY
Events can be classified according to the purpose for gathering, the number of people
involved, frequency, and the magnitude of the impact.
According to purpose: The C’s of events
Events bring people together to:

a. celebrate life’s milestones and

accomplishments, and to perform rituals or
ceremonies as required by religion, culture
or society.
- life-cycle events (birthdays,
debut, weddings, wedding
anniversaries, retirement;
- religious rituals (baptism, Google.com
marriage, funerals);
- commemorative ceremonies (graduation, job promotion, awards); and
- socio-civic activities (founding anniversaries, civic events, feasts and
festivals).

b. commune and strengthen bonds of friendship and restore relationships

- Class reunions and family reunions are events that

days past.
The Olympics and similar international
sporting events have become hallmark events that
bring people and cultures together.

Google.com

Google.com
create new memories as people relive memories of
 c. convene is to share and pass on knowledge among peers and colleagues.
- meetings, conferences, conventions, and similar gatherings aim to be a
venue to educate or impart new learning for the participants.

Google.com

d. commerce is to market and promote product

offerings. Companies have recognized event
marketing as a very potent marketing tool,
particularly in what is now viewed as the experience
economy (Gilmore, 2003, Autumn).
- product launches, exhibits, trade sh ows,
product demonstrations, and retail events are just
some of the activities that marketers use to allow
prospects to experience their product, thus bringing
the product closer to the heart of their target market. Google.com

Google.com

Google.com

According to the number of participants

Events may be classified according to the number of participants expected (few, many,
multitude). This may range from limited board meetings to wide-scale conventions with
thousands of delegates.
Life-cycle events may range from intimate family gatherings to receptions that
include the whole townsfolk. Attendance to exhibits and marketing events may be limited
to a few hundred trade visitors or the general public. There are also festivals and hallmark
events that attract the interest of a huge number of people, running even up to the millions.
Festivals are usual events that gather thousands of spectators, attendees or
revelrygoers.
According to frequency
Events may range from: once-ever event, monthly, quarterly (every 3 months), semestral
(twice a year), annual (once a year), biennial (every two years), triennial (every 3 years), or
quadrennial (every 4 years) event.
There are also events held on a “need to” or “ad hoc” basis.
Conventions are usually done on an annual basis, meetings every month or quarterly,
birthdays and anniversaries are celebrated once a year, and concerts are done as the need
arise especially those “for a cause.”

Google.com

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. Every now and then,
there are events that impact a large number of people who may have attended or witnessed
the event, not only for the present, but also for the future. Such are hallmark events like the
Olympics.
Most heritage events fall under this category. Panagbenga Festival, which is a month-long
celebration aims to introduce and celebrate the culture and tradition of the people of Baguio,
is an example.
Google.com

Google.com
Fields of Specialization
The degree of preparations for such activities has grown in variety, depth and
preparations needed. Specializations have emerged in events management as such:
civic events conventions
expositions fairs and festivals
hallmark events hospitality
incentive travel meetings and conferences
retail events reunions
social life-cycle events sports events
tourism
It is best to focus on one sub-field alone, thus being able to specialize and serve the needs
of their clients better.
 Google.com

TYPES OF EVENTS:
CONVENTION - Events where large groups of people who have attended a lecture or
presentation split into a workshop groups to discuss a particular
problem or assignment in detail.
PROGRAMME - Term used to describe the entire schedule of events within a
conference.
AWARDS / GALA DINNER - An integral part of an association closing ceremony for its
annual convention; primary function is to socialize and celebrate.
PRODUCTION / SHOW - These terms are used to describe events such as product launch
which are often supported by live entertainment or elaborate
multimedia show.
CLINIC - An education session where participants learn by doing.
PRESENTATION - Term used for a meeting in which a speaker describes a product,
budget or new business strategy in a formal setting.
COLLOQUIUM - A meeting involving academicians or scientists who deliver lectures
followed by a question and answer session.
CONGRESS - Normally used in Europe to describe an event.
LECTURE - Used to describe a meeting where experts in a specific field give short
presentations, usually expressing different views followed by an
opportunity for the audience to partake in the discussion.
MEETING - A conference, workshop, seminar or other event designed to bring
people together for the purpose of exchanging information.
EXHIBITION - An event during which suppliers present their products or services in
an exhibit format.
EXHIBIT - Is actually all of the display materials and products housed in a booth
or stand.
FAIR - A public celebration that includes commercial and civic activities
CONVENTION - An event in which meeting are combined with exhibitions.
SYMPOSIUM - Similar to seminar in style, concerned with a single subject and
consists of and extensive two-way flow of information.
TRADE FAIR - An event designed to bring together providers of products,
equipments and services in an environment in which they can
demonstrate their products and services to a group of participants in a
convention or trade show.
SUMMIT - Term used to describe a conference attended by heads of government
or high level officials.
INCENTIVES - Events which are specifically designed to reward the participants for
high achievements.
SEMINAR - A lecture and discussion period which allows participants to share
experiences in a particular field.
ASSEMBLY - Used to describe a large formal gathering during which the leadership
of n association or corporation addresses its members.
PARADE - A moving pageant including floats, bands, individual entertainers and
dignitaries.
FESTIVAL – A public celebration that conveys, through a kaleidoscope of activities,
certain meanings to participants and spectators.
FOREIGN MEETING – A meeting comprised of attendees from other nations; also known as
international meeting or institute.
Lesson 3: THE IMPORTANCE OF EVENTS
The events industry since its inception has provided many benefits to anyone especially in
the tourism industry. These benefits may be of importance economically and socially:

- provides income through taxes for

host cities and or venues
- provides an avenue for business to
flourish as possible investors may be
amazed or see opportunities in the
host destination
- provides developments as possible
venues will need to create venues,
stadiums and or other facilities for
events especially when magnitude of
attendees are expected
Google.com
- imposes a reliability of being a
destination when attendees are given the change to explore the host city or
destination
- more businesses/suppliers will open to be able to support the demands of the event
industry
- provides jobs to locals and the community as whole benefit

Events Management in the Philippines

Event management is still young, but a rapidly rising industry in the Philippines.
Some of the know events management companies in the country started in the advertising
and PR industries, hospitality business, tourism, exhibits and expositions, and marketing.
 Some event
managers/planners/coordinators
learned to manage events as part of their
job, learning from the mistakes and success
when they are assigned to perform for a
special job in an event.
Many of those who focus on
weddings and birthdays
learned the business by planning
their own events first, gaining much
experience from that trial that
they gain confidence to pursue event management as a profession. Most learned the craft
mainly through trial and error and self-study.
Some event companies started as weekend entrepreneurs who do events as a hobby
or a sideline to well manned, professionalized organizations, so-called “eventologists.” Many
do not have formal scholastic training in event management even if they have a college
degree (Lopez de Leon, 2006).
These days, degree programs in event management are available in the United
States, United Kingdom, Australia, New
Zealand; even Hongkong and Korea are
already developing events as a specialists
field (Getz, 2002). Within the past five
years, formal schooling in professional
event management has become available
locally. Some colleges have included a
course in event management in the
curriculum of hospitality, tourism,
management and art courses, and as a
post-baccalaureate diploma course for
professionals.
Local event managers draw support from various suppliers who help execute
awesome events. There are a lot of suppliers in every major city who can provide anything
from audio-visual equipment, technical staging expertise, promotional giveaways, flowers
and food, to professional speakers, and even professional bouncers. The requirement of the
industry has also given rise to new professions such as event stylist, calligrapher,
professional balloon artist, and mascot director.
The growing events industry also necessitated the need for some other industries to
take stock of their capabilities and expand their line of services to meet the demands of their
clients. Hotels and caterers have included event management in the training of their
personnel and have broadened their scope of work so as to ably assist clients from planning
to staging of their event. Some hotels have renamed their banquet department, events
department or event management. Quick-service restaurants are now looking at
institutional and corporate events as an additional revenue stream. Travel agents have
repositioned themselves as travel concierges – planning the client’s every step, and
attending to every need he/she might have.
 Google.com

Lesson 4: VALUES, SKILLS, TASKS/ROLES and CHARACTERISTICS OF AN EVENT

MANAGER
The event manager is at the helm of the event just like in an orchestra:

- the master controller that brings together the talents of the event team;
- the master mixer that puts together the numerous event elements, and blends these
into a cohesive, enjoyable experience;
- the conductor that makes sure that the event elements and team members are all
working in synch, to the beat, and in one smooth melodic tune.

The orchestra and its conductor play for an audience, and the same goes for the event
manager and the event team.
One of the paramount concerns of the event manager is how the audience would
react to the event, and what would they get from it. Certainly there are other concerns to
think of, such as clients, bosses, finances, and a host of others who may have a stake in the
event.

