MICE REVIEWER

PROVIDING SERVICES ON THE EVENTS

Accessibility
Ancillary services
Attractions
Accommodation

Get the brief from the client along with the budget
Work out the logistics and tie ups
Create a concept and share with the client
The deliverables are shared within the timeline
Execution of the whole activity managed from the team

Things to Provide
Consumer or tourist
Transportation
Airlines
Destination
Transportation or airport transfers
Hotel or accommodation
Mice venue
Sightseeing & entertainment destination
Transfers to airlines
Tourist home place

People to contact:
Contact with mice customer
Arranging flight tickets
Arranging visa
Accommodation
Forex
Local transport
Transport for sightseeing
Transfers
Arranging mice venue
Travel insurance
And other auxiliaries activities
Escort activities

Accessibility
Cost: the monetary expense of transportation and access.
Time: the duration/distance of travel involved and the opportunity cost of that time.
Frequency: the frequency of connections to the site.
Convenience: the scheduling convenience of the connections.
Barriers: the extent of any travel formalities, which inhibit travel such as visas, customs, etc.
Local Support
Local Chapter: the extent of assistance and backing offered by the local chapter of the Association.
CVB/Convention Centre: the extent of planning, logistical and promotional support offered.
Subsidies: the extent to which the destination offers to defray costs through rebates and Subsidies.
Other

Attractions
Entertainment: Restaurants, Bars, Theatres, Nightclubs etc.
Shopping: Malls, Major Department Stores, Low Prices etc.
Sightseeing: Architecture, Museums, Monuments, Attractions, Parks, Historical Sites, Local Tours.
Recreation: Sports And Activities Either As Spectator Or Participant.
Professional opportunities: Visiting Local Clients, Negotiations, Business Deals, Selling, Making Contacts
etc.

Accommodation Facilities
Capacity: The number of rooms available and whether more than a single hotel is required.
Cost: The cost of suitable accommodation at the site.
Service: The perception of standards of service.
Security: The extent to which the hotels provide safe and secure environment.
Availability: Are the facilities available when required?
Meeting Facilities
Capacity: Ability of site to provide suitable sized facilities.
Layout: suitability of facility layout and floor plan.
Cost: the cost of the meeting space required.
Ambience: the ability of the facility to create an appropriate atmosphere and environment.
Service: the perception of the standards of service.
Security: the extent to which the facility provides a safe and secure meeting space.
Availability: are the facilities available when required.

Information
Experience: has the site performed satisfactorily in the past.
Reputation: what is the reputation of the destination among other meeting planners.
Marketing: the effectiveness of the destinations marketing activities.
Site Environment
Climate: the desirability of the destinations climate.
Setting: the attractiveness of the destinations surroundings.
Infrastructure: the suitability and standard of local infrastructure.
Hospitality: the extent to which the host organizations and community excel in welcoming visitors.
Other

Criteria
Risks: the possibility of strikes, natural disasters, boycotts, and other possible adverse events.
Profitability: the extent to which the site would produce a profit for the organizers.
Association Promotion: would the site add credibility to the association and build membership.
Novelty: the extent to which the destination represents a novel location for the associations next Convention.

ADVOCACY EVENTS
ADVOCACY - Advocacy is an attempt to influence laws, public policy, and resource allocation within political,
economic, and social systems and institutionsstructures that directly and powerfully affect peoples lives.
How to Organize:

Goal of the event - As always, before moving ahead with planning a big event, make sure it is rooted in a
specific goal and outcome.
Planning step-by-step:
Assemble a team.
Invite attendees.
Create an ideal timeline and plan backward.
Confirm VIPs.
Create a budget.
Confirm/Remind Attendees.
Set a date and reserve a location.
Day-of.
Invite VIPs.
After the event.
Publicize the event.

Dos and Donts

Dos
Do learn as much as you can about members their committee assignments, specialties and interests.
Do relate to situations in his/her home district.
Do ask the members position on your issues or other issues.
Do show openness to counterarguments and respond to them.
Do spend time developing relationships with staff.
Donts
Dont overload an advocacy visit with too many issues.
Dont be argumentative. Speak calmly to avoid putting the individual youre advocating to on the defensive.
Dont be afraid to take a stand on issues.
Dont make promises you cant deliver.

EVENT IMPACTS AND TRENDS

CONTROL SYSTEMS AND EVALUATION

THE TWO ASPECTS OF EVENT MANAGEMENT

Control Systems essential in ensuring procedures are followed and that performance measures are achieved.
Evaluation process of measuring the success of an event against its objectives.

MONITORING AND CONTROL SYSTEMS

Why festivals fail (Getz, 2002)

Marketing/Planning (lack of research, lack of strategic planning, inadequate promotions)
External Forces (weather, competition, regulations, community opposition)
Human Resources (incompetent managers of staff, high turnover of staff and volunteers)
Financial Resources (lack of income, poor control of costs, cash flow problems)
Organizational Culture (lack of leadership and structure)

Preventative Controls and Feedback Controls

Two types of Controls:

Preventative Control established early in the planning process
Feedback Control put in place to assist with decisions during an event

EVENT EVALUATION

EVALUATION METHODS
Example questions in a customer survey:
How did you find out about this event?
Why did you decide to come to the event?
When did you decide to come to the event?
Did you come to the event with other people?
How did this event meet your expectations?
Was the transport/parking adequate?
Was the food and beverage adequate?
Were the seating, sound and vision adequate?

STAFF DEBRIEFINGS
Some of the questions addressed at the meeting:
What went well and why?
What went badly and why?
How could operations be improved?
Was there any significant risk factors that we did not anticipate?
Are there any outstanding legal issues, such as injuries or accidents?
What can we learn from this event?

FINANCIAL RECORDS
Some audited financial records with planning and other documents for post-event analysis and reporting:
Audited financial statements
Budgets
Revenue, banking and account details
Point-of-sale reconciliation
Payroll records
The risk management plan
Incidents reports
Minutes of meeting

SPONSORSHIP EVALUATION
Measures to be used for evidence:
Demographics
Signage
Audience Response
Surveys
Publicity
Image
Sales
Employee Benefits
Corporate Hospitality

BROADER IMPACT OF EVENTS

The Triple Bottom Line
Economic Impacts - The 'economic impact' of a major event refers to the total amount of additional
expenditure generated within a defined area, as a direct consequence of staging the event.

1.
2.
3.
4.
5.
6.
7.
8.
9.
10.

Social Impacts - Most people involved in staging major events have experienced their potential to have
positive effects on the people and communities that interact with them. Major events have the power to
mobilise large numbers of people and create meaningful impacts on their lives in a number of different ways.
Environmental Impacts

10 EVENT TRENDS
Immersive events
Super speakers
Offline connectivity
Intelligent feedback
Reinventing sponsorship
Microlocation
Drag, drop venues
I am in control
Unplan
Let me speak

BUSINESS CLIENT SERVICE AGREEMENTS

Service Agreement
Signed by both parties, but in this day and age is more often drafted as a set of terms and conditions that can
be sent to a client over email.

Tasks like:
Import documentation for exhibition ,

Loading and unloading

equipment and displays

Warehousing
International transportation

Delivery
Customs clearance

Operation on site
Local transportation
Key Performance Indicators:
Accuracy and reliability at all stages.
Care in storage, damage and insurance.
Timeliness of delivery.
Operational support during the exhibition.
Trouble shooting and other customer service expectations.
Client Agreement
If the client hires the service provider then he or she is deemed to have accepted the conditions set out in the
terms and conditions.
5 Key Clauses in a Client Agreement
Description of services
Payment and payment terms
Dispute resolution and mediation
Termination of client agreement
Limitation of liability

EVENT PLANNING

Event planning is the process of managing a project such as a meeting, tradeshow, ceremony, team building
activity, party, or convention.
Event planning begins with determining the objective that the sponsoring organization wants to achieve.
Event planning includes:
Budgeting
Establishing timelines
Selecting and reserving the event sites
Acquiring permits
Planning food
Coordinating transportation

Developing a theme
Arranging for activities
Selecting speakers
Arranging equipment and facilities
Developing contingency plans.

EVENT BIDDING
Event bidding is a process of communication between the two main players; the event owner and the event
bidder.
The event owner is the entity, such as an international or national sporting organisation, which owns the rights
to an event and is seeking a host to organise and run it successfully.
The event bidder is an entity or organisation that is seeking to secure the rights to host an event.
Sponsors
Donors
Providers of goods and services
Marketing company
Venue

Government bodies
Convention/event bureaus and associations
Tourism and hospitality partners (airlines, hotel
companies)
Voluntary organisations

The Bid Process

It is normal practice for any representative body, at any level, that has the responsibility to select
which organisation will stage an event, to ask each and every rival organisation to supply a proposal detailing how
they will organize and stage the event.

Main Purpose of Bid Process

Demonstrate that the bidding organisation has the capability and resources to stage the event.

Provide additional reasons why the bidding organisation should be selected over other rival bidders.

Participants will have better facilities than other rival bidders.

The event has greater financial backing than rival bids.

Public support is more assured.

Spectators will have better facilities.

Preparing the Event Proposal

The information that event proposal should convey includes but is not limited to the following:
1. The Event Team - the proposal should provide information about the event management team in terms of the
experience and qualifications of key team members. It is important for the reader of the proposal to feel that
the event team have the capability to run the event and to able to do what they say they will do.
2. Venue and Facilities - The proposal should outline all facilities available at the venue, everything from toilets
to car parking. The reader of the proposal will want to know whether the venue is suitable for the event.
3. The Program - it is often the case that the host club or organisation has little or no say in setting the
competition program when the date, or dates have been set by the sport governing body.
4. The Budget - the club or organisation bidding for the event should draft a budget of probable income and
expenditure. It is important that such a budget is realistic, and does not show a loss.

PROMOTING PASIG: A CASE STUDY ON THE ANNUAL PASIGUEO

CHRISTMAS LIGHT AND SOUNDS FLOAT PARADE PASKOTITAP

A Christmas celebration featuring different lavishly designed and exquisitely crafted floats, all inspired by
delightful children stories and movies. This event endeavors to bring back the cheer and wonderment among
young and young at heart at Christmas.
Paskotitap is made possible by the Rotary Club of Pasig, City Office and Councelor office with the supports of
different Barangay Officials, companies like San Miguel Corporation, Executioner, DMCI, Ortigas Group of
Companies and more.
TOURISM in PASKOTITAP
PROMOTING PASIG
ADDITIONAL ATTRATION
ADVERTISEMENT FOR SUPPORTERS
GENERATING INCOME
PROBLEM on EVENT
Littering
Risky Roads
Lack of Security
Lack of Marketing or Advertisement
ANALYSIS and RECOMMENDATION
Increase of Security

Improvement on Marketing and Event Promotions

Improvement on Roads and of Parade Route
Lax implementation of Policies and Standards

CATERING ISSUES AND PROBLEMS

Catering services play a vital role in any event. A good catering service injects life into any party.
The chances are that your catering company encountered ten or more problems during the last function that
you attended, but they were both manageable and small enough, plus the catering company were professional
enough that it did not show on the outside.
A caterer is like a duck, smooth and graceful on the surface, but paddling like crazy underneath."
There are two types of catering disasters. One is the stealthy type that blindsides you just comes out of
nowhere. The other is preventable type or experience based as long as youve experienced it once, you
need never go through it again as long as you learn your lesson the first time around.
Foodborne Hazards - It refers to a biological, chemical, or physical hazards that can cause illness or injury
when consumed along with the food. The leading factors that contribute to foodborne illness are temperature
abuse, poor personal hygiene practices and cross contamination.
Bacterias six conditions to multiply: F-A-T-T-O-M
Food: High in protein or carbohydrates
Acid: Most bacteria prefer a neutral environment of pH of 7.0
Temperature: Temperature and Time are the most critical factors affecting the growth of bacteria in foods.
Time: It only need about 4 hours for bacteria to grow high enough numbers to cause illness. Careful monitoring
of this is the best way to control the spoilage bacteria.
Oxygen: Depends on the type of bacteria
Moisture: Water activity greater then 0.85
LEAVING THE GUESTS HUNGRY
The best way to avoid this is to answer the following questions:
- How many expected guests are there?
- How long will the event be?
- What time of day will the event be held?
- What type of food is going to be served?
If youre expecting fifty people then prepare for seventy because you never know how many will back for
seconds. Lunch requires less food than dinner since people are more prone to eat a second time around when
the lights go out.
ILL HEALTH
Work-related ill health can cost more than twice as much as an accident causing the injury. Occupational hand
dermatitis in food handlers and kitchen staff is one of the main causes of ill health in the catering industry.
Fifty-five percent of all skin problems in the industry are caused by contact with water, soaps and detergents,
with a further 40% of cases arising from contact with food.
Skin infections and allergies that food handlers may experience:
- Irritant hand dermatitis
- Allergic contact dermatitis
- Contact urticaria
- Protein contact dermatitis
- Hand infections
KITCHEN HAZARDS
Individual workplaces will, of course, exhibit their own patterns of risk, but the main causes of accidents in the
catering industry are:
Slips, trips and falls
Lifting, manual handling and upper limb disorders
Contact with hot surfaces and harmful substances
Cuts from knives
Food Cost
Failure to communicate
If there arent enough plates for the guests then where is the man in charge for utilities and amenities? If many
of the guests turn out to be vegan but youre serving meat on the table, where are the financier and chef to

churn out veggie meals? You want to know who the key players are. This means you need to know who the
chef is, who the staff manager is, who the organizer from the catering company is, and more.

