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. Create an ideal timeline and plan backward. Create a budget. Set a date and reserve a location. Invite VIPs. Publicize the event. Invite attendees. Confirm VIPs. Confirm/Remind Attendees. Day-of. After 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 youreadvocating toon 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 METHODSExample 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 DEBRIEFINGSSome 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 RECORDSSome 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 EVALUATIONMeasures to be used for evidence: Demographics Signage Audience Response Surveys Publicity Image Sales Employee Benefits Corporate Hospitality

BROADER IMPACT OF EVENTSThe 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. 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 TRENDS1. Immersive events2. Super speakers3. Offline connectivity4. Intelligent feedback5. Reinventing sponsorship6. Microlocation7. Drag, drop venues8. I am in control9. Unplan10. 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 , equipment and displays International transportation Customs clearance Local transportation Loading and unloading Warehousing Delivery Operation on site

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 ProcessIt 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 ProposalThe 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 thecheer and wonderment among young and young at heart at Christmas. Paskotitapis 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 HUNGRYThe best way to avoid this is to answer the following questions:- How many expected guests are there?- How longwill 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 HAZARDSIndividual 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

OVERALLThe 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

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 specialistSenior 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 managersHR 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 managerStrategic Aspect of HR Manager1. Innovation2. Long-term planning3. Advisory function

Industrial Relation Difficulties in the part of the HR due to the opposing forces between workers and management

Role of HR departmentIt 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 Employment section Promotion section Training, Education and Development section Medical Section Staff welfare Industrial relation section

FACTORS TO CONSIDER WHEN PLANNING AN OUTDOOR EVENT

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. 1. 2. Weather3. Permits4. Setting Up5. Pest Control6. Power7. Lighting8. Food and Drink9. Seating10. Parking11. Clean Up

BUSINESS RISK IN EVENTS (long term) Effect of uncertainties on objectives Being the chance of something happening that would have impact on objectives

WHAT IS RISK MANAGEMENT? The process of identifying such risks, assessing risks and treating these risks.

Framework for Risk Management1. Establish org. commitment to risk management2. Design the framework for managing risk3. Implement the framework4. Continually improve the framework5. Monitor and review the framework

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

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?

What is the consequence or impact? What is the likelihood?

Risk treatment: control and contingency plan Source of risk Risk event Priority Likelihood Consequences Level of risk Risk treatment Resources required Performance measure Timetable

Risk management practices: monitor, evaluate & develop a policyClear 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 ORGANISERAprofessional conference organizer,professional congress organizer(PCO) or simplyconference companyis 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 abstract management software program development Registration site and venue selection and booking Audiovisuals IT support, logistics leisure management

PROFESSIONAL CONFERENCE ORGANIZER ASSOCIATION

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 isrecommended 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 ServicesIn general most PCOs will offer:1. Bid Support2. Venue Sourcing Venue research and evaluation Venue negotiation management3. 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

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 ManagementFinancial 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 Services4. 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 distribution5. Exhibition Management and Sponsorship Exhibition and Sponsorship management Exhibition and Sponsorship sales6. 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 REQUIREDA 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 ORGANISERSPotential 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 STATEMENTThe 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.

VISIONIAPCO strives to achieve global accreditation and acknowledgment of truly Professional Congress Organisers

CORE VALUESIAPCO is a membership-driven organisation whose members embrace the following Core Values: They areproudof their profession; they live up to the P in PCO Theyget involved; they are a small and active group taking responsibility for their association and the industry at large Theyare extra-ordinary; they care about delivering the highest quality of professional services and make decisions accordingly. Theyuphold the trust; they have a responsibility to their clients, and to the whole meetings industry, to conduct business in a trustworthy way Theyset 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

AIMSIAPCO 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-weddingPlanning 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 awedding folder or binder. Begin leafing through bridal, lifestyle, fashion, gardening, design, and food magazines for inspiration. Work out your budget. Determinehow 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 wonderingwhos in.

Start the guest list. Make ahead count databaseto 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 plannerwill have relationships withand insights aboutvendors. Reserve your date and venues. Decide whether to have separatelocations for the ceremony and the reception, factoring in travel time between the two places. Book yourofficiant. Researchphotographers,bands,florists, andcaterers. Keep their contact information in your binder. Throw anengagement 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. Purchasea 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 ofthree 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 andpurchase invitations. Hire a calligrapher, if desired. Addressing cards is time-consuming, so you need to budget accordingly. Start planning ahoneymoon. Make sure that your passports are up-to-date, and schedule doctors appointments for any shots you may need. Shop forbridesmaids 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). Sendsave-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-the-ground 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 cake-cutting, the first dance).

Five to Four Months Before Book the rehearsaland 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 andorder the cake. Some bakers require a long lead time. Attend several tastings before committing to any baker. Send your guest list to the host ofyour 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. Schedulehair and makeupartists. 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 Finalizethe menuandflowers. 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 havespeak 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. Purchasethe 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 invitationssix 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. Purchasebridesmaids 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 witha list of moments you want capturedon 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 thewelcome baskets. Packfor 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 workYour 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.