THE EVENT MANAGER

Event manager is tasked with making such events happens 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 techniques not only
to put the event together but to allow the participants to get something meaningful from it.
Events are unique happenings – events should be
uncommon, distinct, inimitable, matchless, and
irreplaceable. Debuts, weddings and political events in a
particular venue is not a common occurrence. A festival
showcasing the best of the season’s harvest is
exceptional, and all these are one-time happenings -
transpiring at a unique moment in time. Every event is an
investment of time – time of the participants, the event
team and other stakeholders.
Google.com

Events bring people together - therefore a must for an event manager to enjoy being
with people and bringing them together. More than being a party person, the event manager
must be able to work with other people who will help put the unique happening together,
and around people who are out enjoy the event experience. He/She should be able to get the
best out of every member of the event team, and at the same time, be able to get the desired
feeling or reaction from everyone in the audience. It takes a genuine people person to bring
people 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. It takes a responsible manager to
remain focused on the goal, to wisely use resources, and simply get things done!
The definition of event management (from the previous discussion above) mentions five
processes: research, designing, planning, coordinating and evaluating (Goldbatt, 2002). The
job of an event manager encompasses these five areas, plus all details therein.
Aside from the title event manager, one may be also known as:
catering manager director of events
conference manager event coordinator
conference planner event producer
conference planning manager meeting planner
conference services manager meeting professional
special event director special director of conference services
event planner

Google.com

Common tasks and responsibilities of an event manager are as follows:

• Meet clients to determine objectives and requirements for the planned event.
• Plan and develop programs, itineraries, budgets, and services according to the client’s
requirements.
• Coordinate with the organizing committee and sponsors to plan scope and format of
events, to establish and monitor budgets, or to review administrative procedures and
event progress.
• Draft specifications and select suppliers for events requirements such as venue,
accommodation, transportation, facilities and equipment, catering, signage, displays,
printing, event security, entertainment, and other special needs.
• Monitor event activities to ensure conformity to plan, compliance with venue
regulations and local laws, and resolution of any problems that may arise.
• Check event bills for accuracy, and approve payment.

Common qualifications that an event manager must possess are grouped as

knowledge, skills, and abilities:

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
• marketing strategy and tactics, product demonstration, sales techniques, and sales
control systems
• business and management principles involved in strategic planning, resource
allocation, human resource management, leadership techniques, production
methods, and coordination of people and resources.
Skills

• proficiency (oral and written) in the language spoken by the client, target
participants and local suppliers; 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 ones’ actions in relation to another’s actions
• being aware of other’s reactions and
understanding why they react as they
do
• use of judgement and sensible
decision-making even for complex
problems
• actively looking for ways to help and
be and be of service to people
• time management
• assessing performance with a view

toward corrective action Google.com

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 is wrong or likely to be wrong, and how this may be prevented and/or
corrected.

Additionally, 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;
- persists in spite of challenges and obstacles.
- stickler for detail and thoroughness;
- sets high work standards for himself/herself and his/her team;
 - 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.

As an event manager, you never get center stage; you work behind the scene to create
a scene for everyone to enjoy. The applause will most probably not be for you, but you
cherish the thought that you have made people feel good.
An event manager strives for continuous improvement, because just like the
orchestra conductor, you are only as good as your last event.
An event manager effectively and efficiently envisions, executes and evaluates
unique happenings that bring people together.
This sets the job beyond research, designing, planning, coordinating and
evaluating—but emphasizes that an event manager does all these plus making sure that
resources are optimized and that objectives are achieved.

Lesson 5: EVENT STAKEHOLDERS

Event Stakeholders are individuals and groups who
have some form of interest in the event. Such interest may
be financial, emotional, political, social or any form of
personal involvement in the event. The event manager is
just one of those who have interest in the success of the
event. https://www.cadmiumcd.com/cadmiumcd/new/solutions/sta
keholder/

The Host

- is the group or person who is giving the event

- may be the originator or champion of the idea to gather people to get her for a
particular occasion;
- the main celebrator
- or the one financing all the expenses for the event.
- for the manager, the host is the client – the person or group from whom he or she will
get directions.
- is also partner with whom the event manager works to ensure a successful event. The
host’s expectations must be clearly understood and managed very well.

The Guests

- these are the people attending the event

- also known as audience, participants, attendees, or visitors (to whom the event is
created to please these groups)
- to whom the needs must be understood and satisfied.
- Guests may be passive – go with the flow of activities, watch, observe and take it all
in
- guests may be active – they are made part of the experience of the whole event
- the event manager must have a very vivid picture of who the guests would be or who
would be in audience, so as to make the event as suited to their needs as can be.
- guests are also clients in the sense that they are out to get their investment’s worth
from the event - be it an investment of money or of time.
The Event Committee

- refers to the group involved in the planning and execution of an event

- can be an ad hoc group from the host organization, a team of volunteers, the host’s
staff, plus, the event manager’s whole team.
- this group is tasked with putting together all the elements that will make the event a
success.

The Financer

- the money man – the one who foots the

bill.
- may or may not be involved in the
planning and execution of the event but is out
to make sure that he/she gets a reasonable
return on his/her investment.

1https://slideplayer.com/slide/9111764/

The Suppliers

- the companies that will bring the event concept into a reality
- these companies also stake their time, resources and reputations on the event
- they are the manager’s partners to ensure a winning event

The Externals
- includes other entities external to the host or the event manager, but have a financial,
emotional, political, social, or personal interest in the event.
- government regulatory agencies, the media, the local government, the community,
corporate shareholders, etc. and all their concerns are duly addressed.

Activity no. 1

For this activity you are to watch a video series. It is a video documentation on the
life of an event manager.
A written report will be generated after watching the video. Note the different
experiences, key takeaways of the personal experiences person in focus, the challenges they
have to overcome as a company, what are the trade tricks they have or use for the company.
Here are the links
Part 1: https://www.facebook.com/watch/?v=487573615374217
Part 2: https://www.facebook.com/watch/?v=359632798278962
Part 3: https://www.facebook.com/watch/?v=553009728853054
Your responses will be graded using the rubric below. Use it as your guide in
obtaining the highest possible score.
Lesson 6: EVENT VISION, EVENT CONCEPT & CONTINGENCY PLANNING
STAGE

A. EVENT VISION

Event managers are visionaries and persons who have vivid, distinct and detailed
vision of some future happening. They turn this vision into reality in an organized, step by
step way. Some start the event planning meeting for events by saying “The first part of the
program is” and then move on to plotting how the program (or event or party) will progress.
Planning done in this fashion creates the product before even trying to understand “whom”
the event is for and “why” it is to happen. This style of planning will likely have important
details that will be missed, and possibly even the whole reason which the event is staged will
be missed.

Doing an event is more than filling up the hours for the show. An event is investment
in time that of the organizer, the audience and other stakeholders and money or similar
resource provided by these same people. A professional handled event is not partying for
partying’s sake. An event is unique happening that brings people for a purpose.

Understandably, the event manager works hard at putting together an event meant
to please the audience and stakeholders. Having this in mind, the event manager will dare
to get full blast to get the audience to grasp “Wwwwwhow!” it calls for a process that
begins with the end in view and ends with a view of the end. Creating the event vision
starts the event planning process, and it is an easy 3-step process: information gathering,
setting event objectives, and drafting the event vision.

1. Getting to WWWWWHoww! – 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 and a seemingly endless barrage of
questions. Before getting excited at the new prospect, get organized, start by asking the
right questions.
Basic research techniques teach the use of interrogative words: Why, Who, When,
Where, What and How – fondly known as the 5W’s and H. These questions draw out
factual answers which will help create a clear vision for the event being planned. Questions
that yield “yes” or “no” answers lead to dead ends; rely on “six honest-serving men” who
will teach all you need to know (Kipling, 1923).
• Get information from the right source

Ask the right questions directed to the right people, get information from the right source.
Your primary source of information will be the client (the party engaging your services) or the host
and, as the case may be, the event committee.

Set a meeting with the prospect prior to drafting your event plan. Meet with the host or
members of the events committee as these people hold or have access to information you need to
put the plan together. It may also be necessary to include the financer in the meeting, even if just to
clarify budgetary and Return On Investment (ROI) concern.

It is also best to get a chance to meet with sample group of potential event guests. They are
reasons for the event, and all other stakeholders look after their satisfaction. Therefore, it will be
good to seek their inputs. In this day of communication and wireless technology, social media,
business networking and similar web 2.0 products allow easier access to targets; this makes it
possible for the event manager to directly ask the target audience what is it that they want (Corbin
Ball Associates, 2007). Further research may also be done through other sources: book, journal,
market research data, statistics, survey, the Internet, etc.

Tips on getting information from the right source:

For corporate events, do a research on the client or a prospect client before interviewing
them. Here are some questions you should find answers to prior to inquiring about details of the
event:
a. What business is the company in?
b. What are their products?
c. Who is in their target market?
d. Who are their competitors?
e. Who in the organization would be involved in the event planning and implementation?

Ask the right questions

Before having a meeting with anyone, prepare a checklist of questions that will help you
gather facts relative to the event. Always remember, the 5 W’s and H leads to your desired
“Wwwwwwhow!” – why, who, when, where, what, how?

Why must this event be held?

WHY?
Why would stakeholders want to invest in this event?
Who are expected to attend the event?
WHO?
Who would want to come to the event?
What will delight the audience?
WHAT? What will delight the audience?
What are expectations of the stakeholders?
When is the best time to hold this event?
WHEN?
When will the event be held?
Where will the event be held?
WHERE? Where will the attendees/participant be coming
from?
How many attendees/participants are expected?
HOW?
How will the budget be set for this event?
Why?
This will define the purpose of the unique happening that is about to happen. Knowing the
purpose helps the event manager create the vision that will realize the mission, and to put together
the elements necessary to make the vision a reality. Sometimes, clients do not have a clear purpose
for the event. It is possible that while unclear at first, the purpose becomes clearer as you piece
together answers to your questions.
It is also suggested that you ask why the stakeholders would be interested in this event. From
this, we learn what the probable level of involvement for event stakeholders would be, even if it is
only from the point of view of your client. This can also unearth purposes and objectives that must
likewise be achieved.
Particularly for corporate events, there might be several layers of objectives that an event must
accomplish. Companies operate for profit; sales must be generated. Many corporate events are aimed
at pushing sales, either by launching new products having sales promotions for the trade, or
motivating the sales team. Events can incorporate any of these underlying objectives.