Final numbers and late RSVP

Final numbers and late comers are not a problem, as long as the caterer is made aware of it. A simple phone
call the day before just to touch base with the caterer is fine. As procedure, your caterer should include some
extra food at no extra cost to the client. Let your caterer know as soon as possible when something changes or
something you feel might be an issue, it doesn't matter how small of a deal you think it is.
Lack of amenities and available parking on-site
A caterer is bound by certain health and safety laws, such as having running water to wash their hands and
many others. If the catering site is remote then your caterer would need to know if there is electricity, running
water, toilets, shelter from the elements and more.
Defective or broken equipment
Poor service
A catering business is like any other business, in that like every other business there has to be a small
percentage for error. Even though it seems like caterers perform miracles, they are not, in fact, miracle
workers.

STUDIES ABOUT EVENT MANAGEMENT

Sustainable Event Management of Music Festivals: An Event Organizer Perspective

key barriers associated with sustainable event management of music festivals
success factors associated with sustainable event management
Seven key barriers which are:
cost-prohibitive sustainability solutions,
implementation of sustainability practices and methods,
sustaining festival viability,
building attendee engagement,
gaining internal support, commitment and priority,
limited infrastructure and local resources,
and limited government support
OVERALL
The keys to sustainable event management are
the continuous improvement and long-term planning of sustainability of events.
Cooperation within the organizers

HUMAN RESOURCE IN EVENTS

1.
2.
3.

Human Resource
is composed of all the efforts, skills or capabilities of all the people who work for the organization
staff or workforce or personnel or employees
Human Resource function
Specialist staff: responsible for the personnel objectives of the organization
Department head: responsible for establishing and implementing strategies for the HR
Department staff member: responsible for providing guidance and assistance to both management and
employees
Organization culture
Internal and external influences

HR activities in management
Employee selection
Induction of new employee
Training and development
Performance appraisal
Working practices
Job structure
Implementing disciplinary procedures
Motivating
Providing communication channel
Implementing safety policy
Planning for effects on change in employees
HR specialist
Senior HR staff
Formulate personnel policies for the organization
Get the accepted
Implement them
Advise managers of the other department about the activities related to thee HR functions
Reflect the views of the workforce to other departmental managers
HR Advisors
Manpower planning
Industrial relations
Management development
Assessment of relevant matters(latest changes employment law)
HR Administrator
Responsible in office personnel day to day activities
HR manager
As a person
As a manager
Strategic Aspect of HR Manager
Innovation
Long-term planning
Advisory function
Industrial Relation
Difficulties in the part of the HR due to the opposing forces between workers and management
Role of HR department
It provides variety of service to:
other department
employees of the organization

the organization as a whole

Responsibilities of HR department
To bring all together the employees of the organization
To develop and encourage their united interest for the success of the organization
o Employment section
o Promotion section
o Training, Education and Development section
o Medical Section
o Staff welfare
o Industrial relation section

FACTORS TO CONSIDER WHEN PLANNING AN OUTDOOR EVENT

1.
2.
3.
4.
5.
11.

Outdoor Event
Outdoor events celebrate or display some specific theme, involve a festival or tournament and have a definite
opening and closing time. Most events take place annually and require careful planning and organization.
Weather
6. Lighting
Permits
7. Food and Drink
Setting Up
8. Seating
Pest Control
9. Parking
Power
10. Clean Up

12.

BUSINESS RISK IN EVENTS (long term)

Effect of uncertainties on objectives

Being the chance of something happening that would have impact on objectives
13.
14. WHAT IS RISK MANAGEMENT?
The process of identifying such risks, assessing risks and treating these risks.
15.
16. Framework for Risk Management
1. Establish org. commitment to risk management
2. Design the framework for managing risk
3. Implement the framework
4. Continually improve the framework
5. Monitor and review the framework
17.
18. GENERIC SOURCE OF RISK (in short form)

Human Behavior/Mismanagement Risk

Natural Events/Disasters Risk

Financial/Market, Economic Risk

Legal, Environmental Risks

Technology-Related, Property and Equipment Risks

Health, safety and Security, Political Risks

Risk at Sporting Events

19.
20. Assess risks to business operations

STRATEGIC CONTEXT

ORGANISATIONAL CONTEXT

RISK MANAGEMENT CONTEXT

What are the worst things that could happen?

Where are we exposed?

What are the best things that could happen?

How would we cope?

21.


What is the consequence or impact?

What is the likelihood?

22.
23. Risk treatment: control and contingency plan

Source of risk

Risk treatment

Risk event

Resources required

Priority

Performance measure

Likelihood

Timetable

Consequences

Level of risk

Risk management practices: monitor, evaluate & develop a policy

Clear documentation of identified risks and the outcome of assessment of those risks shall
include:

checklists

completed risk ID and assessment reports

comprehensive file notes

correspondence w/ customers, suppliers/specialist advisers

reports

meeting notes/minutes

action plans

Develop a risk management policy! BY THESE EASY STEPS

Obtain support of senior management for ongoing risk analysis, eval and treatment

Decide who is responsible for managing risks

develop the required documentation

develop a timeline for implementation & ongoing review of the policy

integrate risk management

communicate with staff on an ongoing basis

manage the program at each relevant level

monitor and review the policy, procedures and outcomes.

The challenge for organisers is to reduce risk to an acceptable level by careful planning and introducing new
procedures and technologies where available, as safety standards change overtime.

If they can show that their procedures for managing risk were well considered and well implemented, this will
stand them in good stead if a charge of negligence is laid.

PROFESSIONAL CONFERENCE ORGANISER

A professional conference organizer, professional congress organizer (PCO) or

simply conference company is a company which specializes in the organization and management of congresses,
conferences, seminars and similar events.

Role of PCOs
typically work as consultants for academic and professional associations
provide FULL SERVICE MANAGEMENT for conferences
conference design
Audiovisuals
abstract management software
IT support, logistics
program development
leisure management
Registration

site and venue selection and booking

PROFESSIONAL CONFERENCE ORGANIZER ASSOCIATION

Providing relevant
training seminars
and online
learning programs

Working with
Supplier Business
Partners

Sending updates
on industrytrends
that assist you

Lobbying
Governments

Assisting members
to recognize
opportunities

Providinginformat
ion

Providingan
arbitration process

1.
2.
3.

Working with
other industry
bodies on projects

Who needs a PCO?

The committee or association will normally retain control of the event and set the policy with the pco
acting as project manager and ensuring that the administration runs smoothly. In addition they will provide
advice on all aspects of conference management and work with you in partnership to ensure the success of
your conference.
When do you need a PCO?
A PCO can be brought in at different stages during the planning process. It is recommended that a PCO
be appointed as early as possible, as their experience and expertise can ensure you avoid the many pitfalls
and unnecessary expenditure, which are frequently encountered during the early stages of congress planning.
In the earliest stages a PCO will offer help, advice and administrative support in venue research and
feasibility, as well as in establishing a preliminary budget, short listing suppliers, negotiationg and contracting
on budgetary items, and developing a time line for the planning and organisation of your congress.
Why appoint a PCO?
Most PCOs will offer a wide range of service and skill support and will offer these as a:

complete service

offer their services individually to manage specific aspects of the event

Most PCOs will be happy to manage as much or as little of the conference that the client requires.
The PCO will provide consultancy, expertise and advice to their clients.
PCO Services
In general most PCOs will offer:
Bid Support
Venue Sourcing

Venue research and evaluation

Venue negotiation management

Conference Delivery
CONFERENCE DELIVERY
Conference Logistical Management
Consultancy and advice on structure of the event
Supplier contract negotiation
Event consultancy and business planning
Timeline management
3rd party supplier sourcing and management
Secretariat function for committees meeting coordination, minute taking and general admin
On-site staffing
Event evaluation and delegate surveying including accreditation administration for
CPD /CME (if required)
Registration Services
Registration handling
VIP handling

4.

5.
6.

Programme Management
Speaker liaison and management
Scientific Programme support and coordination
Abstract submission and review management
Poster Session design and management
Session room coordination including staging and dcor
Financial Management
Financial management including budgeting, bank account reconciliation, taxation guidance, book keeping
Social Event Services
Social Event planning and management
Audio visual and production coordination
Accompanying persons programme planning and management
Optional Tour programme planning and management
PCO Services
Conference Promotion

Marketing and promotion including e-tools e.g. social media and internet resources

Website design and maintenance

Print and e-marketing design, production and distribution

Exhibition Management and Sponsorship

Exhibition and Sponsorship management

Exhibition and Sponsorship sales

Travel and Accommodation

Transportation and accommodation management

When to appoint a PCO?

You can really decide to appoint a PCO at any stage during the planning process, it really will depend
on the type of support or services you feel you need from a PCO. If for example you simply want a PCO to
assist with management of abstracts and delegate registrations then you may feel that bringing a PCO on
board part way through planning is suitable.
ENGAGING WITH A PCO RIGHT AT THE VERY OUTSET OF PLANNING IS WISE
However, Congrex would advise those considering embarking on a bid and hosting a congress to engage with
a PCO right at the very outset of planning, before you have even considered a venue or location to hold your
event.
The PCO can also assist with reviewing and interpreting a bid tender and make recommendations.
Bidding for events can be a complicated and daunting task for subject specialists to take on and bidding to
host conferences is getting an ever competing market with new destinations and emerging markets eager to
host their associations flagship event.
How do PCOs charge for their services?
Their generally isnt one fixed model and will often depend on the level of service support that the organizing
committee require the PCO to provide. Commonly used pricing structures include:
A fixed management fee
A management fee per delegate
A management fee per abstract / paper handled
A management fee (fixed or percentage) per square metre of exhibition space sold
A management fee (fixed or percentage) for sponsorship sold
A percentage of budget
Profit sharing
Conference Organizer: Job Description
financial and managerial administration
identifying new business
marketing and selling conferences to potential delegates
making bookings for catering, accommodation, transport and excursions
writing or commissioning promotional material
undertaking appropriate research
QUALIFICATIONS AND TRAINING REQUIRED
A degree is not required for entry into this profession, but relevant experience and/or qualifications is often
necessary. These could include National Vocational Qualifications, a degree or a postgraduate degree in an
appropriate subject such as business, marketing, hotel and catering management or languages.

KEY SKILLS FOR CONFERENCE ORGANISERS

Potential employees should have plenty of energy, a calm 'customer-focused' manner, the ability to cope with
pressure, excellent interpersonal skills, meticulous attention to detail and effective time management and
organisational abilities.
IAPCOS AIMS
MISSION STATEMENT
The IAPCO mission is to raise the standards of service amongst its members and other sectors of the meetings
industry by means of continuing education and interaction with other professionals.
VISION
IAPCO strives to achieve global accreditation and acknowledgment of truly Professional Congress Organisers
CORE VALUES
IAPCO is a membership-driven organisation whose members embrace the following Core Values:
They are proud of their profession; they live up to the P in PCO
They get involved; they are a small and active group taking responsibility for their association and
the industry at large
They are extra-ordinary; they care about delivering the highest quality of professional services and
make decisions accordingly.
They uphold the trust; they have a responsibility to their clients, and to the whole meetings industry,
to conduct business in a trustworthy way
They set the benchmark; they are at the forefront of innovation within their profession and always
strive to improve
Learning is essential therefore; education is at the core of their association and everything
revolves around it
AIMS
IAPCO members are committed to a continuous quality assessment process throughout their membership.
IAPCOs aims are:
To further the recognition of the profession of the congress organiser
To further and maintain a high professional standard in the organisation and administration of congresses,
conferences and other international and national meetings or special events
To undertake and promote the study of theoretical and practical aspects of international congresses
To undertake research work concerning all problems confronting professional organisers of international
meetings and to seek and promote relevant solutions
To establish and maintain effective relations with other organisations concerned in any way with international
meetings
To develop a programme of educational courses through IAPCOs Training Academy
To offer a forum for PCOs
To encourage meetings convenors to seek the assistance of reputable PCOs
To provide members with opportunities to exchange ideas and experiences

EVENT MARKETING

OVERVIEW
Events can be defined as one off, big budget occasions. They can be once in a lifetime events such as
weddings, or more common functions such as book launches or Christmas parties. Events require long, careful,
intensive planning and they generally only take place once. Event managers are solely responsible for the
smooth running of the event and there is a lot of safety and financial risk involved.
Event management and hospitality are both hugely competitive growth industries. Theorists suggest that
hospitality comprises many input industries. Key among them are event management, and under the wider
umbrella, marketing, which gives event managers a competitive edge. Event managers need to adopt the
theory that is it far more costly and time consuming to gain new customers than it is to retain old ones. Event
managers need to have an attractive point of difference and focus on retaining repeat, loyal customers so as
to increase profits and reduce costs.
Marketing Events
Event management and hospitality are highly competitive, growth industries. Marketing can give event
managers a competitive edge or strategic advantage over competitors. Marketing is the process of planning
and executing the conception, pricing, promotion, and distribution of ideas, goods and services to create

exchanges that satisfy individual and organisational objectives. The principle element of marketing relates to
the Marketing Mix, a well-known prototype in marketing and its operations. The mix includes the four Ps:
Product - The product is the tangible and intangible elements of the event, including the stakeholders, for
example the food as a tangible element, and the service of the wait staff as an intangible element.
Price - Price is the cost of the event for the client. It covers elements such as wholesale discounts and
seasonal pricing.
Promotion - Promotion includes brands, which introduce stability into businesses. A well recognised
brand will offer security to the client and minimalize risk. By providing a big brand to the client the event
manager is offering credibility and for this the client is usually prepared to pay a premium.
People - People represent the role of the consumer and the event manager, including anyone else who
contributes to the event, such as the stakeholders. It is vital that event managers know about
demographics and the clients view of the basic marketing principles so they can make broad generalised
claims as to what suits the consumer.