HoursYou 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 requirementsTaking 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 developmentYou 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 outa 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 EventThe 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 audienceWhen organizing an event, the needs of all participants must be considered before finishing the concept.

Financial considerationsIt is an important consideration at this early age of event concept and design.

Timing of the EventThe 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 stakeholdersTheir skills are an important consideration in terms of concept development. event principal/ client talent/performer/team and manager cast and crew local community organising committee local and government authorities emergenccy services customers colleagues 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 Staging Entertainment Talent Catering

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

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

BUDGETING PROCESS1. 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 PRICINGTicket 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 PREFIXESTraditionally, 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:

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 fundIMPACTS: Economic impact Health impact Social and cultural impact

RELIGIOUS EVENT & FESTIVAL - is a time of special importance marked by adherents to that religion

OBJECTIVES: To honor/ worship God To strengthen belief To transfer knowledge to the next generation

IMPACTS:Economic impact benefits accommodation providers, local travel, shops even car parks.Social and cultural impact Socialization

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

OBJECTIVES: To promote culture, tradition and unique aspects of community Provide entertainment

IMPACTS:Economic impact Economic growth Boost of tourismSocial and cultural impact Socialization

POLITICAL EVENT

OBJECTIVES: raise awareness or funds for a particular candidate or cause. To inform the people about the status of the country

IMPACTS:Economic impact Economic growth Boost of tourism Investment opportunities

CONCERTSOBJECTIVES: Provide entertainment To gain profit To raise fund and awarenessIMPACTS:Economic impact Economic growth - benefits accommodation providers, local travel, shops even car parks. Boost of tourismSocial 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 IntelligenceIMPACTS:Economic impact Economic growth - benefits accommodation providers, local travel, shops even car parks. Boost of tourismSocial and cultural impact Socialization Culture Exchange

DEVELOPING AN EVENT PROPOSALInvolves 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 community2.) 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 season3.) 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 buildingsCapacity 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.SignageYou 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 Presenter can see all participants Accommodates large groups in less space

Cons Minimal interaction possible Participants only see each others backs

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

Pros Good work space Good working atmosphere Good interaction between participants Cons Not ideal for audio-visual presentations Not ideal for speakers 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 Good for large groups Good for attendee interaction Perfect for no designated leader or presenter Cons Not good for a small group Not ideal for presenters

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

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

Pros Good for large groups Good for cocktails and refreshmentsCons Not ideal for note taking 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 PRECEDENCEAn 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. TITLESStyle guides, available in most public libraries, provides guidelines on the correct titles for people such as Presidents (His Excellency). Rolling out of red carpet is usually associated with formal or ceremonial event. STYLES OF ADDRESS

DRESS FOR FORMAL OCCASSIONSThe 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 SPEAKERSSpeakers 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 OCCASIONSCorrect 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 Limited a la carte menu French service Russian Service Yum Cha Long buffet Station Buffet 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 PROTOCOLSFormalities 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 EVENTSThere 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 JOBSConference 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. STATEMENT OF THE PROBLEM - (what went wrong) - Problems that MAY take place or have already encountered in the past event you have managed.. II. FINDINGS (why the problem happened) - Aconclusionreachedafterexaminationor investigationIII. 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 eventSOLUTION: DOUBLE CHECK (or even TRIPLE CHECK) everything before letting anyone in CATERING-Spoiled food-food preferences vary depending on religion-allergiesSOLUTION 1: Keep the food that will be served well maintainedSOLUTION 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 enteringSOLUTION: 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 AIMSI. Promote Proper Management of fundraising appeals for charitable purposesII. Ensure proper record-keeping and auditingIII. 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 AGREEMENTI. II. Parties to contractIII. Deadline and depositIV. Specifications (space, booked, timing, food and beveragesV. Services to be provided)VI. Special requirementsVII. Schedule of paymentsVIII. InsuranceIX. CancellationX. Termination/non-performanceXI. ContingencyXII. ConsumptionXIII. ConfidentialityXIV. ArbitrationXV. Warranties signatoriesXVI. date

CONTRACTORS

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.Contractor Independententitythat agrees to furnish certain number orquantityofgoods,material,equipment,personnel, and/orservicesthat meet or exceed statedrequirementsorspecifications, at a mutually agreed uponpriceand within a specified timeframe to another independent entitycalledcontractee,principal, orproject owner.

Content of a Contract/Agreement Parties to a contract Deadline and deposit Specifications Services to be provided Special requirements Schedule of payments Insurance Cancellation Termination/non-performance Contingency Consumption Confidentiality Arbitration Warranties Signatories 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

POLITICAL RALLYBefore the rallyI. Identify the purpose of the event.II. Determine a date, time and location.III. Line up speakers. Speakers everyday folks with compelling personal stories related to the issue. small business owners community leaders veterans local/state elected officialsIV. 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