Who?
Know who will be the audience or who will be participating in the event. At this stage in the
planning process, the type of audience or participants expected to attend may still be undetermined;
thus, asking the client or the sponsoring agency: “Who will benefit from such an event?”
The audience or the participant is the most important group of people involved in the event,
it is to whom the event is staged. We expand this to mean participants – inasmuch as the event is
staged not for a passive audience, but to engage the audience to be part of the event itself. It is also
necessary to incorporate the needs of the participants and translate them to the event plan.
To have a clear profile of the target audience becomes easier to communicate with them. Ask
the client about the people who will be attending the event.

What?
Aim for events that serve a need or a desire of a particular group of people. They are the ones
that should be pleased, and therefore, their needs must be understood and satisfied – exceedingly, to
the highest degree possible.
Check on expectations of other stakeholders – what is in it for them? What would they get for
their investment? One may also ask questions that allow a better understanding of the situation.
Corporate events have evolved as a potent marketing tool. A corporate event planner would probably
ask: “What problem/s are we trying to solve?” or “What opportunity must we capitalize on?”

When?
If the client has already decided on the date and time for the event, then use this as a basis for
how much time do you have to plan and prepare for the event. Event elements vary depending on
the complexity of the event and what must be achieved. Complex events like international
conferences take more than a year to prepare for. Some weddings are planned a year in advance. And
milestone events like the Olympics take a lot more four years to put together.
On the other hand, there are meetings that can be planned and prepared in a matter of
months. Press conferences sometimes take just a few days to put together. There really are no hard
and fast rules on how much time is needed to plan and prepare for an event. The key is to use time
well, and plan well.
If you think that the preparation time is not sufficient, ask whether the date and time can still
be changed.

Where?
Knowing why, who, what and when will help you determine where it would be best to have
the event – that is, if venue has not yet been decided at this point. Venue decisions should always
consider the purpose of the event, people involved in the event, their expectations, and the schedule
of the event.
If the venue has already been decided, then check if it matches the why, who, what and when.
A major consideration would be: where would the attendees be coming from? Aim for them to get to
the event with the least inconvenience – for their persons, for other stakeholders, and for the
environment.

How?
Check on how any participants are expected or desired. This information will help determine
the magnitude of work involved, and may also provide a basis for budget estimates.
It is also be very helpful for the event manager to know the funds earmarked for the event
earmarked for the event or how much the host intends to spend for the event. But having an amount
to work the plan around precludes coming up with either an overambitious plan or a plan that falls
short of expectations. It would be best to inquire politely how much the client has budgeted for the
event. This may be stated in terms of amount set per attendee or as a budget for the whole event.
Certain events might require a return on investment, either for its financiers or for the
attendees. It is suggested that the organizers clarify if they are looking at a specific return on their
investment.

In the planning stages, the event budget may be based on:

1. The budget of previous or similar events
2. Marketing projections and estimates
3. The general economic forecast
4. The expected return on investment
5. What the host can afford

Events have their own financial objectives. Ask the client which one of these would the host or
organizers wants to achieve:
1. Revenue > Expenses = these are events that are organized mainly to generate revenue and
at most, profit.
2. Expenses > Revenue = these events that expenses are covered by the host or client. They are
loss leader events that are not intended to generate revenues to cover for expenses.
3. Revenue = Expenses = are also called break-even events. They are events that generate just
enough revenues for the total expenses incurred.

Sources of income for events intended for profit:

- Ticket sales - Commissions from sales
- Registration fees (concessionaires)
- Donations - Grants
- Gifts in kind - Merchandise sales
- Sponsorship and advertising fees - Supplier discounts
- Exhibit or exposition booth rental fees

Possible major expenses on events:

- Accommodations - Marketing and advertising: design,
- Administrative overhead production and distribution
- Audio-visual and lighting equipment - Permits and licenses
rental - Photocopying
- Awards and recognition - Proceedings and hand-outs: editing,
- Communication expenses design and printing
- Complimentary registrations or - Registration materials
admissions - Research
- Consultants - Security
- Courier and mailing services - Shipping/freight fees
- Décor and stage setup - Signages
- Entertainment - Site office furniture rental
- Evaluations, report preparations and - Site office supplies
publishing - Site rental
- Food and beverage - Speakers’ fees and honoraria
- Insurance - Speakers’ travel and accommodation
- Labor costs for production - Taxes: local and national
- Legal counsel - Tips and gratuities
- Licenses - Transportation for guests
 - Transportation for staff - Volunteer appreciation activities and
- Video documentation gifts
- Video presentation

Ask About the Past

Aside from asking about what the event will be, also ask about how the previous events,
similar to the one being planned, were executed. Some helpful questions:
o When was the last (or previous event?) s
o Where was it held? Did the venue contribute to the event’s outcome?
o Who attended that event? How many where expected? How many came?
o What was the purpose or the objective of that event?
o How well was the objective achieved?
o What was in the program? What event elements were included?
o What worked will with the attendees?
o What did not work? Why?
o What was the total cost of the event? What was the cost per participant?

Sample Format for Event Budget Draft:

REVENUES
Source Sub-Total Total Amount

Total Revenues (a)

COSTS
Description Sub-Total Total Amount

Total Costs (b)

Net Income (a-b)

2. Setting Event Objectives

Objectives define what is it that the event is to achieve. Some are clear and straightforward,
some require taking considerable time in data gathering and research before the objectives can be
derived. Some events present a complicated web leaving the event manager to untangle and weave
concerns of all stakeholders into a well-laid out plan.
The event objective is a specific, measurable, attainable, realistic statement of desired
outcome that is to be achieved within a stated period of time. As most management books says that
objectives should be S.M.A.R.T., it becomes a challenge for most event managers this time to make it
more S.M.A.R.T.E.R. (Salvador, G., 2009).
• Specific - should be concrete and well defined, clearly stating the required outcome
and/or the effects. It communicates what it is that should happen as a result of
attending the event.
• Measurable – to measure performance. State the objective using parameters that could
be measured in concrete terms like attendance, audience size, ticket sales, sales volumes,
donation pledges, participants’ feedback and recorded reactions. It also a standard of
comparison used against the previous year’s performance or any other benchmarks.
• Attainable - objectives are the ends towards which the event will progress.
• Realistic - ascertain whether the objective could be achieved using the resources
available, including time, money and manpower.
 • Time-bound – set of time period within which the objective must be achieved. It may
happen within the event, immediately after the event, or maybe days after the event.
Time could be a measure of performance.
• Exciting – objective should motivate people to work. Objective that are too easy to
achieve may not motivate people to do their share of work.
• Responsible – event must be design with a sense of responsibility in mind, be it moral,
social or environment. Event manager must aim to satisfy three P’s: Profits, People, and
Planet.

State the objectives using the formula:

“To” + action word + a single specific , measurable, attainable, realistic, exciting, responsible
result + time
Example:
The national sales office of Pfeizer will hold its annual sales managers’ meeting to kick off the
2021sales campaign.
Event objectives:
1. To generate public awareness of the new products and services to offer.
2. To solicit new ideas and find solutions for existing marketing problems of the company.
3. To achieve the annual sales target of the company thru different activities on different
geographical locations of the country.

3. Drafting the Event Vision

WHY

HOW WHO
EVENT
VISION
Purpose
Objective/s
Audience
Budget
Measures
WHERE WHAT

WHEN
Event vision – a definition of what kind of event will happen. This will come from the answers to the
questions of the 5 Ws and the H interrogative words.

Some inspiration for creative execution:

1. Why must the event be held? – the PURPOSE
2. Why must the event achieve, or what results are expected? – the OBJECTIVES
3. Who are the people whose needs you must satisfy? – the AUDIENCE
4. On what budget will you be operating? - BUDGET
5. How will be success be measured? - the evaluation MEASURES.
Draft an event vision statement based on the following:
• Purpose Write a brief backgrounder or a statement of the purpose of the event.

• Objectives List the event objectives

Financial (or revenue) objectives may be included
• Audience Describe the target audience
• Budget State the initial estimated cost of the event or the budget earmarked for it
• Measures Describe how the objectives will be checked or measured

B. EVENT CONCEPT
Armed with clear event objectives, a profile of the audience or participants and a clearly stated event
vision, the event manager now drafts the “meat” of the event – the event concept. To many event
managers, this is the exciting part, as they get to exercise their creativity and put in their special
touch. But do not get so excited on implementing new ideas; keep our focus on the objectives that
have been set and on the audience that you mean to satisfy and to communicate to.
Event Format: What format will best achieve the event objectives?
This is where planning for any events start. Do not start by drafting the program. Work slowly but
surely following the famous maxim that “form must follow function”. Let the event vision guide you
in deciding the format of your event and the messages to be delivered within the event and in event
promotions.
Key questions to answer are:
• How will the event be executed so that objectives would be achieved?
• What activities are necessary to give the audience a delightful and memorable experience?
• How can opportunities to socialize be made part of the event?
• How much time is available to stage the event?
• What would be a suitable venue for this event?
The following are few more types of special event formats you can build your event on (Goldblatt,
2002):

Civic event Competition and games

Concert and entertainment Conventions
Exhibits and exposition Fairs and festivals
Fund-raising events Government events
Hallmark events Hospitality
Incentive travel Meetings and conferences
Parades or motorcade Political events
Religious events Retail events and bazaars
Reunions Social life-cycle events
Social Sporting events
Sports event Street party
Team-building activity Tourism

Select the format that will best deliver the event vision you wish to achieve and what will give
the audience the best experience. You may experiment with new formats or a combination of two or
more formats. It should likewise be noted to stay focused on the objectives and the audience.