Event Marketing Process

Establish the features of the product
Identify Costumers
Plan to meet advance needs and wants
Analyse consumer decision making process
Establish Price
Promote the Event
Evaluate Marketing Efforts
Event Marketing GUIDES
Planning an event and have no clue where to begin? Hope this checklist will help make you a success!
Choose a theme/What is different from other like events?
Choose the date/Make sure it does not conflict with other efforts
For each element of the event select a committee chair
Choose a charity/What clear message can be portrayed as the other benefit for attending the event?
Create a logo and tagline
Set a Budget/What is the revenue goal? Charity goal?
What will raise the funding? Ticket sales, booths, sponsors, etc.
What will be the sponsor benefits? Do they get listed in a program, on your web site, receive a banner at the
event, get social on-line mentions, a booth to promote at the event?
What will be the attendee benefits? Is the theme exciting enough? Is the venue, food, entertainment unique or
is the charity itself the major focal point?
Plan Marketing/Based on budget(sample marketing budget & plan), what ads will be placed, press release sent,
eblasts completed, invites, web site, signage ect.
It possible, set timeline 6 months prior to event. For more timely quick fundraisers, try more on-line social
marketing including Facebook, Twitter, Linkedin Posts along with an eblast program.

RELIGIOUS EVENT: WEDDING

Pre-wedding
Planning a wedding involves endless details, deadlines, drama, and far too often enough stress to make you
want to just elope.
16 to 9 months Before the wedding
Start a wedding folder or binder. Begin leafing through bridal, lifestyle, fashion, gardening, design, and
food magazines for inspiration.
Work out your budget. Determine how much you have to spend, based on your families contributions and
your own.
Pick your wedding party. As soon as youre engaged, people will start wondering whos in.
Start the guest list. Make a head count database to use throughout your planning process, with columns for
contact info, RSVPs, gifts, and any other relevant information. (Want to keep costs low? It may be brutal, but
the best way to do it is to reduce your guest list.)
Hire a planner, if desired. A planner will have relationships withand insights aboutvendors.
Reserve your date and venues. Decide whether to have separate locations for the ceremony and the
reception, factoring in travel time between the two places.
Book your officiant.
Research photographers, bands, florists, and caterers. Keep their contact information in your binder.

Throw an engagement party, if you wish. But remember that your invitees should be on your wedding
guest list as well.
Eight Months Before
Hire the photographer and the videographer. No need to talk specifics yet, but be sure that the people
you hire are open to doing the shots that you want.
Book the entertainment. Attend gigs of potential acts to see how they perform in front of audiences, then
reserve your favorite.
Meet caterers. If your wedding venue doesnt offer its own catering service, look for one now and hire the
service this month or early next.
Purchase a dress. Youll need to schedule time for at least three fittings. Veil shopping can be postponed for
another two to three months.
Reserve a block of hotel rooms for out-of-town guests. Pick three hotels at different price points close
to the reception venue.
Register.Sign up at a minimum of three retailers.
Launch a wedding website. Create your personal page through a free provider such as
weddingchannel.com. Note the date of the wedding, travel information, and accommodations. Then send the
link to invitees.
Seven to Six Months Before
Select and purchase invitations. Hire a calligrapher, if desired. Addressing cards is time-consuming, so you
need to budget accordingly.
Start planning a honeymoon. Make sure that your passports are up-to-date, and schedule doctors
appointments for any shots you may need.
Shop for bridesmaids dresses. Allow at least six months for the dresses to be ordered and sized.
Meet with the officiant. Map out the ceremony and confirm that you have all the official documents for the
wedding (these vary by county and religion).
Send save-the-date cards.
Reserve structural and electrical necessities. Book portable toilets for outdoor events, extra chairs if you
need them, lighting components, and so on.
Book a florist. Florists can serve multiple clients on one day, which is why you can wait a little longer to
engage one. Plus, at this point, youll be firm on what your wedding palette will be.
Arrange transportation. Consider limos, minibuses, trolleys, and town cars. (But know that low-to-theground limos can make entries and exits dicey if youre wearing a fitted gown.)
Start composing a day-of timeline. Draw up a schedule of the event and slot in each component (the cakecutting, the first dance).
Five to Four Months Before
Book the rehearsal and rehearsal-dinner venues. Negotiate the cost and the menu. If youre planning to
host a day-after brunch for guests, book that place as well.
Check on the wedding invitations. Ask the stationer for samples of the finished invitations and revise them
to suit your needs.
Select and order the cake. Some bakers require a long lead time. Attend several tastings before
committing to any baker.
Send your guest list to the host of your shower. Provided you, ahem, know about the shower.
Purchase wedding shoes and start dress fittings. Bring the shoes along to your first fitting so the tailor
can choose the appropriate length for your gown.
Schedule hair and makeup artists. Make a few appointments with local experts to try them out. Snap a
photo at each so you can compare results.
Choose your music.What should be playing when the wedding party is announced? During dinner? To kick
off the dancing? Keep a running list of what you wantand do not wantplayed.
Three Months Before
Finalize the menu and flowers. Youll want to wait until now to see what will be available, since food and
flowers are affected by season.
Order favors, if desired. Some safe bets: monogrammed cookies or a treat that represents your city or
region. If youre planning to have welcome baskets for out-of-town guests, plan those now too.
Make a list of the people giving toasts. Which loved ones would you like to have speak at the reception?
Ask them now.
Finalize the readings. Determine what you would like to have read at the ceremonyand whom you wish to
do the readings.
Purchase your undergarments. And schedule your second fitting.
Finalize the order of the ceremony and the reception.
Print menu cards, if you like, as well as programs. No need to go to a printer, if thats not in your
budget: You can easily create these on your computer.

Purchase the rings. This will give you time for resizing and engraving.
Send your event schedule to the vendors. Giving them a first draft now allows ample time for tweaks and
feedback.

Two Months Before

Touch base again with all the vendors. Make sure any questions you or they had on your first draft have
been answered.
Meet with the photographer. Discuss specific shots, and walk through the locations to note spots that
appeal to you.
Review the playlist with the band or deejay. Though you probably wont be able to dictate every single
song played, you should come prepared with a wish list.
Send out the invitations. The rule of thumb: Mail invitations six to eight weeks before the ceremony, setting
the RSVP cutoff at three weeks after the postmark date.
Submit a newspaper wedding announcement. If youre planning to include a photograph, check the
publications website: Some have strict rules about how the photo should look.
Enjoy a bachelorette party. Arranging a night out with your girlfriends generally falls to the maid of honor.
But if she hasnt mentioned one to you by now, feel free to askfor scheduling purposes, of course!if a
celebration is in the works.
One Month Before
Enter RSVPs into your guest-list database. Phone people who have not yet responded.
Get your marriage license. The process can take up to six days, but its good to give yourself some leeway.
If you are changing your name, order several copies.
Mail the rehearsal-dinner invitations.
Visit the dressmaker for (with luck!) your last dress fitting. For peace of mind, you may want to
schedule a fitting the week of your wedding. You can always cancel the appointment if you try on the dress
then and it fits perfectly.
Stock the bar. Now that you have a firm head count you can order accordingly.
Send out as many final payments as you can.
Confirm times for hair and makeup and all vendors.
E-mail and print directions for drivers of transport vehicles. This gives the chauffeurs ample time to
navigate a route.
Assign seating. Draw out table shapes on a layout of the room to help plan place settings. Write the names
of female guests on pink sticky notes and the names of male guests on blue sticky notes so you can move
people about without resketching the entire setting.
Purchase bridesmaids gifts. Youll present them at the rehearsal dinner.
Write vows, if necessary.
Get your hair cut and colored, if desired.
Week of the Wedding
Reconfirm arrival times with vendors.
Delegate small wedding-day tasks. Choose someone to bustle your dress, someone to carry your things,
someone to be in charge of gifts (especially the enveloped sort), someone to hand out tips, and someone to be
the point person for each vendor.
Send a timeline to the bridal party. Include every members contact information, along with the point
people youve asked to deal with the vendors, if problems arise.
Pick up your dress. Or make arrangements for a delivery.
Check in one last time with the photographer. Supply him or her with a list of moments you want
captured on film.
Set aside checks for the vendors. And put tips in envelopes to be handed out at the event.
Book a spa treatment. Make an appontment for a manicure and a pedicure the day before the wedding.
(You might want to get a stress-relieving massage, too.)
Send the final guest list to the caterer and all venues hosting your wedding-related events.
Typically, companies close their lists 72 hours in advance.
Break in your shoes.
Assemble and distribute the welcome baskets.
Pack for your honeymoon.

7 CRISIS MANAGEMENT

Crisis Management

the process by which an organization deals with a major event that threatens to harm the organization, its
stakeholders, or the general public.
It is considered to be the most important process in public relations.
The study of crisis management originated with the large-scale industrial and environmental disasters in the
1980s.
Three elements are common to a crisis: (a) a threat to the organization, (b) the element of surprise, and (c) a
short decision time.
Natural crisis
Natural crises, typically natural disasters, are such environmental phenomena as earthquakes, volcanic
eruptions, tornadoes and hurricanes, floods, landslides, tsunamis, storms, and droughts that threaten life,
property, and the environment itself.
Technological crisis
Technological crises are caused by human application of science and technology. Technological accidents
inevitably occur when technology becomes complex and coupled and something goes wrong in the system as
a whole (Technological breakdowns). Some technological crises occur when human error causes disruptions
(Human breakdowns). People tend to assign blame for a technological disaster because technology is subject
to human manipulation whereas they do not hold anyone responsible for natural disaster. When an accident
creates significant environmental damage, the crisis is categorized as megadamage.
Confrontation crisis
Confrontation crisis occur when discontented individuals and/or groups fight businesses, government, and
various interest groups to win acceptance of their demands and expectations. The common type of
confrontation crisis is boycotts, and other types are picketing, sit-ins, ultimatums to those in authority,
blockade or occupation of buildings, and resisting or disobeying police.
Crisis of malevolence
An organization faces a crisis of malevolence when opponents or miscreant individuals use criminal means or
other extreme tactics for the purpose of expressing hostility or anger toward, or seeking gain from, a company,
country, or economic system, perhaps with the aim of destabilizing or destroying it. Sample crisis include
product tampering, kidnapping, malicious rumors, terrorism, and espionage.
Crisis of organizational misdeeds
Crisis occur when management takes actions it knows will harm or place stakeholders at risk for harm without
adequate precautions.Lerbinger specified three different types of crises of organizational misdeeds: crises of
skewed management values, crises of deception, and crises of management misconduct.
Workplace violence
Crises occur when an employee or former employee commits violence against other employees on
organizational grounds.
Rumors
False information about an organization or its products creates crises hurting the organizations reputation.
Sample is linking the organization to radical groups or stories that their products are contaminated
ISSUES AND PROBLEMS IN EVENTS
HEALTH AND SAFETY - Security of event participants is always paramount in event professionals minds, but is
not mentioned in an event sustainability plan as often as eliminating bottled water. Yet a single, minor
breakdown in safety procedures can devastate an event and its participants.
ACCESSIBILITY AND INCLUSION - There are many barriers that can marginalize event participants: venue and
experience design, affordability, access to technology and cultural, racial, gender and other differences. Failing
to attend to access and inclusion-related issues can limit registration, engagement and event growth, and
impact satisfaction.
Venue
Group Goal
Inevitable and Unexpected Issues
Budgeting and Funding

EVENTS MANAGER

Events managers are responsible for organising and running all kinds of events. You would control the whole
project, from planning at the start to running the event on the day.

The work
Your job would normally include:
discussing what the client wants
coming up with original ideas for events
agreeing budgets and timescales with the
client
researching venues, contacts and suppliers
negotiating prices with suppliers and
contractors
booking venues, entertainment, equipment and
supplies

hiring and supervising contractors such as

caterers and security
publicising the event
making sure that everything runs smoothly on
the day
ensuring that health, safety and insurance
regulations are followed
managing a team.

Hours
You would generally work standard office hours, although as event dates get nearer you may work long and
unsocial hours. You may also go to events in the evenings and at the weekend.
Income
Starting salaries can be around 17,000 to 21,000 a year. With experience, earnings can reach 25,000 to
40,000 a year.
Management salaries in some top companies can reach 50,000 to 80,000 a year.
Salaries may include bonuses and commission, particularly if the job involves sales and marketing
responsibilities.
Figures are intended as a guideline only.
Entry requirements
Taking a qualification in events management may help you, although this is not essential if you can get
relevant work experience. Courses include:
Level 2 Award / Certificate in Event Planning
Level 2 Certificate in Live Events and Promotion.
Whatever your qualifications and background, you should ideally have practical experience in helping to
organise events. This could be gained from:
hotel conferencing and banqueting
cultural events
travel and tourism
public relations
music and live entertainment.
The Hospitality Guild unites training providers, businesses and individuals, and offers information and advice
about careers in hospitality and tourism. Their website also has interactive tools that can help you to plan and
develop your career.
Hospitality Guild
Visit the Creative Choices website more information about careers in music events management.
Creative Choices

Training and development

You would do most of your training on the job. Some employers may give you the opportunity to do
short training courses covering specific tasks, like the use of social media in marketing.

You could also choose to study for part-time qualifications in event planning and management whilst you are
working in the industry. Qualifications include:

Level 3 Certificate in the Principles of Event Management

Level 3 (NVQ) Diploma in Event Management

Level 3 Diploma in Live Events and Promotion

Level 4 Award in Conferences and Events Operations.

You may also find it useful to join one of the membership bodies listed in the More information section. They
offer benefits such as industry insights, professional development training and networking opportunities.

Skills, interests and qualities

excellent organisation skills and the ability to carry out a number of tasks at the same time

good communication and 'people' skills

an ability to focus on the customer

a creative approach to problem-solving

a high level of attention to detail

the ability to work under pressure and meet tight deadlines

good negotiation, sales and marketing skills

budget awareness

administration and IT skills

the ability to work as part of a team and also use your own initiative
enthusiasm, motivation and a positive attitude.

DEVELOPING THE EVENT CONCEPT

Purpose of the Event - The reason for which an event is done or created.
Theme of the Event
The theme of the event should be linked to the purpose.
It should be completely compatible with the guest needs and consistent in all respects.
Most event adopt a colour scheme that is repeated on all items produced for the event, such as tickets,
programs, uniforms, dcor, posters and merchandise.
Examples: Historical, sporting, film, music and entertainment, artistic, food, objects
Venue for the Event
The event manager needs to be carefully consider the planning implications of choosing an unusual venue in
preference to a standard venue requiring decoration only to match the theme.
Examples: parking lot, tunnel, museum, research facility, amusement park, vineyard, aquarium
Considering the Choice of Venue
Potential to fulfill the purpose of the event
Ambience
Location
Access by public transport
Parking
Seating capacity
Built features
Cost of decoration, sound and lightning
Cost of labour
Logistics of setting up
Food and beverage facilites
Safety
Event audience
When organizing an event, the needs of all participants must be considered before finishing the concept.
Financial considerations
It is an important consideration at this early age of event concept and design.
Timing of the Event
The timing of the event is often linked to the season or weather.
season
day of the week
time of day
duration
Event team, contractors and other stakeholders
Their skills are an important consideration in terms of concept development.
event principal/ client
local and government authorities
talent/performer/team and manager
emergenccy services
cast and crew
customers
local community
colleagues
organising committee
contractors

Analysing the Concept

Competition - prior to involvement in any event, it is essential to conduct an analysis of your competition.
This involves looking at the timing and duration of other events, even if they are unrelated.
Regulations - A wide range of laws and regulations have an impact on the staging of events and these can
severely limit creativity
Marketing - How to sell an event is very important part of the initial planning, the timing of your marketing
efforts being crucial. This require the decision- making skills of the event manager and their team.
Community impact - It is essential that community benefits are explained and other impacts considered as
part of the event proposal
Risk - Be aware that for most events the weather is the greatest risk to attendance, enjoyment and success.

cancellation by a key performer

non-arrival of equipment

technical failure

transportation crisis

accidents
Revenue and expenditure

Designing the event

Theme
Layout
Dcor
Suppliers
Technical requirement

Logistics of the Concept

Access to the site
Physical limitations
Dimensions of the site
Refrigerated storage
Physical space for food preparation
Toilet Facilities

Staging
Entertainment
Talent
Catering

Cleaning
Catering
Safety
Potential damage to the site
Provisions of basic services

EVENT SUPPLIER

SUPPLIER AND EVENT SUPPLIER

SUPPLIER - provides or supplies goods and services.
EVENT SUPPLIER
essential component in the provision of a quality convention or meeting.
a diverse group and may include transport companies, audiovisual equipment suppliers, outside catering
companies and general hire companies.

STANDARD OR PERFORMANCE LEVEL REQUIRED:

Quality of product
Compliance with delivery schedule
Reliability of contact
Service
Billing accuracy
Error free suppliers

Importance in the Industry

Working with suppliers is a vital key in obtaining high quality products and services.

EVENT BUDGETS

WHAT IS EVENT BUDGET?

The event budget is a projection (forecast) of the income and expenditure that the event will incur based on
plans made and information gathered.

THREE CATEGORIES OF EVENT BUDGETS

PROFIT-ORIENTED EVENTS WHERE REVENUE EXCEEDS EXPENSES
BREAK-EVEN EVENTS WHERE REVENUE IS EQUAL TO EXPENSES
HOSTED EVENTS WHERE THE CLIENT MEETS THE COST OF THE EVENT

FIRST STEP: ASKING QUESTIONS

Is the aim to make a profit?

How much will the event cost?
What are
the revenue
sources?
What
are the
revenue sources?
How many tickets must be sold to the break even?

What is
is the cash
cash flow situation?
What control systems are needed to avoid fraud?
How
legal and
taxation obligations
be met?
met?
How will
will legal
and taxation
obligations be

THE BUDGET
A budget includes projected revenue and expenditure from which an estimate of the net profit (or sometimes
net loss) for the proposed event can be ascertained.
A plan based on accurate quotes from all contractors and suppliers and careful research.
Provides guidelines for approving expenditure and ensuring that the financial aspects of the event remain on
track.
It is part of the event proposal or the basis of the quote by the event management company to the client.

MANAGEMENT FEES
In many cases, an event organizer charges a management fee to oversee an event.
In a fiercely competitive environment, there may be situations in which the event planner may look at business
as a short-term opportunity with long-term gain.
Prior to contracts being signed, the event organizer should work out the tasks involve in the event, allocate
staff to the various roles and determine their pay rates in order to come up with a more accurate estimate of
management costs and therefore the management fee to be charged.
If a management fee is charged, the client is usually responsible for all pre-event payments to venues and
subcontractors.

CONTINGENCIES

Most event budgets include a contingency for unexpected expenses. This ranges from:
5 per cent of the costs
10 per cent of the costs

BUDGETING PROCESS
1. Draft the budget, based on analysis of all available information, ensuring that income and expenditure
estimates are clearly identified and supported by valid, reliable and relevant information.
2. Analyze the internal and external environments for potential impacts on the budget.
3. Assess and present alternative approaches to the budget.
4. Ensure that the draft budget accurately reflects event/business objectives.
5. The draft budget to colleagues for comment and discussion.
6. Negotiate the budget with all relevant stakeholders, including the client where relevant.
7. Agree and incorporate modifications to the budget.
8. Complete the final budget in the required format within the designated time.
9. Inform colleagues of final budget decisions and ramifications in a timely manner.
10. Review budget regularly to assess performance against estimates.
11. Analyse and investigate deviations (variances)
12. Collect information for future budget preparation.

BREAK-EVEN POINT
To work out the break-even point, the event organizer has to estimate the number of tickets that need to be
sold in order to meet expenses.
FIXED COSTS - A cost that does not change with an increase or decrease in the amount of goods or
services produced. Fixed costs are expenses that have to be paid by a company, independent of any
business activity.
VARIABLE COSTS - Variable costs are those costs that vary depending on a company's production
volume; they rise as production increases and fall as production decreases.
Once the total revenue is the same as the total expenditure (fixed and variable) then break-even point has
been reached.

In the case of an exhibition, the organizer would be using the budget to establish how many exhibitors were
needed to break even.

INCOME STRATEGY
A most complex issue for both large and small events.
Event income can come from the following sources:
Entry tickets
Rental for stalls, stands and exhibitors
Merchandising sales (hats, CDs, etc.)
Licensing
Sale of programs
Sale of food and beverage
Sponsorship or grants
Parking fees

Licensing the sale of products can be a major source of income.

Food and beverage items are often sold by concessionaries who pay a retainer to the event organizer or client
to operate on the vent premises and sell at the event.

TICKET PRICING

Ticket pricing decisions also need to reflect the:

anticipated size of the audience;
the potential for different pricing levels;
the price the audience will bear;
The opportunity for last minute discounting and many other factors
Ticket sales and distribution on the day of an event can be problematic in terms of service and
safety if not managed well.

CASH FLOW ANALYSIS

Capital is required to set up any business and even more so in the vent business as the planning phase can be
quite long and the period for capturing revenue very short.
Monthly expenses and projected revenue need to be entered into a spreadsheet to establish how cash flow can
be managed. A funding crisis, just days before an event, is not uncommon in the industry.

ACCOUNT CODES AND PREFIXES

Traditionally, accountant have allocated a code to each different type of expense. In the absence of a
similar system in the event business, the following system could be adopted:

Assets
100-199

Liabilities
200-299

Owners
Equity
300-399

Revenue
400-499

Expenses
500-599

Prefixes can be used to assign expenses to different departments in order to measure individual performance.
This is relevant for an event business, which may be running several events concurrently.
The prefix enables the business to separate expenses and analyse each event separately.

PROFIT AND LOSS STATEMENT (INCOME STATEMENT)

List of an organizations revenue, expenditure and net profit (or net loss) for a specific period.
In many cases the profit and loss statement (or income or operating statement) is prepared after the event.
In the event industry, the budget is generally prepared before the event and the profit and loss
statement afterwards, while in most ongoing business operations, budgets and profit and loss statement
are done regularly and routinely.
In an event management company, a profit and loss statement would be done for each event, as well
as for the ongoing concern, the company itself.

On the profit and loss statement, the most important source of revenue, such as sales of tickets, appears as
the FIRST ITEM.
GROSS REVENUE is the TOTAL REVENUE before any costs have been deducted.

BALANCE SHEET (STATEMENT OF FINANCIAL POSITION)

Balance sheet (or statement of financial position) gives you an idea of what a business is worth at a certain
point in time.
The balance sheet shows what the result would be if all bills were paid and everything were sold (assets minus
liabilities). This result is the OWNERS EQUITY in the business.

PANIC PAYMENTS
This unusual accounting term is not exclusive the event industry, but this industry is one in which inflated
panic prices are often paid.
Careful planning, budgeting and detailed contracts negotiated well in advance can prevent this
situation occurring.

POST-EVENT REPORTING
The purpose of a post-event report is to assess the effectiveness of a seminar, exhibition or training session
and identify the reasons for its success or failure.
The report helps companies measure the return on their event-related expenditures and provides a basis for
planning improvements or changes to future events.

CATEGORY OF EVENTS

Size of Event
Mega-events - The largest events are called mega-events and these are generally targeted at international
markets.
Hallmark events - Hallmark events are designed to increase the appeal of a specific tourism destination or
region.
Major events - These events significant local interest and large numbers of participants, as well as
generating significant tourism revenue.
Minor events - These event has lesser participants and smaller size that the major event.

Entertainment, arts, and cultural festival - entertainment events are well known for their ability to
attract large audiences

Commercial, marketing and promotional events - Promotional events tend to have high budgets and
high profiles. Most frequently involve product launches. The aim of promotional event is generally to
differentiate the product from its competitors and to ensure that it is memorable.

Meetings, conventions and exhibitions - The meetings and conventions sector are highly competitive,
as is the exhibitions sector. Known as the MICE (meetings, incentives, conferences and exhibitions), these
sectors are aligned under MICE banner with an associated bi-monthly journal.

Family events - Weddings, christenings, bar mitzvahs and these days, divorces and funerals all provides
opportunities for families to gather.

Fundraising - Fetes and fairs are common in most communities, and are frequently run by enthusiastic
local committees.

EVENTS & CONVENTION: OBJECTIVES AND IMPACTS

SPORT EVENT

OBJECTIVES:
To honor/ worship their gods
Understanding the importance of sport
Provide entertainment
Means to develop social interaction
To raise fund

RELIGIOUS EVENT & FESTIVAL - is a time of special

IMPACTS:
Economic impact
Health impact
Social and cultural impact

importance marked by adherents to that religion

OBJECTIVES:

IMPACTS:
To honor/ worship God

Economic impact
To strengthen belief

benefits accommodation providers, local travel,

To transfer knowledge to the next generation
shops even car parks.

Social and cultural impact

Socialization

CULTURAL EVENT - an event or period of time set aside for feasting and celebration

OBJECTIVES:

IMPACTS:
To promote culture, tradition and unique

Economic impact
aspects of community

Economic growth
Provide entertainment

Boost of tourism

Social and cultural impact

Socialization

POLITICAL EVENT

OBJECTIVES:

IMPACTS:
raise awareness or funds for a particular

Economic impact
candidate or cause.

Economic growth
To inform the people about the status of the

Boost of tourism
country

Investment opportunities

CONCERTS

OBJECTIVES:
Provide entertainment
To gain profit
To raise fund and awareness

IMPACTS:

Economic impact
Economic growth - benefits accommodation providers, local travel, shops even car parks.
Boost of tourism

Social and cultural impact

Networking

TRADE SHOWS/ EXPO

Expo or Expositions: - An expo is a large scale exhibition or trade show often conducted on an international
level
Trade Shows are an opportunity for companies to exhibit some of their latest products, as well as yet to be
released prototypes to journalists as well as others in the industry.

OBJECTIVES:
To educate others
Establish or enhance company awareness, credentials and/or capabilities
Distinguish your company from the competitors
Introduce a new product, service or capability
Get press or publicity
Demonstrate support for your industry
Attract attention from attendees who are unfamiliar with your company
Promote excitement and activity in the vicinity of your booth
Demonstrate equipment, products or specific solutions at your booth
To warn others

IMPACTS:

Economic impact
Economic growth
Boost of tourism
Boosting Business
Investment opportunity

SEMINARS, CONVENTION, CONFERENCE

In business, seminars are meetings organized to inform a group of people about a specific topic, or to teach a
specific skill. Expert speakers and teachers are usually invited to speak on topics like personal finance,
investing, real estate, web marketing, and many others.
A convention is an a large gathering of people with a shared interest . Conventions usually have keynote
speakers, as well as presentations that familiarize attendees with advancements or trends within a their
particular field of interest.
Standard definition of a conference is of a meeting of a shorter duration than a convention and designed to
meet a specific objective.