After identifying the format of the event, the next thing to decide on is the tone of the event. Will
it be formal or informal? Solemn or fun? A talk fest or musical? Will it be indoor or outdoor?

Aside from the tone, the event objectives and message may also be delivered well by a theme.
An event theme makes the message more understandable, more memorable and more endearing. A
theme enhances the experience, and puts an element of fun into the event. You can choose among
three sources of themes (Goldbatt, 2002).
1. The destination or the locale – pick out the location of the event that will pursue or suit
your theme.

For example, an incentive trip to Palawan can take on an eco-adventure theme, or a

wedding in Bulacan can work around the traditional colorful, paper-cut pastillas
wrapper theme.

2. Popular culture – many events get inspiration from movies, songs and television shows.

Sales rallies frequently choose Star Wars theme with a message to annihilate the “Dark
Side”. A high school reunion can be planned around the top hit song of graduating class
year. Award’s night frequently mimics the Oscars as a theme.

3. Historical and current events – themes can also be gleaned from history, like wars,
discoveries, explorations, etc. and even other events that hit the headlines.

Such as the Olympics, a world-title boxing bout, or the induction into office of a new
American President.
It is important to check what has previously done. There is always the risk of overusing a
theme. Should you finally decide to use a theme, be careful not to overdo it. Themes provide the
setting within which event experiences will occur; the theme is not the experience itself. And do not
forget to check if the budget will allow the expense of creating your theme.

Additional readings on finding themes for an event:

https://www.socialtables.com/blog/event-planning/inspiration-theme-ideas/

Venue: What type of venue will best help you achieve your event objectives?

If the venue has not yet been decided, select a venue that will best house your chosen event
format, and also held achieve the event objectives. It must be appealing and accessible to the target
audience.
Selecting a venue is partly based on the event manager’s judgment as to which venue will be
most suitable for hosting the event and partly based on detailed analysis and evaluation of the event
venues that are available in the destination where the event is to be held. (Hind, et. al. International
Best Practice in Event Management, 2019)
The size of the venue will also be a determinant in whether a specific venue can be used for
the event. Staging and production for the event require high ceilings, open layouts, and a
considerable amount of space for the participants to sit and stand at the event.
Events like conventions with exhibits would require large venues and must have spaces for
storage of exhibitors’ merchandise or products. A foyer or waiting lounge may also be required since
registrants are numerous and may register all at the same time.

VENUE TYPES
ACADEMIC VENUES ATTRACTIONS CIVIC VENUES PURPOSE-BUILT
Alumni Hall Amusement Park Association HQ Concert Hall
Chapel Man-made Attractions Country Clubs Conference Hall
Classrooms Natural Attractions Fraternity Clubhouse Convention Center
Gymnasium Theme Parks Government Buildings Cultural Center
Campus Open Spaces Tourist Attractions Retreat House Exhibition Halls
Library Heritage Sites Hotels
Student Lounges Music Halls
University Auditorium Resorts
University Museum Sports Arena
Theater
World Trade Center
 NON-TRADITIONAL VENUES
Airport Campgrounds Parking garage Trains/Train Station
Art Gallery Cruise ship Place of worship Underground spaces
Atrium Desert Planetarium Villas
Basilica Farms Rainforest Vineyards
Beaches Gardens Ranch Warehouse
Bookstore Hangar Rooftop
Café/restaurant Library Shopping Malls
Castles Museum Streets
Source: International Best Practice in Event Management, Hind, et. al., 2019

Here is a list of questions that may help evaluate possible venue options:
Consider Event Objectives, the Audience What to ask the venue representative
and Format
Who are expected to attend? - Does the quality of the venue live up to the
audience’s expectation?
- Is the audience familiar with the venue
location?
How many are you expecting? - Can the venue accommodate the expected
audience size, taking into consideration the
activities that they will do?
What are the objectives, tone, theme and the - Can the venue be “dressed up” to achieve all
image that you wish to convey? these?
- Is the image of the venue on a par with the
audience’s expectations?
Will it be indoor or outdoor? - If outdoors, is there an indoor space available
if it rains?
Is it clean? - Is the level of cleanliness acceptable to you
and the audience?
- What will it take to improve the level of
cleanliness?
Is the location easy to get to and from? - Check transportation routes to and from the
venue, considering where the guests will be
coming from.
Are there any special transportation issues? - Consider other events in the area on the day
of the event, will these affect transportation?
- Address particular transportation issues.
What are the parking facilities? Are they safe? - How many parking slots are available for the
event?
- Will parking slots be reserved for your guests?
- How far will guests have to walk to and from
the parking lot? What will they be passing thru?
- What if it rains or is too sunny?
- Is valet service available?
Will you need security in the buildings and/or - What level of security will the guests need?
parking lot? What does the venue provide?
- Is there a need to augment venue security?
What type of ambience do you want to create? - Can this be created in the venue?
- What elements in the venue will help you
create the ambience you want? What elements
will hinder you from creating the ambience you
want?
What type of food and beverage will you serve? - Does the venue allow eating inside its
premises? Are there restrictions in creating
areas?
- Does the venue have food and beverage
service? Is the level of quality acceptable to the
expected guests?
 - If food and beverage service is not included,
who are the possible caterers?
Do they accept outside caterers?
What is the traffic flow to the bar, for the food, - How will the venue be laid out to allow ease of
etc. traffic for food and for people?
What activities will the guests do during the - How much space is needed for each activity?
event? - Is the space available?
- Is the space appropriate for the activities
intended?
Will there be entertainment? - Will the venue provide audio-visual and
lighting equipment? Is the quality appropriate
for the need?
- Is the room soundproof?
- Can a dressing room or waiting lounge be set
up?
Is the venue cost within your budget? - How much will charges be for the event you
have in mind?
Source: Events Management: Envision, Execute, Evaluate. Salvador, G., 2009)

The Event Venue Shortlist

For venues that fall within the criteria that you set, choose at list two or three to be included in the
shortlist. Having a shortlist will help you have an easier chance of deciding which venue to pick for
the event. It is a good idea to check how the venue will be set up for a similar event as what you will
be having. Take a look as well at pictures of previous events held there.
A venue inspection checklist would help organize and plan for the event. Check how you can best
use the facilities to achieve the event objectives.
• Inquire if the venue is available on your chosen date and time. Also have an alternative date
in mind if plans are not final yet.
• Discuss ingress and egress on the day of the event. Also inquire if there are extra charges for
these activities.
• Clarify what the policies are regarding food and beverage service. The minimum number of
guaranteed pax, additional orders, beverage arrangements, extra charges, etc.
• Check policies on bringing in audio-visual equipment as well as on electrical consumption
and voltage requirements.

Once the venue has been decided, book it immediately especially if the month or date your
event will be doing is scheduled on a peak month for events. When booking the venue, read the
contract carefully to prevent misunderstandings. Pay necessary deposits if required upon signing of
the contract.
Clarify as well policies on cancellations, postponements, and refunds.

THE EXPERIENCE: This is what the audience came for and what they will
remember
Once venue has been decided, the creative juices starts to flow and excitement builds up and
planning takes into full swing. But is should be noted that focus should be given to the event
objectives and audience while carefully taking advantage of the venue and its features.

Five (5) elements that an event manager must plan for:

1. INVITATION – How will you make people aware of the event? How will they be invited?

This is your chance to make a powerful first impression: make the prospect want to come to
the event. The style of the invitation and the way the guests invited create perceptions about the
event, and this perception must come on very strong to make the prospect not only interested but
also compelled to one
2. Registration – How will the participants sign up or confirm attendance to the event? What will
happen when they arrive at the event?
For events that require registration, decide on having either a pre-event or on-site
registration, or offer both options. Pre-registration helps the event team plan for seating, food
amenities, and provides an assurance of an audience. In situations where confirmation of the
number of attendees is crucial, the organizer may provide incentives for early registration: an early
bird discount, a gift, a special reception, entry to a special raffle, or few-of-a-kind promotional items.
3. Atmosphere – What will be the overall look and feel of the event? How will this be executed
through decoration, layout of room, lights and sounds, table setup, etc?
Take the audience perspective and create an atmosphere that will lead to a memorable
experience. Identify what elements would be put into the event setting to appeal to the senses. Take
care not to lose the audience in layers of décor and atmospherics, but have enough to get the
audience in the mood for the program up ahead.

4. Program – What activities will there be at the event?

What will the content be? How will the activities be
sequenced?
This is your plan as to what will happen during
the event. Events may be a short one-hour program or
an intensive week-long conference. This is where you
start to build the event details: Program structure and
running order; breakout sessions; timing of each detail;
help required (who does what) &; audio-visual and
staging equipment.
5. Treats – What will guests better enjoy and remember the experience? What food and beverages
will be served? Will there be gifts for guests to take home? Will there be activities planned for
spouses and families who come along? Will there be recreational activities outside the event
program?
Complete the event experience with extra treats for the guests: food & drink; pocket events
or companion activities; and gifts and giveaways.

Lesson 7: VENUE/ SITE DESIGN

The event manager walks through the event site before the event begins, periodically, during
the event, and after the event. Visualize how each of the event activities will proceed, determine
potential hazards for each activity, plan how to prevent them, and similarly, prepare a contingency
plan in case the worst happens.