OBJECTIVES:
Acquire new learnings
Awareness of how to use values in improving your own professionalism
Implement values for bridging and harmonizing your employees
Learning about personal and communication styles for team building
Learning management of values
Using values for your business development
Increase knowledge of Emotional Intelligence

IMPACTS:

Economic impact
Economic growth - benefits accommodation providers, local travel, shops even car parks.
Boost of tourism

Social and cultural impact

Socialization
Culture Exchange

DEVELOPING AN EVENT PROPOSAL

Involves defining the events purpose and aims, as well as the specific objectives on which the success of
the event will be measured.

1.) DEVELOP A MISSION/PURPOSE STATEMENT

Develop a simple statement that summarises the purpose or mission of the event.
The mission statement should ensure that planning and implementation do not go off the rails and that
the initial statement is realised.
Ex: To commemorate the history of our town in an historically authentic parade that involves the
community and is supported by community
2.) ESTABLISH THE AIMS OF THE EVENT
The purpose can be broken down further into general aims and specific measurable objectives.

Ex:
Increasing civic pride
Injecting funds into the local economy
Raising funds for a charitable cause
Increasing tourist numbers to a specific destination
Extending the tourist season
3.) ESTABLISH THE OBJECTIVES
The aims are used to develop detailed and specific objectives.
Ideally, objectives should be realistic and measurable.
Objectives are generally evaluated by measures such as:

size of audience

demographics

profit

sales of sponsor products

sponsor recognition levels

average expenditure of audience

economic impact of event

SMART- specific, measurable, achievable, realistic and time related

SPECIFIC so that we know what is going to be achieved

MEASURABLE so that we know how success will be judged

ACHIEVABLE so that it is challenging but not impossible

RESULTS ORIENTED so that we know what the results will be

TIME ORIENTED so that we have target date/s

Ex: To increase the participation level in the local communitys fun walk to 3500, including a
cross-section of age groups, ranging from 15 to 60 plus, this target to be reached by the next
event.

4.) PREPARE AN EVENT PROPOSAL

The proposal should include the purpose and the aims and objectives of the event, as well as details on
organisation, physical layout and the social, environmental and social impact, if applicable.

5.) PLANNING TOOLS

Organisation charts, maps and models, Gantt charts, PERT charts, run sheets and checklists are useful
tools for presenting material and information to your clients, members of your staff and stakeholders.

6.) INFORMATION TECHNOLOGY

Most events also have their own website, which plays a vitally important role in marketing and
ticketing.

7.) PROJECT CLOSURE

Everyone involved needs to be aware of the goals and milestones and these have to be carefully
monitored.
The plans have been so thoughtfully developed that the event managers role is simply to ensure that
procedures are correctly implemented, resulting in minimal incidents and satisfied clients.

FACTORS TO CONSIDER IN INDOOR EVENTS

Indoor Events - Events or activities appropriate inside a facility like houses and other buildings

Capacity
Before you start your search, you should have a clear idea of how many attendees will be at your event.
Having this in mind will help you determine what capacity venue you need to look for.

Budget
Make sure you know what your budget is before starting the search for a venue.
Get an overview of what it would cost to hire a venue in a given location by doing some background research
before booking viewings.

Location
If the location is not convenient (near public transportation or where participants work), participation and
attendance will be low.
You should choose a location which is easy to get to for your attendees and is the right fit for your event to
take place.

Access and Egress

The venue may have existing or natural points of access/egress.
If you have chosen an existing indoor venue, then its access and egress points are likely to be fixed.
You must also check that any large equipment that is being brought to the event can fit through the
access/egress.
Ensure all access points have suitable gathering spaces for the audience expected and all egress points have
safe exit potential.
Individual or specially created access for the disabled may be required.
Consideration must also be given to the emergency services.
To avoid the audience making their own paths, create clearly defined routes around the site that are wide
enough to accommodate the amount of footfall that is anticipated.

Sounds and Lights

Make sure the venue has the quality sound and light equipment you need for your event. If the venue doesnt
have the necessary equipment, see if its possible for the venue owner to provide this or if its possible for you
to bring your own equipment.

Sanitary Facilities
When looking at venues, check to see the quality of the restrooms and whether they have storage facilities
( Bag Storage).
You want to give your attendees the best experience possible, so its important youre aware and reactive to
these basic needs.

Placement of Equipment and Services

Place equipment and plant as close as possible to where it is needed without impending audience view or
affecting audience enjoyment. This will also help reduce the amount of cabling required.
Ensure that any equipment that has to be placed in the vicinity of an audience is secured and can cause no
harm.

Signage

You may require a range of signage to perform various functions:

Directional signage e.g. to direct people to the nearest exit, toilet, bar, etc.
Information signage e.g. to tell people where they are in the venue/on the site, to show people where
facilities are on the site, the running order of the entertainment, etc.

Safety signage e.g. showing the location of emergency exits, fire fighting equipment, danger zones, etc.
Welfare signage e.g. meeting point, baby change, lost persons, drinking water, first aid, etc.

Facilities for People with Disabilities

People with disabilities have the right to equal treatment and should not be discriminated against.
You must make the appropriate provision for suitable access to and egress from the event as well as goods,
services and facilities for all.
Remember to consider people with disabilities when preparing emergency and evacuation plans.

Provision may include:

Widened access/egress doors and routes
Ramps
Handrails
Lifts
Sanitary Facilities
Seating
Viewing areas
Staff or stewarding support

VENUE SET UP AND STYLES

Theater Style - This is the most efficient set-up when the attendees will act as an audience.

Pros
Good for large groups when reading/writing are not required.

Cons
Elevation changes needed for large groups
No writing surface
Minimal group interaction

U-shape - This layout style is often used for Board of Directors meetings, committee meetings, or discussion
groups where there is a speaker, audio-visual presentation or other focal point.

Pros
Good work space
Good interaction between participants
Ideal when audio-visual or speakers are involved

Cons
Not ideal for larger group

Classroom Style - This room set-up is ideal for note taking, meetings requiring multiple handouts or
reference materials, or other tools such as laptop computers.

Pros

Cons
Presenter can see all participants
Minimal interaction possible
Accommodates large groups in less
Participants only see each others
space
backs

Boardroom Style - This table layout is often used for Board of Directors meetings, committee meetings, or
discussion groups.

Pros

Cons
Good work space
Not ideal for audio-visual presentations
Good working atmosphere
Not ideal for speakers
Good interaction between participants
Not ideal for larger groups

Hollow Style - The hollow style features tables arranged in a square or rectangle while leaving the center
open. Seating is placed around the outside of the tables.

Pros

Cons
Good for large groups
Not good for a small group
Good for attendee interaction
Not ideal for presenters
Perfect for no designated leader or
presenter

Octagon Set-up Style

Banquet Round Style - A group of round tables, each seating 6-10 people usually, set to facilitate serving
food or refreshments

Pros

Cons
Good for medium groups
Not designed for a large groups
Good for refreshments and group
Arrangement may take up a lot of
interaction.
space

Reception or Cocktail Style - Cocktail style features small, round cocktail/reception tables. Great for cocktail
parties and receptions.

Pros

Cons
Good for large groups
Not ideal for note taking
Good for cocktails and refreshments
Not ideal for presentations

HOW TO IDENTIFY RESOURCE PERSON

Resource Person - Is one who has knowledge, relevant skills, competence and expertise to give a talk,
guidance or first-hand info in a given subject or area.

Information provided:
History of organization
Profile of client
Sequence of program activities
Outcomes of the Presentation
Physical arrangements

PROBLEMS WITH SPEAKERS IN

CONVENTION
Boring and long speech
Poor Presentation
No connection with the Audience
Providing wrong Information
Unrelated talks
Asking for Payment

EVENT PROTOCOL

ORDER OF PRECEDENCE

An order of precedence is a sequential hierarchy of nominal importance of items. Most often it

is used in the context of people by many organizations and governments, for very formal and state occasions,
especially where diplomats are present.
TITLES

Style guides, available in most public libraries, provides guidelines on the correct titles for
people such as Presidents (His Excellency).
o Rolling out of red carpet is usually associated with formal or ceremonial event.
STYLES OF ADDRESS

DRESS FOR FORMAL OCCASSIONS

The Appropriate dress for formal occasions should be included on the invitation. Protocol also
needs to be observed as to the correct insignia to be worn at ceremonial events.
PROTOCOL FOR SPEAKERS

Speakers need to be briefed in advance and provided with a list of the guests to be welcomed,
in order of precedence. The timing and length of speeches need to be discussed with the speakers before the
event.
SEATING PLAN FOR FORMAL OCCASIONS

Correct seating arrangements for occasions such as awards ceremonies and formal dinners
must be observed by the event organiser.

DINING
Plated food served to each guest
Yum Cha
Limited a la carte menu
Long buffet
French service
Station Buffet
Russian Service
Centrepiece Kitchen
BUSINESS PROTOCOL
Keep your business cards in good condition.
The visiting party is usually the first to hand over business cards.
If possible, have your cards translated into the local language.
Take time to read the other persons card carefully.
Never produce a card from or return one to a back pocket.
Never write on anothers business card
Briefly study the card and, when seated, place the cards so you can see them clearly and address the
person by name.
RELIGIOUS AND CULTURAL PROTOCOLS

Formalities attach to most religious and cultural ceremonies, although these may or may not
be observed by the client. The event organiser may therefore be required to assist with the protocol for such
an event or to provide advice if the client wants a more relaxed arrangement.
PROTOCOL FOR SPORTING EVENTS

There are number of formalities for sporting events, including awarding of trophies, cheques
and medals. Traditionally, in team sports, the press interviews the team captain of the runner up before the
winner is announced.
RULES OF FLAG FLYING
When flown from a flagpole, the flag should have its blue stripe on top in time of peace and red on top
in time of war.
When a number of flags are grouped and displayed from stationary staffs, the Philippine flag should be
in the center at the highest point or at the right of the other flag.
The Philippine National Flag must not be smaller than the others.
When flown with flags or pennants of organizations on the same halyard (for special occasion only),
the Philippine flag should be at the peak.
When the national flag is borne in a parade with other flags or of other nations, it should always be in
front and in the center of the line of the other flags.
When used on a speaker's platform without the staff, it should be displayed vertically and placed
above and behind the speaker. It should never be used to cover the speaker's desk or to drape over
the front of the platform.
The flag should be flown from a staff when displayed on a float.
On national holidays and on historical and special occasions as the President or local chief executive
may proclaim, the Philippine Flag shall be displayed in all public and private places, buildings including
residences.
EVENT-RELATED PROTOCOLS
Radio-Use
Emergency Evacuation
Handling Lost children
Incident reporting

TYPES OF CONVENTION AND CONFERENCE

WHAT IS A CONVENTION?
Convention is the gathering of individuals who meet at an arranged place and time in order to discuss or
engage in some common interest.
TRADE CONVENTION
Trade Convention is also known as trade fair or trade show.
An event organized by companies in a specific industry to showcase and demonstrate their latest products and
services
PROFESSIONAL CONVENTION
Professional Convention focused on issues of concern and advancements in the profession.
FAN CONVENTIONS
Fan Conventions feature displays, shows and sales based on pop culture and guest celebrities.
WHAT IS A CONFERENCE?

Conference is a meeting of several people to discuss a particular topic.

ACADEMIC CONFERENCE
Conference for researchers to present or discuss their work.
DIFFERENCE BETWEEN CONVENTION & CONFERENCE

TYPES OF MICE JOBS

Conference Organizers
Association
- An association conference organizer was identified as often being a full-time employee of the
association.
Corporations
- A corporate conference organizer coordinates and manages MICE events for a single company with a
set range of products or services.
Professional Conference Organizers
- A PCO or independent conference organizer specializes in all aspects conference management as the
central core of their business.
Venue Convention Services Manager

- Career opportunities within the convention sector of a venue are found in the areas of convention
services, convention sales and banquet operations.
Convention Sales
A convention sales manager or a convention sales executive might have specific responsibility for a
geographic region or for a particular client base.
Other Opportunities
Some corporate organizations have specialized in the development and marketing of specific conventions,
conferences or meetings to various sectors of business and the community.
Roles and Responsibilities
Convention Services Manager
Deals with a wide variety of MICE events, all with different specifications.
Also liaise with a large number of organizations, all with different requirements.
Coordinates the different departments within the venue.
Works within the budgetary guidelines of the venue and is responsible for ensuring that the
client organization and its delegates are satisfied with the event.
Corporate Conference Organizers
The corporate conference organizer will be familiar with the products and services offered by
the company.
Should build up rapport with the various suppliers that they may use from the MICE industry.
PCO
Are used by both corporations and associations
PCO has to deal with both sides of the equation.
Has certain responsibilities to coordinate, communicate, control and evaluate for conference.
Challenges to PCO Management
Controlling deadlines
Coordinating the many people involved
Pioneering
Controlling the huge amount of information, dates, budgets, and so on.