When planning for the layout of the event site, consider the following:
• Size of the event site
• activities that will be happening in the area
• flow of the activities and the proximity of each activity area to other areas
• space requirements for each activity based on the number of participants involved
• security
• accessibility
• versatility
Ways to Arrange and Organize Space:
• Centralized – a central dominant activity space around which several secondary spaces
are group.
• Linear - Arrange a sequence of spaces for varying activities along a straight line.
• Radial – combine centralized and linear arrangements.
• Clustered – space are group by proximity, and each grouping may share a common
visual trait or relationship.
• Grid – group spaces in rows and columns.
Centralized Linear

Radial Clustered

Grid
Meeting Room Set-up
• Theater Style
• Classroom Style
• Banquet Style
• Crescent Style
• Conference Style
• U-Shape
• Hollow Rectangle/Square

To compute how much space will be needed to accommodate the number of expected guests
with the planned set-up:
Number of People x Square area per person for the planned set-up

To determine if a meeting room can accommodate the planned set-up:

Room’s total square area ÷ Square area per person for the planned set-up

Lesson 8: CONTINGENCY PLANNING, ACCESS, SECURITY and CRISIS

MANAGEMENT
Event management includes preparing for the best that could happen, as well as the worst.
Any plan stands the risk of uncertainty, and event plans are not exempt. No amount of preparation
can provide 100% assurance that things will go as planned. The best way is to identify what could
go wrong, eliminate or minimize the chance of them occurring and be prepared in case the problems
still persist.
Prepare to address safety and security risks. Safety and security are two of the primary
considerations of event attendees, particularly in the light of present-day uncertainties. Event
managers should, nonetheless, be in control of crisis situations. It is important to have precautionary
and contingency measures in place at any event, and anticipate budget inclusions for them.

Preventive Action
The event manager’s objective is to prevent problems from arising. It seems like a tall order,
but it is an imperative. Again, “An ounce of prevention is better than a pound of cure”.
From the problems that have been identified, address the likely causes at the earliest stages
way before the day of the event. Two key questions to be answered are:
• What actions can be taken to address each likely cause?
• What actions can be taken to reduce the probability of occurrence of a potential problem?

Contingency Plan
In spite of all the precautions, sometimes the inevitable happens and things could still go
wrong at the event. But because the “show must go on,” it is best to be prepared and put into action
plan that will minimize the effects of the problem. Not only devise what will be done if the problem
occurs, but also identify what occurrence will set the contingency plan into action. Quick thinking is
important in times of stress, but programmed thinking with action is much preferred.
Crisis Management Plan
While event managers always try their best for an event to be successful, there are times when
the worst happens and crisis strikes. An event crisis is a problem that has gone out of hand causing
damage of serious magnitude. Damage or the negative effect of the crisis may be to persons, property
or reputation. Clearly, the objective is to save lives, prevent injury, and avoid damage to property.
Though often misconstrued as synonymous, these two terms are difference. Safety refers to
protection of people from harm. Security refers to protection of property from damage or loss.
Nonetheless, both are genuine concerns that an event manager must seriously plan for, fund and
cautiously address. In any event the organizers must always learn, prepare and take to heart their
responsibility to protect: 1) people; 2) property; 3) reputation; and 4) revenues – in that order of
priority. (Silvers, 2004)
Create a safety and security (S&S) team to help assess risks and potential problems anticipated
for the event. This team must have the authority to develop an emergency management plan. The
team evaluates the likelihood of risks, safety and security breach, and operational problems;
prepares measures to eliminate them; and plans how to adverse effects may be minimized in case the
problems still occur, including leading people to safety. Among the areas or elements of the event
that must be evaluated for safety, security, and other risks are:

• Design of the venue and site

• Stage and other structures
• Special effects
• Electrical connections
• crowd control
• Transportation
• Sanitation facilities and waste management
Safety: Protection of People
Protection of people at the event is always a top priority. Those who will need protection are the
attendees and workers at the event. Aim to maintain a safe and healthy event environment.
For every event, prepare: a plan to prevent safety violations and accidents from happening
(prevention); a plan which will minimize the effect of these problems in case they still do happen
despite preparations made to prevent them (contingency); and a crisis management plan, in case the
situation escalates to full-blown crisis situation.
A pre-requisite to planning preventive and contingent actions is to understand the audience
profile. Know who would be in the audience and plan on how they are to be protected.
Stage and other structures
 Inspect the stage and other structures that are built or installed for the event. Check for defects
that may causes harm to performers and workers. Check for stability of the stage and scenery,
considering the equipment, people and movement on the stage. Similarly, check the backdrop and
other structures installed for the event. Visualize how such structures will be used, and always not
possible breach of safety.
Special Effects
Check venue and comply with local government restrictions on pyrotechnics. Invite the supplier
to check the event site for feasibility of using the effects before finally deciding to contract his/her
services. Review the parts in the program wherein such effects will be used, and ask the supplier to
provide product specifications that are appropriate for your need. Require the supplier to have safety
measures and equipment ready. Have a knowledgeable event staff, venue representative, and an able
representative of the supplier double-check installations before the event starts.
Electrical Connections
Meet with the venue management regarding the event’s electrical power requirements.
Together with the event’s electrical engineer, determine the power requirements to stage the event
according to the event plan, and evaluate available power supply. There may be a need for additional
power generators to power up all equipment to be used for the event. Also check for the possibility
of power outages at the time of the event.
Use only well-insulated cables and wires; discard cables with exposed wiring. Cables and
electrical connections must be neatly laid out and appropriately covered or taped down. People can
trip over exposed cables that cross aisles and walkways.
Crowd Control
During the planning stage the event team must already visualize how the crowd is likely to
behave at every activity during the event – from entrance to exit. Avoid activities that can cause
uncontrollable and unsafe crowd movement. The following table presents unsafe crowd movements
and recommends preventive measures.

Unsafe Crowd Movements Recommended Preventive Measures

• Crowd crush – caused by the • Open event doors early, so that the crowd does not get
compression of a crowd from impatient waiting, and so that the attendees can enter in
a big space to a smaller area. trickles instead of in one burst.
• Plan for the staggered transfer of attendees from one
area to another by varying activity schedules.
• Plan for orderly exit from one area when transferring to
another area. For example, we have the audience move
out by rows.
• Crowd craze – crowd • Plan activities to avoid having the crowd rush towards a
pressure caused by person or object.
overexcitement, a competitive • If the likelihood of a sudden rush is inevitable (as in the
rush or push of a crowd case of having popular celebrity guests), have sturdy
towards a person or object. crowd control barriers and enough security personnel to
control the crowd.
• Crowd surge – a compression • Plan event activities and control the event sequence in
of a crowd toward a particular such a way that the crowd will not have cause to move
direction. suddenly toward one direction.
• Be aware of the venue capacity appropriate for the layout
planned and activities to be conducted. Limit the
audience size only up to the capacity level.
• Crowd collapse – when • Plan for orderly crowd movement at entrances. Have
people in front of the crowd orderly and well-managed queues.
rush forward causing some of • Avoid giving the crowd a reason to suddenly rush
them to trip and fall, thus forward, such as competition for seats or for a prize.
those coming from the rear
 stumble over those who have
fallen, and fall on top of them.
• Crowd panic – out-of-control • Vividly mark all exits; make sure these remain visible
movement to escape a real or even in the event of a power outage.
perceived danger, often • Train the members of the event team on how to handle
trampling over those who emergency situations and evacuation.
have fallen in the way. • Organize to have ready triggers that will put emergency
contingency measures into action immediately after the
emergency situation happens.

Reassuring announcements can calm down an impatient audience, but better than this is to
deliver on the event promises, and not to disappoint the audience, or make them impatient or angry.
Proper execution of the event plan would help prevent problems with crowds:
1. Start on time; the audience dislikes being kept waiting.
2. Announce unavoidable changes to the program; for example, when a guest performer is unable
to attend.
3. Do not unnecessarily change rules mid-stream; for example, follow seat assignments; observe
raffle or contest rules as initially announced.
4. Exercise fairness and always deliver on your promises.
5. Treat the audience with courtesy and respect, because after all, the event is for them to enjoy.

Transportation
If transport of participants is part of the event arrangements, take precautionary measures.
Work only with reputable transport companies that maintain vehicles in good running condition. The
condition of the vehicles also bear on the image of the client company, the sponsors, and the event
organizer. Plan to have enough vehicles on-hand to accommodate all participants and their luggage.
Never overcrowd or overload transport vehicles. Plan time of arrival and departure, and stick to
schedules. Know how long the travel will take as it might be necessary to have activities on-board so
participants will not get bored, or even just to have a ready answer to inquiries.
Sanitation Facilities and Waste Management
Cleanliness is key in keeping the event site a healthy environment. Have the event site clean and
ready before the audience arrives. Restrooms become very busy areas during events. Check the
restrooms; make sure that running water, soap and tissue paper are available. Discuss restroom
cleaning schedules with the venue administration (if this is their responsibility), or hire capable crew
to clean and maintain cleanliness in the restrooms. If the number of restrooms is insufficient,
consider installing near the event site portable toilets which must be cleaned and maintained at all
times, and whose waste must be properly disposed of.
Security: Protection of Property
Aside from protecting physical property, there is also a concern for protecting intellectual
property. For events that have a potential to be commercially viable if video-taped, include
prohibition of cameras and video recording devices at the event. Inspection of audiences’ bags upon
entry must be part of the security routine. Roving security personnel must also be on the look-out for
unscrupulous people who record the event. A similar concern for corporate events is information
leakage, particularly when competition is very keen. Admission to such events must be limited only
to authorized and identified people. Care should also be taken that hand-outs and similar materials
are not left lying around, as these might land in the wrong hands; instruct members of the event team
to pick these materials for safekeeping.
 Prepare security plans and policies including how to: (1) observe the crowd; (2) conduct
searches; (3) raise emergency alarms; (4) report incidents; (5) request assistance from team
members; (6) evacuate in case of fire, earthquake or some other incidents; (7) deactivate utilities and
equipment; and (8) inform members of the S&S Team regarding these eventualities. Make sure there
are security personnel in all entrances and exits, loading and unloading docks, storage areas, parking
areas, lobbies, registration areas, cash collection points, meeting and meal rooms.
Crisis Management Plan
Apart from having preventive and contingent plans to protect the audience, staff, crew and all
property, also draft a plan that will be put into action should a crisis happen at the event. First, create
a crisis response team. This will include key event staff, security and venue representatives. Assign
responsibilities to each team member:

• Information gathering – responsible for gathering information relevant to the crisis

situation including: causes, extent of the damage, casualties, agencies or persons involved,
and other data. Such data are shared with the rest of the team.
• Liaison – responsible for keeping communication and coordination between the event
principals, the victims, and other parties that have a stake in the crisis.
• Logistics – sources materials, equipment, manpower, and other resources needed to
alleviate the situation.
• Spokesperson – the one and only person designated to speak on behalf of the event
principals.
Sufficient training for event staff is necessary. Have trained and certified first aiders on the team.
Also go through training for fire prevention and safety, as well as the use of fire extinguishers.
Training on safety procedures for earthquakes, bomb attacks, and panic attacks will better prepare
the event team in handling adverse situations. Being at the event scene, the event team is logically
the first line of defense and should know how to react accordingly. Prompt action can save lives,
prevent injury, minimize property damage, and consequently avoid damaged reputations.

Lesson 9: EVENT EXPENSES, SOURCES OF REVENUE AND EVENT BUDGET

& DRAFTING EVENT BUDGET

Money and time are two very important resources that should be managed well by anyone in
the event industry. Some of the resources we have for an event may be sourced from the client itself
but some would come from registration fees, sponsorships, etc. thus the need to stretch the allowable
expenses is thus important thing to consider.

According to Bianca Baumann of eventmobi.com, establishing an event budget is a crucial

step during the planning phase, right after setting your goals and objectives. An event budget is
a detailed forecast of what will be happening financially at your event. It helps control your
expenses and revenues, and measures the success of your meeting or event performance.

The importance of an event budget cannot be overemphasized. Although a well-planned

budget takes time to create and manage, it can mean the difference between success or failure.

Budgets are made up of three basic parts: REVENUE, EXPENSES and PROFITS. Thus the
formula:
REVENUE minus EXPENSES = PROFITS
Revenue - Is the income generated from normal business operations and includes discounts and
deductions for returned merchandise. It is the top line or gross income figure from which costs are
subtracted to determine net income.
Expenses – is the cost of operations that a company incurs to generate revenue. Common expenses
include payments to supplier, employee wages, factory leases, and equipment depreciation.

Profits - Profit is a measure of profitability which is the owner’s major interest in the income
formation process of market production.
The importance of each item in the equation will depend on the financial objectives of the
event. Hosted events tend to maximize the budget to cover all expenses and achieve event objectives.
Break-even events, recovers all expenses thru revenues generated. Profit-oriented events aim to
increase revenue to levels higher than expenses.

A. UNDERSTANDING EXPENSES
Identify expenses in each element of the plan. List and estimate all probable expenses. Classify
the expenses you have listed either as a fixed cost or a variable cost.
Fixed costs
❖ Expenses incurred in the staging and management of an event that are not likely to
change as the number of attendees change.
Variable cost
❖ Expenses that vary depending on how many people attend the event. This may be
computed on a per capita basis, i.e, variable cost per participant.
It is important to understand fixed vs. variable costs so that event managers can draw up a
workable budget. The total cost of producing the event is computed by applying this formula:

variable cost x the number of participants + fixed cost = total cost of production

SAMPLE LIST OF EXPENSES

FIXED EXPENSES VARIABLE EXPENSES BASED ON THE
NUMBER OF PARTICIPANTS ATTENDING
THE EVENT
Artists, entertainers, performers and Food and beverage costs
speaker fees
Audio-visual equipment Hire costs of tables and chairs
Decoration & banners Souvenirs for the participants
Design costs Temporary labor costs
Equipment maintenance Water costs
Erection of stands and displays Accommodation costs
Insurance Transportation costs
Licenses Costs related to volunteers and interns
Marketing and social media
Marquees
Office rent and equipment
Permits
Salaries and wages of permanent
employees
Security
Signage
Staging & rigging
Technical equipment
Venue rental
Waste disposal
Web design/web administrator
Source: International Best Practice in Event management. Hind, et al. 2019
 It is also normal to add 10% of the total costs as contingency fund. This fund is to provide for
margin of error as some of the costs increase during the preparation and planning phase of the event
or an unforeseen item of expenditure arises.

B. SOURCES OF REVENUE
Events intended for profit or breakeven point may consider these sources of revenues:

Example Sources of Income

Advertising Income Admission Fees
Booth Rentals Gifts in kind
Broadcasting Rights Exhibit or Exposition Booth Rental Fees
Concessionaire Rental Fees Concession Sales
Donations Supplier Discounts
Entrance Fees Public funds – grants of money
Franchising Raffles
Licensing Fees Registration Fees
Merchandising Income Sponsorships
Pledges of money from benefactors Stall-holders fees
Programme Sales Ticket Sales

Setting ticket prices, admission or registration fees

Compute for all costs related to staging events:

Ticket prices, admission or = variable cost per attendee

registration fees + the cost for event promotion for attendees
+ targeted profit percentage from the ticket price
+ applicable sales taxes
Note: 12% value add tax is mandatory in the Philippines and may be other sales taxes applicable as
required by local government ordinances
Another way to set the price is to set a variable cost percentage applicable to the event:
Formula:
Variable cost percentage = Total variable cost / Total revenue

For hosted events, available funds must cover the estimated total COST OF Production that is:

Event budget = Total cost of production (variable cost per participant x the number of
participants) + total fixed costs

For revenue generating events, proceeds from ticket sales or registration fees and other revenues
earned should be able to cover all variable costs, plus all fixed costs, and a substantial surplus for
profits.

Revenues = Total cost of production + Targeted Profit

(no. of tickets sold x ticket price) + other revenue = [(variable cost per ticket x number of
tickets) + total fixed costs] + targeted profit

For break-events, revenues generated from ticket sales or other sources must cover the total
production cost.
Revenues = Total cost of production

(No. of tickets sold x ticket price) + other revenue = (Variable cost per ticket x No. of tickets
sold) + Total Fixed cost

For an event manager, it is interesting to know at what level of sales will the event be at break-even.

Break- even = Total fixed costs

(1- variable cost percentage)
or
Total fixed costs
(1- total variable costs)
Total revenue

From the event budget drafted, determine whether the event’s financial objectives are being met. A
savvy event manager rises to the challenge each by asking these important questions:
o How much does it cost?
o How much can we afford?
o Is it worth it? If yes, then what must be done to be able to afford it?

An event manager gets event objectives done through the effective and efficient use of resources.
Seemingly, resources will never be enough. It takes a frugal but creative event manager to balance
revenues, costs and profits.

Example on creating an event budget:

Situation 1:
The College of Management and Entrepreneurship having a 4,000 student population in the
entire university will have its annual Intramurals on November 11-16, 2020. This year’s team is
“CME: Faster, Higher and Stronger – A 3-peat dream”. There will be different sporting events and
literary-musical competitions for the students to enjoy and participate. A college pageant will also be
conducted to choose who will be its representative to the Mr. and Ms. LNU 2021.

Assume that you are to create an event budget for the event. Take into consideration the
number of days and the events that will happen during the intramurals. Include a contingency fund.

Given:
Officiating Officials Honorarium - Php 250.00/pax @ 25 pax for (Nov. 11-15)
Venue A Rental (November 11-14) - Php 15,000.00 / day
Venue B Rental (November 12-15) - Php 25,000.00 / day
Venue C Rental (November 13-16) - Php 5,000.00 / day
Organizer’s Shirt (3 pcs.) - Php 600.00/pax @ 50 pcs.
Judge’s Honorarium - Php 1,500.00/pax @ 15 pax
Judge’s Token - Php 500.00/pax @ 15 pax
Venue A Decorations - Php 20,000.00
Venue B Decorations - Php 30,000.00
Venue C Decorations - Php 10,000.00
Costume (12 candidates) - Php 500.00/pax
Light and Sound Needs - Php 185,000.00
Photographer - Php 20,000.00
Videographer - Php 25,000.00
AM Snacks (Nov. 11-16) - Php 30.00/pax @ 400pax
PM Snacks (Nov. 11-16) - Php 30.00/pax @ 350pax
Lunch (Nov. 11, 13-15) - Php 200.00/pax @ 300pax
Dinner (Nov. 12, 14-16) - Php 2500.00/pax @ 100pax
Prizes 1st Place - Php 1,000.00 @ 20 contests
Prizes 2nd Place - Php 750.00 @ 20 contests
Prizes 3rd Place - Php 500.00 @ 20 contests
Medals - Php 100.00/pc. @ 60 contests
Sash - Php 150.00/pc. @ 20 sashes