Other ways that the roles and responsibilities of a convention services manager differ from a PCO
or a conference organizer in an association or corporation
Diversity
Responsibility
Constraints
Relationships

RESEARCH FINDINGS ON EVENTS MANAGEMENT

I.
II.
III.

STATEMENT OF THE PROBLEM - (what went wrong) - Problems that MAY take place or have already
encountered in the past event you have managed..
FINDINGS (why the problem happened) - A conclusion reached after examination or investigation
CONCLUSION AND RECOMMENDATION - solutions to the problem encountered so that future events may
not encounter the same problems AGAIN.
The cycle:
PROBLEMS WHY IT HAPPENED SOLUTIONS (recommendations from the delegates, speakers and all those
affected etc.)
A program has its own production team, convention organizers, interpreters team (simultaneous interpretation
system team), sponsors, speakers, delegates.

The production team are in charge of..

REHEARSALS
SOUND SYSTEM, TECHNICAL BOOTHS (AND/OR AVPS)

- someone stepped on the wire causing the avp to shut down.

SOLUTION: Make sure the wires are kept in a safe place out of reach of unauthorized personnel
EMCEES

- mic ran out of battery.

Solution: ALWAYS have spare batteries

PERFORMERS

- music might suddenly stop due to interferences (eg. Laptop ran out of battery, etc.)

SOLUTION: Keep the laptop plugged in to an energy source

LIGHTS AND SOUNDS

- power interruption, feedbacks.

SOLUTION: Events must have generators. Equipment must be checked on the rehearsals
SIMULTANEOUS INTERPRETATION SYSTEM (OPTIONAL)

- headset problems, defective or the interpreter cant relay the exact message of the speaker.

SOLUTION 1: Double check on rehearsals (buy quality headsets)

SOLUTION 2: hire professional interpreters

CONVENTION ORGANIZERS are in charge of..
SECURITY

-intruders and those who did not pay to register got in..

-deadly weapons were brought inside the event

SOLUTION: DOUBLE CHECK (or even TRIPLE CHECK) everything before letting anyone in
CATERING

-Spoiled food

-food preferences vary depending on religion

-allergies

SOLUTION 1: Keep the food that will be served well maintained

SOLUTION 2: upon advance preparation, registrations must have a slot where delegates will have to fill
in their FOOD PREFERENCE and same with ALLERGIES.
EMERGENCY MEASURES (E.G. AMBULANCE, FIRST AID, FIRE MARSHALS, SECURITY GUARDS,
BOUNCERS)

-FIRE BROKE OUT IN THE SAID VENUE

-unexpected problems like heart attacks, high blood pressures, asthma attacks etc.

SOLUTION: Emergency exit plans must be presented to the delegates upon entering

SOLUTION: ambulance and medics must be on full alert and standby.

EVENT LEGAL COMPLIANCE

LEGAL - allowable or enforceable by being conformity with the law of the land and public policy; not
condemned as illegal
COMPLIANCE - a certification or confirmation that the doer of an action, (manufacturer of supplier) of a
product meets the requirements of accepted practices, legislation, prescribed rules and regulations, specified
standards or the terms of contract
LEGAL COMPLIANCE
refers to the complex set of processes, rules, tools and systems used by corporate legal departments
to adopt, implement and monitor an integrated approach to business problems
LEVELS OF GOVERNMENT & SOURCES OF ACTS & REGULATIONS
Commonwealth government (federal act)
State government (state and territory act)
Local government (regulations)
LEGISLATION RELEVANT TO EVENTS
Local Government Act & Regulations Approvals:
BUSINESS REGISTRATION ( Sole proprietorship, partnership, company)
ENTERTAINMENT LEGISLATION
COPYRIGHT
LIQUOR LICENSING
TRADE AND PRACTICES
PRIVACY
ANTI-DISCRIMINATION
FOOD SAFETY
CHARITABLE FUNDRAISING LEGISLATION
AIMS
I. Promote Proper Management of fundraising appeals for charitable purposes
II. Ensure proper record-keeping and auditing
III. Prevent deception of members of the public who desires to support worthy causes
SECURITY LEGISLATION
Summary offences act
Occupational health safety
Workers compensation insurance
INSURANCE
PUBLIC INSURANCE
SPORTS INJURY
PROFESSIONAL INDEMNITY
PRODUCT LIABILITY
SUPERANNUATION
FIRE INSURANCE
GENERAL INSURANCE
BUSINESS INTERRUPTION OR LOSS PROFIT INSURANCE
BULGARY INSURANCE
FEDELITY GUARANTEE
MONEY IN TRANSIT
MACHINERY BREAKDOWN
CANCELLATION OR NON-APPEARANCE ( CONTINGENCY INSURANCE)
WEATHER
STAKEHOLDERS OFFICIAL BODIES
TRAFFIC AND TRANSPORT AUTHORITIES
EMERGENCY SERVICES
POLICE
AUTHORITIES FOR PARKS AND PUBLIC PLACES
CONTRACTS
CONTENT OF CONTRACT AGREEMENT
I. Parties to contract
II. Deadline and deposit
III. Specifications (space, booked, timing, food
and beverages

IV. Services to be provided)

V. Special requirements
VI. Schedule of payments
VII.Insurance

VIII.
Cancellation
IX. Termination/non-performance
X. Contingency
XI. Consumption
XII. Confidentiality
XVII.
XVIII.

XIX.

XIII.
Arbitration
XIV.
Warranties signatories
XV. date
XVI.

CONTRACTORS

XX.
XXI.
Contract

Agreement between two or more parties that sets out their obligations and is enforced by law.

A formal letter that is often used between the venue and the conference organizer and other suppliers, or a
formal contract.
XXII.
Contractor

Independent entity that agrees to furnish certain number or quantity of goods, material, equipment, personnel,
and/or services that meet or exceed stated requirements or specifications, at a mutually agreed
upon price and within a specified timeframe to another independent entity called contractee, principal,
or project owner.
XXIII.
XXIV.
Content of a Contract/Agreement

Parties to a contract

Termination/non-performance

Deadline and deposit

Contingency

Specifications

Consumption

Services to be provided

Confidentiality

Special requirements

Arbitration

Schedule of payments

Warranties

Insurance

Signatories

Cancellation

Date

Working with Contractors

Identify and source appropriate contractors to provide services for the event.

Provide accurate briefings or specifications on precise staging requirements to contractors.

Obtain complete and timely quotations for the provision of services.

Analyze quotations and select contractors in consultation with key stakeholders.

Confirm agreements with contractors in writing, including the details and costs of all services.

Choosing contractors

Experience

References

Budget

ORGANIZING A POLITICAL EVENT

I.
II.
III.

POLITICAL RALLY
Before the rally
Identify the purpose of the event.
Determine a date, time and location.
Line up speakers.
Speakers
everyday folks with compelling personal stories related to the issue.
small business owners
community leaders
veterans
local/state elected officials
IV. Plan logistics.
Logistics
Do you need a sound system?
Do you need a permit for your event?
What roles need to be filled?
V. Prepare the materials you'll need.
VI. Recruit people to your event.

Tips/Things to remember during the event

The public event should take no more than an hour.
Ask others to step up into roles.
Encourage folks tend to spread out to make their signs visible to the public and the media.

Chants are often a great energizer.

HAVE FUN!

After the rally

1. Hold a meeting to debrief your rally and to talk about next steps.
2. Follow-up with folks who attended your rally.

EVENT STAKEHOLDERS

STAKEHOLDER - A stakeholder is anybody who can affect or is affected by an organization, strategy or

project.
EVENT STAKEHOLDERS - Event stakeholders are people or groups that can affect or be affected by the
actions, objectives and programs of an event as a whole.
Classifications of Event Stakeholder
INTERNAL OR PRIMARY STAKEHOLDER - Internal or Primary Stakeholder groups are deemed essential to
event a without them, the event cannot happen or cannot take place. They are the people or groups who work
directly within the event.
Professional Conference Organizers (PCO) - An individual or organization who organizes and provides
convention and meeting planning services to a client for a fee. They manage all the details.
Hotels and Venues - places where something happens, especially an organized event such as a concert,
conference, or sports event.

Residential venues, which provide accommodation plus a wide range convention and meeting- style
facilities including city centre, airport, resorts, four and five star hotels, etc.

Non-residential venues, which provide only convention and meeting facilities include dedicated or purposebuilt convention and exhibition centers, exhibition halls, theatres, arenas and stadiums that accommodate
large numbers of people under one roof for a combined convention and exhibition

Special venues, which includes attractions such as historical buildings, museums, zoos, landmarks and
icons, and sporting venues.
Transport Operators - These transport operators involved in supplying a MICE event can include air, rail,
sea, coach, car hire and taxi companies. These play an important role in the transportation process as they
handle both international and domestic delegates.
Service Support Companies - These include audiovisual companies, printers, florists, entertainment
companies, interpreters and producers of conference satchels and name badges. They form an integral part of
the total impression that is provided to the convention or meeting or the event delegate.
Exhibition Service Contractors - These companies include a range of businesses whose services include
exhibition stand design and construction, plant and equipment hire, and the provision of light and power,
security, artwork, and so on.
Convention and Visitors Bureau

Acts as a cooperative, representing all the various sectors of the convention and visitor
industry and promoting the city or area to a broad range of companies, associations or visitor groups.
Spectators, Attendees, Participants - They attend, support and participate to the event and being
rewarded with entertainment, knowledge etc.

Internal or primary stakeholders:

Event Director

Event Manager

Programming Manager
Artist liaison

Backstage manager

Guest & VIP manager

Marshalls & Stewards

Race Officials

Production Manager

Stage Managers
Security
Site Manager
Sound & lighting
production
Traffic Management

Event Assistant
Site crew
Community Liaison
Infrastructure Manager
Signage Sponsorship
Licensing Manager

Marketing, Advertising,
Publicity
Website Sales (delegates,
tickets, exhibitors)
Clients Participants/Artists
Speakers/Performers
Venue Owner

EXTERNAL OR SECONDARY STAKEHOLDERS - External or Secondary Stakeholders are groups that are also
important to the success and survival of the event. They are individuals, groups, and organizations that are not
directly affected by the events performance but are affected in some way.
Sponsors - Giving financial or in-kind support for the event in return for acknowledgement and exposure to
audiences
Government Organizations
Industry Associations
Host Community
Emergency Services
General Business
Media
Tourism Organizations
External or secondary stakeholders
Sponsors
Market Stalls
Contractors and Suppliers
Regulating Authorities
Local Community
Volunteers & Stewards

Industry Sector Organizations

Relevant Community Organizations
Interest Groups and Associations
Safety
Medical

HISTORY OF EVENTS

Early Events - Gathering events that would bring clans and tribes together to create peace, harmony and
good will.
Hunting
Harvest
Marriage
Ceremonial events that would create the image of wealth, power and authority.
Wedding
Coronation
Olympic Games
Religious events that would influence and in-still loyalty.
Papal Visit
Pilgrimages
Role of Events in Society Today
Social - The social element of events provide an opportunity for individuals to interact, develop tradition,
strengthen and bond the community, create a community identity, increase awareness of diverse cultural
environments, in-still pride and patriotism.
Political - Political events signify and demonstrate power and popularity, provide a forum for civic
celebrations, to acknowledge accomplishments, to reinforce traditions, influence public opinion and
perception.
Economic - Events play a role in the financial success of a community by providing employment, the creation
of legacies, attracting tourists, influencing, spending and providing charities with fundraising means.

SITE AND VENUE SELECTION FOR EVENTS

SITE - A spatial location of an actual or planned structures or set of structures. It is a space of ground occupied
by a building
VENUE - The scene or setting in which something takes place. It is a place where an organized gathering, such
as meetings and conventions is held.

MANAGING SITE AND VENUE SELECTION:

Establishing the Aims and Objective of the Events.
The selection of a destination, location or site and venue is one of the key decisions made in the planning of
the events.
The location, site and venue of the event should match with the goals and objectives of the event, and the
need of the delegates to the distributes that are provided by the destination or venue.
Site Selection
In the selection destination on venue, the event organizers are first seeking assurance from the team involved
that it is professional, competent and able to make it happen.
They need to know that the site and venue are able to meet their need that will fulfill or hopefully exceed all
the expectations.

The Preparation Process.

Briefing: Knowing the Clients
Size of Group

Profile of Potential Delegates

Types of Food and Beverage Services
Desire image of prestige
Accommodation
Target Dates and Time (Alternative)
Breakdown numbers, sizes, types, and
Space Requirement
potential uses of meeting rooms
Transport/ access to and from the venue
Key Factors Affecting the Selection
Range and availability of accommodation
Cost
Type, range and availability of convention
Image of the Location of the venue
space
Accessibility and Transportation
Convenience of the venue
Season and Climate
Convention Site Selection Factors
ACCESSIBILITY
Cost - The monetary expenses of transportation and access.
Time - The duration of travel involved and the opportunity cost of that time.
Convenience - The scheduling convenience of the connections
Barriers - The extent of any travel formalities that inhibit travel as visa, customs, traffic, etc.