FIXED COST
Estimated
EXPENSES Particulars Cost
Venue A Rental (November 11-14) Php 15,000.00 60,000.00
Venue B Rental (November 12-15) Php 25,000.00 100,000.00
Venue C Rental (November 13-16) Php 5,000.00 20,000.00
Venue A Decorations Php 20,000.00 20,000.00
Venue B Decorations Php 30,000.00 30,000.00
Venue C Decorations Php 10,000.00 10,000.00
Light and Sound Needs Php 185,000.00 185,000.00
Photographer Php 20,000.00 20,000.00
Videographer Php 25,000.00 25,000.00
TOTAL FIXED COST 470,000.00
VARIABLE COST
Estimated
EXPENSES Particulars Cost
Officiating Officials Honorarium (Nov. 11-
- Php 250.00/pax @ 25 pax 31,250.00
15)
Organizer’s Shirt (3 pcs.) - Php 600.00/pax @ 50 pcs. 30,000.00
Judge’s Honorarium - Php 1,500.00/pax @ 15 pax 22,500.00
Judge’s Token - Php 500.00/pax @ 15 pax 7,500.00
Costume (12 candidates) - Php 500.00/pax 6,000.00
AM Snacks (Nov. 11-16) - Php 30.00/pax @ 400pax 72,000.00
PM Snacks (Nov. 11-16) - Php 30.00/pax @ 350pax 63,000.00
Lunch (Nov. 11, 13-15) - Php 200.00/pax @ 300pax 240,000.00
Dinner (Nov. 12, 14-16) - Php 2500.00/pax @ 100pax 100,000.00
Prizes 1st Place - Php 1,000.00 @ 20 contests 20,000.00
Prizes 2nd Place - Php 750.00 @ 20 contests 15,000.00
Prizes 3rd Place - Php 500.00 @ 20 contests 10,000.00
- Php 100.00/pc. @ 60
Medals 6,000.00
contests
Sash - Php 150.00/pc. @ 20 sashes 3,000.00
TOTAL VARIABLE COST 625,250.00
 TOTAL FIXED & VARIABLE COST 1,095,250.00
CONTINGENCY PERCENTAGE 10% of total event expenses 109,525.00
TOTAL EVENT BUDGET 1,204,775.00
Situation 2:
MDEvents is a local events management company that specializes on trainings and seminars.
Every year they conduct a series of seminar-workshop for students aimed at improving their skills
and updating of trends needed for their professional well-being.

For the last quarter of the year, they are conducting a regional convention of hospitaltity
students on October 12-14, 2020. The three (3) day event will be participated by at a targeted 1,500
participants coming from the different schools offering hospitality and tourism degree programs.
This activity will also highlight industry companies and employment agencies through a trade show
and exhibit. Raffle prizes are also at stake.

The event will start officially on the afternoon of October 12 and will end by lunch of October
14. A gala dinner with a filipiniana theme will happen on October 13 at the Leyte Academic Center.
Exhibitors are given 30 minutes presentation time during lunch breaks as part of their sponsorship
benefits.

Day 0 October 11, 2020

8:00am to 5:00pm Registration of Participants @ Alba Hall Foyer
Day 1 October 12, 2020
8:00am to 12:00nn Registration of Participants @ Alba Hall Foyer
1:00pm to 5:30pm Convention Proper @ Alba Hall Main Hall
7:00pm to 10:00pm Dinner of Guests and Speakers @ Samsara
Day 2 October 13, 2020
8:00am to 12:00nn Convention Proper @ Alba Hall Main Hall
1:00pm to 4:00pm Convention Proper @ Alba Hall Main Hall
7:30pm to 11:00pm Gala Dinner @ Leyte Academic Center
Day 3 October 14, 2020
8:00am to 12:00nn Closing Activities @ Alba Hall Main Hall

Given:

Venue Rental (LNU Alba Hall) - Php 100,000.00 /day

Venue Rental (Leyte Acad. Center) - Php 30,000.00 / day
Van Rental (October 11-15) - Php 5,000.00 /van per day (3 vans needed)
Van Rental (October 13) - Php 2,500.00 / van per half day (12 vans needed)
Organizer’s Shirt (3 pcs.) - Php 600.00/pax @ 50 pcs.
Speaker’s Honorarium - Php 10,000.00/pax @ 12 pax
Speaker’s Plane Tickets - Php 5,000.00/pax @ 12 pax
Venue Decors (LNU Alba Hall) - Php 20,000.00
Venue Decors (Leyte Acad. Center) - Php 50,000.00
Exhibit Booth Contractor - Php 200,000.00
Light and Sound Needs - Php 85,000.00
Photographer - Php 20,000.00
Videographer - Php 25,000.00
Speaker’s Accommodation - Php 2,000.00/room @ 12 pax
Token for Speakers - Php 1,000.00/pax @ 12 pax
Dinner for Guests/Speakers - Php 12,000.00 (October 11)
Staff Meals (October 11)
(AM Snack) - Php 30.00/pax @ 30pax
(Lunch) - Php 120.00/pax @ 30pax
(PM Snack) - Php 30.00/pax @ 30pax
(Dinner) - Php 120.00/pax @ 40pax
Staff Meals (October 12)
(AM Snack) - Php 30.00/pax @ 60pax
(Lunch) - Php 120.00/pax @ 60pax
(PM Snack) - Php 30.00/pax @ 60pax
(Dinner) - Php 120.00/pax @ 50pax
Staff Meals (October 13)
(AM Snack) - Php 30.00/pax @ 50pax
(Lunch) - Php 120.00/pax @ 50pax
(PM Snack) - Php 30.00/pax @ 50pax
(Dinner) - Php 350.00/pax @120pax)
Staff Meals (October 14)
(AM Snack) - Php 30.00/pax @ 30pax
(Lunch) - Php 120.00/pax @ 30pax
(PM Snack) - Php 30.00/pax @ 30pax
Participants Meals (October 12)
(PM Snack) - Php 75.00/pax @ 1,500pax
Participants Meals (October 13)
(AM Snack) - Php 75.00/pax @ 1,500pax
(Lunch) - Php 200.00/pax @ 1,500pax
(PM Snack) - Php 75.00/pax @ 1,500pax
(Dinner) - Php 350.00/pax @ 1,500pax
Participants Meals (October 14)
(AM Snack) - Php 75.00/pax @ 1,500pax
(Lunch) - Php 200.00/pax @ 1,500pax
Convention Kits - Php 200.00/pax @ 1,500pax
Leis - Php 120.00/pax @ 40pcs.
Entertainer (Show Band) - Php 25,000.00
Entertainer (LNU Dance Troupe) - Php 12,000.00
Entertainer (Tribal Band) - Php 7,000.00
Mobile Bar (3 stations) - Php 30,000.00
Photobooth (3 stations) - Php 15,000.00
Emcee/Host (3 days) - Php 35,000.00
Radio Ads - Php 10,000.00
TV Ads - Php 20,000.00
Tarpaulin Printing - Php 30,000.00
Security Services Honorarium - Php 5,000.00
Medical Services Honorarium - Php 5,000.00
Communication Expenses - Php 5,000.00
Event Organizer’s Fee - Php 500,000.00

Create an event budget for the regional convention. Take into consideration the number of
days and the events that will happen during the event. Include a contingency fund of 10%. Consider
also the following:
- Sponsorships and marketing activities shall be included
- Transportation will be provided to guests and participants to the gala dinner
- Sponsorship shall be targeted at Php 1,000,000.00
- There will be 25 booth exhibitors paying at different rates (10 booths @ 50,000.00, 10
booths at 80,000.00 and 4 booths @ 100,000.00 and 1 booth @ 200,000.00)
- The caterer agrees to give for free the dinner meals of staff on October 13 @ 120pax)

Also assume the registration fee rate that you will collect for each participant with a 12% additional
income percentage.
 VARIABLE COST
EXPENSES Particulars Estimated Cost
Organizer’s Shirt (3 pcs.) - Php 600.00/pax @ 50 pcs. 30,000.00
Speaker’s Honorarium - Php 10,000.00/pax @ 12 pax 120,000.00
Speaker’s Plane Tickets - Php 5,000.00/pax @ 12 pax 60,000.00
Speaker’s Accommodation - Php 2,000.00/room @ 12 pax 24,000.00
Token for Speakers - Php 1,000.00/pax @ 12 pax 12,000.00
Dinner for Guests/Speakers - Php 12,000.00 (October 11) 12,000.00
Staff Meals (Oct 11) AM Snack - Php 30.00/pax @ 30pax 900.00
(Lunch) - Php 120.00/pax @ 30pax 3,600.00
(PM Snack) - Php 30.00/pax @ 30pax 900.00
(Dinner) - Php 120.00/pax @ 40pax 4,800.00
Staff Meals (Oct 12) AM Snack - Php 30.00/pax @ 60pax 1,800.00
(Lunch) - Php 120.00/pax @ 60pax 7,200.00
(PM Snack) - Php 30.00/pax @ 60pax 1,800.00
(Dinner) - Php 120.00/pax @ 50pax 6,000.00
Staff Meals (Oct 13) AM Snack - Php 30.00/pax @ 50pax 1,500.00
(Lunch) - Php 120.00/pax @ 50pax 6,000.00
(PM Snack) - Php 30.00/pax @ 50pax 1,500.00
(Dinner) - Php 350.00/pax @120pax) 42,000.00
Staff Meals (Oct 14) AM Snack - Php 30.00/pax @ 30pax 900.00
 (Lunch) - Php 120.00/pax @ 30pax 3,600.00
(PM Snack) - Php 30.00/pax @ 30pax 900.00
Participants Meals (October 12)
(PM Snack) - Php 75.00/pax @ 1,500pax 112,500.00
Participants Meals (October 13)
(AM Snack) - Php 75.00/pax @ 1,500pax 112,500.00
(Lunch) - Php 200.00/pax @ 1,500pax 300,000.00
(PM Snack) - Php 75.00/pax @ 1,500pax 112,500.00
(Dinner) - Php 350.00/pax @ 1,500pax 525,000.00
Participants Meals (October 14)
(AM Snack) - Php 75.00/pax @ 1,500pax 112,500.00
(Lunch) - Php 200.00/pax @ 1,500pax 300,000.00
Convention Kits - Php 200.00/pax @ 1,500pax 300,000.00
Leis - Php 120.00/pax @ 40pcs. 4,800.00
TOTAL VARIABLE COST 2,221,200.00
TOTAL FIXED & VARIABLE COST 3,755,200.00
CONTINGENCY PERCENTAGE 10% of total event expenses 375,520.00
TOTAL EVENT EXPENSE 4,130,720.00

For the situation above, the registration fee that may be collected for each participant is:

TOTAL EVENT EXPENSE 4,130,720.00

Divided by Number of Target Attendees 1,500
TOTAL EVENT EXPENSE 2,753.81
12% Additional Income Tax 330.46
TOTAL REGISTRATION FEE 3,084.27
Suggested Rate for Marketing Purposes:
If paid before October 5 Php 3,100.00
If paid from October 6-10 Php 3,350.00
If paid on October 11 Php 3,500.00

Break-even number of Participants:

TOTAL EVENT EXPENSE Php 4,130,720.00

Target number of participants registered
If paid before October 5 (Php 3,100.00) 1,332 participants
If paid from October 6-10 (Php 3,350.00) 1,233 participants
If paid on October 11 (Php 3,500.00) 1,180 participants

Total Event Profit using assumptions;

REVENUE
Registration Fee 1,500 participants @ Php 3,100.00 4,650,000.00
Booth Rental 1,900,000.00
Sponsorship 1,000,000.00
Discounts 42,000.00
TOTAL REVENUE 7,592,000.00
EXPENSES
Total Fixed and Variable Cost 3,755,200.00
Booth Rental 375,520.00
 TOTAL EXPENSES 4,130,720.00
PROFIT
Revenue 7,592,000.00
Expenses 4,130,720.00
TOTAL PROFIT 3,461,280.00

Lesson 10: REVENUE FORECASTING

After working on the potential sources of revenues, project how much revenues the event
will generate considering all revenue streams. With the ticket price in mind, forecast how many
participants are expected to attend the event, particularly if ticket sales or registration fees are the
main source of revenue. The maximum of this forecast will be the number of participants that can be
accommodated on the event venue, given the intended layout for the event. Clarify with the event
management what seating capacities are. Do not pre-sell more tickets than the number of seats
available.

If historical data on previous or similar events are available, check if these can be used as
sound bases for forecast. Other factors to consider in making your forecast include the market
response to promotional efforts, other events happening on the same day, consumer purchasing
power and buying behavior, and even the weather outlook.

Lesson 11: EVENT TIMELINE PREPARATION

Time is one other resource that the event manager must learn to optimize. 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 (consider lead times, too). The next
step is to organize and allocate time for the work involved, keeping in mind the time available to plan
the event. Prepare security plans and policies including how to:

1. Observe the crowd

2. Conduct searches
3. Raise emergency alarms
4. Report incidents
5. Request assistance from team members
6. Evacuate in case of fire, earthquake or some other incident
7. Deactivate utilities and equipment
8. Inform members of the s & s team regarding this eventualities

Other than safety and security, also plan for other event elements. Visualize what will happen
on the day of the event and identify:

1. POTENTIAL PROBLEMS
2. PREVENTIVE ACTION
3. CONTINGENT ACTION

The timeline identifies what activities must be completed by a certain date. Use this to check
the progress of the team in putting the event together. The list of tasks to be done will vary on the
type of event, resources, and manpower available.

Lesson 12: EVENT PLAN PREPARATION AND PRESENTATION

After working on the event plan for many days (and probably nights), the next hurdle is to
present the plan to the approving committee – usually a panel of event stakeholders. Manager must
have the clearest vision of the coming event. He/She has to share this vision in one make-or-break
presentation.
THE PREPARATION
Gather all the bits and pieces of the plan together in an organized and comprehensive file,
and then create a cohesive presentation. While the use of one’s creativity is highly recommended,
there are certain elements which presentation must have:
- The Rationale
- Audience Profile
- Event Objective
- The Event Vision
- Format
- Venue
- The Experience
o Invitation
o Registration
o Atmosphere
o Program
o Treats
- Budget
- Summary
- Reference

Back-up Materials
- Destination brochures
- Hotel Brochure
- Hotel layout
- Meeting Room Specifications
- Brochures from restaurant, caterers 'menu, venue, activities mentioned in the
proposal
- Promotional materials
- Sample gifts giveaways

THE PRESENTATION
• Be punctual and very well prepared when coming to the meeting.
- wear clothes that enhance your self-confidence, and give you an air of
authority. Take at least one member of the event team to the
presentation. As you do the presentation, the other member takes notes
of the ensuing discussion.
• Have only one person doing the presentation.
- This makes for a quicker presentation with less transitions.
However, if there are parts of the presentation that require an expert
on the topic, then bring one on.
• Master the presentation.
- Write the presentation yourself. Avoid presentation materials that
are too cluttered and confusing. Provide copies to the panelist for
individual study. Also practice how to answer tough questions from
the stakeholders.
• Give the presentation your best shot.
• The sooner you get the approval, the sooner you can start executing the plan
– and that’s where most of the work is done.

On the Spotlight (Application)

Planning stage in events management deals with the initial preparations and discussions to
be undertaken by an event manager and the client. It is where the creative and attention for details
are to be carefully in place.
Directions: Read and answer each of the following questions. You may illustrate or add supporting
articles/pictures to support your answer.
1. Preparing for an event needs thorough research about the type of event being organized
and planned. To be able to have a unique event, why is there a need for the event
planner to meet with the client?
2. Creating an event plan needs the careful study of the different aspects of the event, and
choosing a venue is one of those. For possible attendees to be enticed to participate,
register or attend the event, why is there a need to have multiple venue choices? What
has concept and vision has to do with this stage?
3. Knowledge on basic accounting principle and event budget preparation is an industry or
trade skill that must be mastered. What are the different impacts of fixed cost and
variable costs in achieving the financial objectives of the event? What would its impact
be if the event will not reach its target attendees or participants?

Your responses will be graded using the rubric below. Use it as your guide in obtaining the
highest possible score.

Let’s Explore More (Extended/Reinforcement)

)ActivityOn the Spotlight (Application)
Research through online on the different activities, programs and events during the annual
Philippine Travel Mart organized by the Philippine Tour Operators Association (PHILTOA). This
annual event is held every September of every year at the SMX Convention Center and is participated
by the different regions in the country where tourism is an economic driver, airline companies, travel
agencies, tour operators and other event management companies.
Here is an internet link of the said event:
https://www.youtube.com/watch?v=e26qFsqTJ70
After the research and watching the video, create a “unique” event plan for a three (3) day
travel fair that focuses on the different attractions of Eastern Visayas at the People’s Center and
Library Grand Ballroom. Given the situation above, a written report will be submitted given the
following format:
Event Title:
Event Type:
Event Date(s):
 Event Venue:
Event Concept:
Event Vision:
Event Objectives:
Proposed Event Budget:
Event Plan:
References/Documentation: (shall have photos of the concepts and plan for the event)
Event Stakeholders:
Event Policies and Guidelines:
Event Contingency Plan:

This activity shall serve as a project for each student to submit. A powerpoint presentation
shall be submitted and a scheduled online presentation and defense of the plan shall be made.
The rubric to be used in evaluating the output in obtaining the highest possible score shall
be:

Internet Links

https://www.eventmobi.com/blog/event-budget-basics/
https://www.majorevents.govt.nz/resource-bank/event-budgeting-financial-management-and-
insurance/event-forecasting-reporting-and-management-systems/
https://www.thebalancesmb.com/an-outline-of-event-planning-expenses-1223663

References

• Hind, D. (et al.) (2019). International Best Practice in Event Management. Jakarta:
Prasetiya Mulya Publishing.
• Salvador, G. (2009). Event Management: Envision. Execute. Evaluate. Quezon City:
C&E Publishing, Inc.
 • Goldblatt, J. (2002). Special Events: Twenty-first century global event management
(3rd ed.). New York: John Wiley & Sons, Inc.

Answer Key

Diagnostic Test:
The events industry has become a new source of income for some countries and even some
hospitality establishments in the tourism industry. Before we start the discussion, let us
first evaluate what you know about the course. Here, we will try to find out how well
interested and informed about events.
Accomplish this diagnostic test by providing answers to the items listed below. You may
also answer the test offline by writing TRUE or FALSE before the number.

TRUE 1. Birthdays are life cycle events.

TRUE 2. Events industry is a composite industry of the tourism industry.
FALSE 3. Reunions are events that bring people together for a purpose.
FALSE 4. All events generate income.
TRUE 5. Sports can be a major type of event.
TRUE 6. Festivals like Panagbenga of Baguio city can be considered a hallmark event.
TRUE 7. Travel is an integral part the MICE Industry.
TRUE 8. Social directors are events employees in hotels, resorts or cruise companies.
TRUE 9. Government is a stakeholder in events.
TRUE 10. Events are a great source of income for any tourist destinations.