EXTRA CONFERENCE OPPORTUNITIES

Entertainment - Restaurant, bar, theaters, etc.
Shopping - Malls, major department stores, low prices bazaars, etc.
Sightseeing - Architecture, museums, monuments, attractions, parks, historical sites, local tours, etc.
Professional Opportunities - Visiting local clients, negotiation, business deal, selling and marketing,
contracts, etc.
ACCOMMODATION FACILITIES
Capacity - The number of rooms available and whether more than a single hotel is required
Cost - The cost of suitable accommodation at the site
Service - The perception of the standards of services
Security - The extent to which the hotels provide a safe and secure environment
Availability of facilities
MEETING FACILITIES
Capacity
Cost
Ambience
Service
Security
Availability
Experience
SITE ENVIRONMENT
Climate
Setting
Infrastructure
Hospitality
OTHER CRITERIA.
Risks

Profitability
Association Promotion
Novelty

Venue Selection
Site and venue selection usually occur at the same time.
The most important criteria in selecting a venue are:
a) number, size and quality of meeting rooms
b) quality and flexible food and beverage rates
c) number, size and quality of accommodation
Other considerations might include audiovisual capabilities, facility to separate corporate delegates
from other hotel guests, etc.

Venues Physical Attributes

Location
Most important consideration
The venue should be in proximity with the hotel, restaurants and others.
A suburban venue usually provides excellent parking facilities and may be located near shopping centers and
should have links with the airports.
Convention and Meeting Rooms
Number, size and availability
Proximity of the meeting rooms to the food centers, comfort rooms, telephones, etc.
Soundproofing capabilities, subdivided or movable walls
Availability of sound systems and acoustics within the room
Provision of suitable lighting
Provisions of electric sockets
Floor loading and entry/exit points
Lifts and escalators and disabled access locations

MANAGING THE QUALITY OF CONVENTION

1.

What is Quality?
Quality management involves making sure that the product or service on offer is delivered at the right time
and at the right place and meets the customers requirements.
Basic principles in quality management
Management leads the way
Agreement of customer requirements
Development of leadership skills
Recognition that staff are the key
Plan for quality
Measure for success
What is service?
A service is an act or performance offered by one p arty to another. Although the process may be tied to a
physical product, the performance is essentially intangible and does not result in ownership of any of the
factors of production
Quality and Service
In the MICE industry, quality management and customer service go hand in hand with service quality
influencing the customers 'overall attitude about the service delivery. This attitude can be formed by a number
of successful experiences. experiences. experiences.
Components of Service
Tangible Components

Provision of a meeting or convention rooms, comfortable seating, adequate lighting, audiovisual

equipment, morning tea, lunch and so on.
Intangible Components

How service is provided and directed at the conference delegates in order to satisfy their needs, eg.
Welcoming smile and cheerful manners
Evaluation of the Service
Reliability

2.
3.
4.
5.

1)
2)
3)
4)

5)
6)
7)

Tangibility (facilities)
Responsiveness (Helpful, Provide prompt service)
Assurance or trustiness
Empathy (Caring)
Potential Gaps in service quality of MICEs
Knowledge gap - Can exist when there is a difference between what conference organizer of service
believes the customer expects and the customers actual needs and expectation
Standard gap - Can occur when there is a difference between, for example the venues management
perception of the conference organizers expectations and the quality standards established for the service
delivery by the venue or other suppliers.
Delivery gap - Can occur when there is a difference between what is specified for the service standard
service standard and what is actually provided.
Internal communication or Marketing gap - Can occur when there is a difference betweenwhat the
conference organizer or a venues advertising and sales advertising promotion staff think are the features of
the convention or meeting product, its performance and service quality level, and what the company or venue
is actually able to deliver.
Perception gap - Can occur when there is a difference between what is actually delivered and what the client
organization or delegates perceive they have received
Interpretation gap - Can occur when there is a difference between what the service providers (e.g. PCOs)
communication efforts actually promise and the customer (e.g. Client Organization) thinks was provided by the
communication
Service gap - Can occur when there is a difference between what the customer expects to receive and their
perception of the service actually delivered.
Quality and the Role of the PCO
The PCO needs to ensure that both the venue selected and suppliers selected are able to cooperate and supply
the quality of service requiredby the client organization.
Therefore, PCO must have the role as the following:
Communication skills

Verbal communication skills

Written communication skills

Partnerships

The PCOs and the venue

PCOs team members

Quality and the Role of Venue
The expectations and the process for providing quality customer service for these are the same that is, the
customers ultimately want the best service they can obtain while the venue, with their range of facilities, are
ideally placed to provide such service.
Venues encompasses a diversity of departments. There is thus a need for venue managers to ensure high
levels of interaction between managements and staff and among staff.
Differences in service quality provided by the venue
Technical quality what is delivered ?
Functional quality how is it delivered?
Process quality judged during service
Output quality quality after service is performed
Customer interaction
integral part of the core service provided by the conference venues
Service encounters
Customer and service interaction

The service delivery system

Front stage

Area most commonly associated with the provisions of customer service

Staff contact point (advertising, promotion, brochure, conference kits)

Back stage

Is an area that delegates seldom see and have a little involvement in,

Maintenance, engineering, AV support

Evaluation quality customer service

A post-convention review of the conference organizer, venue and other suppliers involved is of great
importance
It provides the opportunity to review how the delegates, the conference organizer and the client organization
perceived the conference, venues and the provision of service quality
Areas of evaluation should include:
1. The site and location of the event
2. The venue, its facilities, F&B services, etc.
3. The convention itself, e.g.program contents, speakers, marketing, social activities, for instance
4.theindividual sessions, e.g.topics,clarity and presentation of the topics, achievement of objectives, etc.

These previous areas of evaluation for the MICE event should be from the perspective of these relevant
parties:
1) The perspective of the delegates
2) The perspective of the venue and other supplier
3) The perspective of the PCO
4) The perspective of the client organization

SOURCES OF FOOD IN EVENTS

FOOD AND BEVERAGE SERVICES

A critical part of event operations and can produce high percentage revenue for the venue.
Planning for efficient and effective food and beverage services for group and functions at times can be very
demanding.
Types of meal functions
Breakfast
Refreshment Breaks
Lunch
Dinner
Receptions
Off-premises (Outside) Catering

STYLES OF SERVICE
Buffet-Style
Family-Style
Self-Serve
Plated
Pre-set
50-50 Drop
Wave

BEVERAGE SERVICES
Types of Beverage Service

Cocktail Receptions

Hospitality Suites

Table Service

Special Events

EVENT CONTRACT

Contract - An agreement between two or more parties, especially one that is written and enforceable by law.
Event Contract - A contract between the client and the event organizer/representative where each of the
parties is obligated, or required to perform a duty under the contract.

CORPORATE EVENTS

A corporate event can be defined as a gathering that is sponsored by a business for its employees, business
partners, clients and/or prospective clients.
These events can be for larger audiences such as conventions or smaller events like conferences, meetings or
holiday parties.
How to Organize a Corporate Event
Some amount of anxiety is natural for first timers. It is a big responsibility and you are unsure if you would be
able to fulfill the task flawlessly. Here are some points to keep in mind to organize a corporate event easily:
An Appropriate Venue

Make sure you select a popular venue. Find a space which is neither too big nor too small.
Make sure it is comfortable and fits. You may also want to check the lights, interiors and the seating
arrangements at the place.
You would surely not want your guests to face any discomfort.
And finally, look for valet parking.

The location of the event is of paramount importance. It will give you an idea of what the event will be
like, and also speak about the potential and caliber of your company.
The Equipment
Once the venue is selected, you have to set up high-end equipment.
Your guests should get a comfortable feel during the event.
Check whether the restroom is functioning well.
Service the air conditioners.
Furnishing your corporate event with modern furniture will enhance the goodwill of the company. It also
highlights the sophistication and core character of the company. You can go for a conference type seating, or a
formal or informal type arrangement.
The money matters
You need to plan well in advance about all the probable costs.

Invitations and other marketing materials require a good budget.

The rent of the venue, catering, electricity, acoustics, guest speaker fees etc. are major
expenses.
Check for other external costs as well. It is advisable to factor in all the expenses you will incur on the event
before you confirm your booking.

A good budget is the key to the success of all corporate events.

Methodical planning
You have to decide beforehand all the important elements to be discussed and achieved at the corporate
event.
Set out clear goals, organize discussions on various issues like media coverage, promotion and others.

A clearly set agenda will help you achieve your targets from the event.

Successful planning will make your event a hit.

Do's And Don'ts of Corporate Event Planning

Dos:
Start Planning Early.
Present information in new ways
Use Lists, Checklists, To-do List, Vendor Lists,
Incorporate gifts that people can actually use.
etc.
Think green when possible.
Get quotes to help plan your budget.
Find ways to use social media.
Book the Venue allowing for plenty of set up
Provide meals during program.
time.

Choose your theme or concept early in

planning stages.
DONTS
Dont skip the venue walkthrough.
Dont try to plan everything on your own.
Dont choose a date near major holidays.
Dont overlook any of your audio visual needs.
Dont underestimate the importance of hiring
corporate entertainment.

Dont underestimate the importance of room

layout.
Dont choose a corporate event venue that
cannot accommodate all your needs.
Dont use the same old team building
activities.

STRATEGIC MANAGEMENT OF CONVENTIONS

Fundamental Aspects of Strategies

A strategy is the pattern or plan that integrates an organizations major goals, policies and action sequences
into a cohesive whole. A well-formulated strategy contributes to marshal and allocate an organizations
resources.
A strategy is a conscious act that coordinates resources to help achieve objectives which seem important for
improved performance, defense, or some other purpose.
Strategies as five Ps
Plan- is a process setting out steps which are shaped by rational and analytical thinking, for guiding future
actions. A ploy or stratagem is a variety of plan designed to trick an opponent or competitor.

Patterns- it is common in the MICE industry. When conference organizers tend to follow consistent methods in
the way they go about seeking new business and having a secured contract, in the way they conduct
conferences.
Positioning strategies- Some convention venues in large citiesseek a position at the top of the market by
offering top quality facilities in a stylish location, promoting an image of exclusiveness and by setting price
high in comparison to other companies to other convention venues in the same city.
Particular location- to some extent it has a niche strategy. The condition exist because other investors in fullfacility conference venues decided that the citys potential as a location does or does not justify the risk of
investment.
Perspectives- occurs when an organization forms a particular way of looking at the world and its business
relationships.
Emergent Strategies and Deliberate Strategies
Strategies can stem from deliberate and non-deliberate acts. The latter are termed emergent
strategies and come about, not from a plan or other conscious behavior, but as patterns or positions that an
organization might have drifted towards. Writers on the subject do not claim that deliberate strategies are
superior to emergent strategies, nor do they say that relying on emergent strategies is always problematical.
In other words, a strategy can stem from what happens to an organization, irrespective of its managers plans
and deliberations.

Managed and Unmanaged Strategies

A weakness in some writings on strategy is that in remarking that strategies are deliberate or
emergent. An emergent strategy can be an unmanaged strategy while it is emerging. What this suggest is that
managers should continually look out for emergent strategies affecting their organization, and attempt to
decide objectively whether such strategies should be fostered or resisted. Once a decision is considered, a
conscious and potentially managed strategy, a deliberate strategy, comes into existence.

A management strategy comprises the conscious activities of coordinating and otherwise managing
the application of resources to help achieve objectives that seem important for success or survival.

Objectives and Resources in Strategic Management

Strategies are related to major goals, often termed objectives. They should be expressed with a degree of
precision, concerning what and when they are to be attained.
Resources are a key concept in definitions of strategy. An organizations resources are all the things that its
staff use and manage to help achieve its objectives.

Resources Into Several Categories

Physical resources- includes its function rooms, public areas, equipment such as audiovisual appliances,
seating, catering, air-conditioning and recreational facilities.
Financial Resources- including the money in the bank and credit available.
Human Resources- the personnel and directors as well as the part-time contractors.
Supplier Resources- comprising the company the routinely supply the centre with goods and services.
Marketing Resources- including any established relationships with clients and marketing intermediaries.

Competitive And Cooperative Strategies

Market penetration- attempt to take market from competitors using a range of techniques in a marketing
mix.
Product development- attempt to improve products.
Market development- attempts to expand a market.
Diversification- occurs when a organization attempts to broaden its products.
Cost leadership- involves moving prices ahead of competitors in order to take some advantage.
Differentation- requires making changes to products and/or promotional messages in ways that create a
competitive image.
Focus- involve specialization in a particular line of products or market.

How strategies are created

Managers should be watching for these occurrences that they can make an appropriate response. This is not
an adequate theory: Sitting around waiting for strategies to emerge is not the ideal way to run a business.
Retreats as a source of strategy
Many teams take teams away for a retreat to think about strategies.

What to think while devising strategies

The strategy is often devised by persistent thinking about strategic issues. But thinking about what
specifically? Broadly several themes can be recommended.

The roles of planning in strategic management

Merely because planning might not be the best way to create strategy does not mean that planning should not
be used for other functions within the scope of managing a business.
Action planning and critical path planning
Specify the person
State precisely when each step is to be started and when it is to be completed
State ambiguously how each step is linked to one or more steps.
Planning for VIPs at conferencesl

Conference Products
3 DIMENSIONS OF CONFERENCE PRODUCTS
Formal products- bundle or goods and services.
Augmented products- formal products plus a cluster of goods and services.
Core products- psychological impacts of the formal and augmented products on the consumers.
Strategies for managing work-related stress
Empowering employees.
Creating conditions that allow their subordinates to avoid having to make excessive number of important
decisions.
Feedback for stress reductions.

TRENDS AND ISSUES

TRENDS
Events as communities - Events are no longer a two or three-day project, but create a community that starts
before the event begins and continues indefinitely after.
Local Farm to Table and Food Dcor - A trend that started a few years ago keeps evolving and is now fully
incorporated at most venues. Food that is locally sourced, the farm to table style trend has become a mainstay
and is not going anywhere soon.
Event Mobile Apps - Mobile event apps are becoming more popular. There are countless vendors providing
apps with more events implementing the apps.
End-to-end Meetings Management - We will see the emergence of end-to-end meeting planning tools that
allow planners to manage all aspects of their event from one platform versus a fragmented set of tools.
Going Beyond the Venue - As budgets have turned around and hotels are back to charging premium rates,
more planners will be seeking out alternative venues for events.
Wi-Fi Everywhere - With event apps, it is now expected that events and venues offer Wi-Fi throughout the
event, in all meeting rooms. It will no longer be acceptable to not have Wi-Fi accessible at events.
Big Data and Analytics - Events collect an immense amount of date from registration data to surveys. In the
past, survey data was collected post event and analyzed weeks later. Planners will be able to more easily
evaluate attendee behaviors, patterns and feedback as they implement technologies.
ISSUES
Event Industry Issues
Can events be defined as a sector of the economy?
Are modern events the first to demonstrate sophisticated staging?
Is event management a profession?
Are too many people being trained for the industry?
Do government bodies contribute equitably to event staging?

EVENT PROGRAM

Planning an Event Program

START STRONG
MIX IT UP
END WITH EMOTIONS
PARTS OF EVENT PROGRAM
Program sessions + schedule
A full day event should have four sessions, broken up by "conversation breaks" and lunch, and concluding
with a reception/dinner.
A half day event should have two sessions as well as a reception or other post-event gathering, like lunch or
dinner.
Speakers and performers
There are few things to keep in mind when it comes to scheduling speakers:
Talks may be no longer than 18 minutes. This is the maximum length, not the goal of every talk.
Take into account the length of each talk or performance when deciding which session to place each specific
speaker/performer in.
Consider using performances as palate cleansers" between serious or slower talks.
Session breaks
Provide food and drinks - Ideally, you should offer full meals during breaks that coincide with breakfast,
lunch or dinner time. Make filling snacks, coffee, and water always available.
Set up activities - Create stations with hands-on activities. These can be related to your speakers topics,
local interests, or even feature your sponsors projects.
Responsibilities of the Host
Introductions - The host provides short intros of the speakers, videos and other parts of your program. 30
seconds is a good length for each intro.
Time-keeping - The host keeps speakers on track by enforcing time limits and encouraging quick transitions.
Troubleshooting - The host responds quickly to technical difficulties or delays in the program.
Announcements - The host announces all announcements and changes to the program.
Connections - The host helps link onstage content with the events theme, drawing connections to fuel
conversation during the session breaks.
Meeting Blueprint
Contents page
Information on the destination
A detailed list of contacts at the venue
Information on the venue
A delegate registration list
Daily running sheets
Closing information and checklist
Evaluation information

WORKING COMMITTEE

O
O
O
O

EVENT MANAGEMENT TEAM

FULL TIME
PART TIME
CONTRACTOR
CASUAL AND VOLUNTARY BASIS

O
O

ORGANIZATION CHART
EVENT DIRECTOR

IMPORTANCE OF COORDINATOR
THEY SHARE IN DECISION MAKING PROCESSES WITH THE EVENT COORDINATOR
HAVE THE KNOWLEDGE AND EXPERTISE

POST-CONVENTION EVALUATION

Discussion about the account and when the final bill might be paid.
Venue
PCO
Client Organisation
Obtaining feedback from delegates
Providing quality of service to the delegates
Food and Beverage service
Technology used during the event

DELEGATES
Obtaining feedback from delegates via questionnaire.
The questionnaires can be either structured or unstructured questions
The questionnaire should cover the accommodation, food and beverages, details of the event and the content
of the convention program.

Evaluation Process should include:

The Site and Location of the event
The Venue, its facilities and food and beverage
The Convention itself
The individual sessions

EVALUATION PROCESS:
The Perspective of the delegates
The perspective of the venue and other
suppliers
The perspective of the PCO
The perspective of the client organisation

THE VENUE AND OTHER SUPPLIERS

Should be undertaken in-house with the key team.
The Convention services manager, the department heads and the sales manager
Weak spots should be identified
Strengths should be highlighted
THE PCO AND OTHER CLIENT ORGANIZATION
Compare what actually happened against the plan.
The strong and weak points should be identified.

HANDLING PROBLEM AND STRESSED PEOPLE DURING EVENTS

COMMON PROBLEMS DURING EVENTS

1) Weather - Event is a time based occasion, everything is dependent on the time frame. Always have a back up
plan, You need to be prepared for whatever comes your way.
2) Technical Condition - Always perform an ocular inspection before running an event.
3) Failure of Suppliers - It could be due to delay in ordered supplies on time, lack of supply, longer manufacturing
time or even wrong design when ordered. Keep a good track record of reliable suppliers and constant updating of
their supply list.

4) Cancellation of Key Performer - Make sure to keep in touch and communicate properly with them.
5) Team Miscommunication and Coordination - Keeping team members in the loop can be trying time and
involves a lot of running. Before any details are ironed out, establish each group members specific responsibilities.

A successful event organizer will always expect the unexpected and be prepared for it at the same time.

CAREERS IN EVENTS MANAGEMENT

Conference Centre Manager

A conference centre manager is responsible for the day-to-day management of a conference centre. This
includes managing all staff and centre services such as:
accommodation;
catering;
reception/front of house;
finances;
sales.
marketing, advertising and PR;
communicating daily with the management team, planning work schedules and checking client requirements;
dealing with customer complaints, comments and enquiries;
ensuring all events run smoothly;
managing budgets and financial plans;
taking responsibility for the recruitment, training, organisation and monitoring of staff;
supervising maintenance, supplies and equipment;
achieving profit targets;
taking responsibility for the sales and marketing of the conference centre, including pricing, promotions and
promotional materials, image and brand and profile;
leading by example in maintaining service standards;
applying current legal and in-house HR procedures to ensure the retention of good staff and the provision of
high-quality services;
researching markets to identify new business;
negotiating with external service providers and suppliers as required;
purchasing equipment necessary for the conference centre to operate;
ensuring compliance with health and safety, licensing laws and other legal regulations;
day-to-day troubleshooting and addressing problems as they arise.
Event organizer
Event organisers are responsible for the production of events from conception through to completion. Events
can include:
exhibitions and fairs;
festivals;
conferences;
promotions and product launches;
fundraising and social events.
researching markets to identify opportunities for events;
liaising with clients to ascertain their precise event requirements;
producing detailed proposals for events (e.g. timelines, venues, suppliers, legal obligations, staffing and
budgets);
agreeing to, and managing a budget;
securing and booking a suitable venue or location;
ensuring insurance, legal, health and safety obligations are adhered to;
coordinating venue management, caterers, stand designers, contractors and equipment hire;
organising facilities for car parking, traffic control, security, first aid, hospitality and the media;
identifying and securing speakers or special guests;
planning room layouts and the entertainment programme, scheduling workshops and demonstrations;
coordinating staffing requirements and staff briefings;
selling sponsorship/stand/exhibition space to potential exhibitors/partners;
preparing delegate packs and papers;
liaising with marketing and PR colleagues to promote the event;
liaising with clients and designers to create a brand for the event and organising the production of tickets,
posters, catalogues and sales brochures, plus social media coverage;
coordinating suppliers, handling client queries and troubleshooting on the day of the event to ensure that all
runs smoothly;
overseeing the dismantling and removal of the event and clearing the venue efficiently;

post-event evaluation (including data entry and analysis and producing reports for event stakeholders).

MARKETING EVENTS COORDINATOR

This Marketing position is responsible for design, production and distribution.
The Marketing Events Coordinator will track, schedule, and support all functions of the marketing needs for
tradeshows, vendor events, and other marketing activities.

Trade show /event director

The Tradeshow/Event Coordinator works closely with the Event Team to provide support for corporate
tradeshows and sponsorship programs (50+ events annually) to ensure successful execution. This includes assisting
with logistical planning of large multi-segment tradeshows as well as supporting smaller sponsorships and meetings.

Work with conference planning team to coordinate logistics and deliverables for trade shows.
Work with vendors.

Manage sponsorship schedule including working with internal partners on upcoming sponsorship activity,
fulfilling logistical requests and updating spreadsheet with recent activity.
Assist in creation and send of pre-show and post-show communications
Develop staffing and pre-conference training schedules
Travel to and support onsite execution and management of key events, including show set-up and take-down
Track expenses and assist in complete financial reconciliation
Ensure processing of show leads in CRM system and distribution to sales force
Maintain show schedules, project checklist and processes through exhibit management templates

EVENTS PROMOTION AND PUBLIC RELATIONS

What is Event Promotion?

The use of traditional or new media to promote, market, or advertise an event. Various forms of marketing
and advertising are used to entice people to attend an event. Event types could include anything from
not for profit fundraisers to sporting events, conventions, fundraisers, seminars, festivals, workshops, air
shows, and many more.
Using an event, such as tradeshows, to engage prospective consumers, build awareness, or market a
companys products and services. One of the simplest examples is trade show marketing. Your business
purchases booth space and presents your companys products or services to trade show attendees. Some
companies rephrase this definition of event marketing as event-based marketing.

Steps in Event Promotion

1) Image/Branding
Development of a name, logo and image for the event, including color scheme and graphics that will appear
on all event material ranging from registration forms to tickets to merchandise.
Sponsors are essentially involved to obtain their approval of the branding.
The design must meet the needs of all stakeholders, especially to the event audience.
Sometimes, a slogan is developed as part of the image for an event and incorporated wherever possible.
2) Promotional Activities
Has a direct link to the marketing plan and marketing objectives and a carefully crafted, integrated approach
to communication with the client or customer is needed to ensure that the marketing objectives are achieved.

Forms of Promotional Activities

1) Advertising
Is paid communication, using one or more types of media to reach potential buyers.
It can be extremely expensive.
It is one of the most effective ways of raising awareness of an event or an event business.

Types of Advertising:
Internet Advertising - Site design and adequate listings with search engines are critical factors. Security
from online transactions and privacy of information given by the customers is another factor that is crucial.
Print Advertising - medias most commonly used are newspapers and magazines. Yet yellow page listing is
essential for small event operations.
Radio Advertising - is the most infrequently used by large operators and is only effective if the message is
well-broadcasted.
Television Advertising - the impact is greater than for most other media, though it is extremely expensive.
Displays and Signages - an example is sky writing.

Advertising Collaterals - this covers a range of advertising mediums, from tent cards to billboards and
posters.
Direct Mail Advertising- if the market can clearly be identified then this is the most effective form of
advertising and cost-effective too.
Brochures and Fliers - needs to be descriptive, informative and colorful and the quality of the photographs
and artworks are important as well.
The content of the advertisements must be informative but, most importantly, it must inspire decision-making
and action to attend or purchase.
The advertising message needs to meet the motivational needs of the audience, at the same time assisting
the decision-making process by supplying the necessary facts.

2) Personal Selling
Involves face to face contact between seller and buyer.
This enables the salesperson to talk directly to the buyer and to persuade the buyer through negotiaton to
purchase the product.
This type of promotion is most common for booking conferences, weddings, parties and incentive travel
events.
Completion of sales call reports is essential since face- to face meetings are costly and business development
managers need to show a return on the time invested.

3) Sales Promotion
Is intended to persuade a buyer to purchase immediately, so they often include incentives or discounts.
This may be followed by the introduction of a new product or may be implemented during a slow period.

Examples are: discounted event tickets, discounted off-season function facilities, incentive meeting
packages, and newspapers or magazine competitions to win prizes such as tickets to a premiere, giveaways.

4) Promotional Events and trade shows

Hotel groups, casinos, resorts and convention centers frequently exhibit at promotional events where they
distribute information to potential buyers, particularly in the area of incentive travel.

What is Public Relations?

Public Relations -is the stimulation of demand for a product or service by providing commercially significant
news about the product or service in a published medium or obtaining favorable editorial presentation in a
medium, such as newspaper, free of charge.
Publicity for an event can be secured by running a careful publicity campaign with the media.

Types of Media Release:

a. Backgrounder providing general information about the event, history, previous success.
b. Press Release story, newsworthy information.
c. Media alert invitation style alert to the fact that the event is imminent.

Guidelines for preparing a press release:

There must be something newsworthy to appeal to the reader in the first two sentences: he/she must be
motivated to read the whole press release.

All the facts must be covered: what, where, when, why and how.

The press release should be short and to the point.

Layout is extremely important.

Contact details should be provided.

Photographs should be captioned.

Quotes from senior staff and stakeholders(including sponsors) must be included.

If the press release is promoting an event, it should describe all potential benefits for the audience.

An action ending for booking or registering should describe all necessary information.

The style of writing should be appropriate for the targeted publication.

There should be no errors in grammar or spelling.

Apart from media attention it is also possible to obtain exposure through a number of official tourism
organizations.
The Role of Public Relations is to manage the organizations and the events image in the mind of the audience
and the public.

- the public relations role can be a highly sensitive one and in some situations words need to be chosen
carefully.

Promotional Action Plans

Issues that needs to be considered when creating detailed plans for various promotional activities:
Objectives and nature of the activity

Travel arrangements
Budget availability

Strategies to ensure maximum benefits

Public relations implications

possible co-operative approaches

Staffing requirements and briefings

Need for external assistance

Availability of brochures and other promotional

Fulfilment of administrative and procedural

materials
requirements
Equipment requirements

Available technology
Contracting of other services

Potential e-commerce opportunities