Event Management

EVENT MANAGEMENT
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EVENT MANAGEMENT
ACKNOWLEDGEMENT
I deem it my privilege to ac!o"ledge a!d
remai! i! de#t to t$e people "$o #y t$eir ric$ a!d
varied co!tri#%tio!& $ave $elped me i!
%!der&ta!di!g t$e vario%& co!cept& i!cl%ded i! my
pro'ect(
)it$ great plea&%re a!d &i!cerity* I t$a!
Prof. Meenu Singh +or $er val%a#le time a!d
co!&ta!t e!co%rageme!t* &%gge&tio!& a!d
g%ida!ce( T$i& pro'ect "o%ld !ot $ave #ee!
po&&i#le i+ it "ere !ot +or $er imme!&e &%pport a!d
val%a#le i!p%t& o! t$e &%#'ect( My +oremo&t t$a!&
goe& to my "ell "i&$er& a!d colleag%e&(
Eve!t%ally I "o%ld lie to t$a! t$e divi!e
i!terve!tio! "$o #aced me at all time&(
EVENT MANAGEMENT
EVENT MANAGEMENT
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CONTENTS
Chapter No. Title Page No.
Synopsis
1 Introduction To Event Manageent
!ene"its #" Events
$ey Eleents #" Events% & Case
E'aple
Types #" Events
Special Event
Thee (evelopent
2 The Industry Scenario
Current Scenario
Segentation
$ey Trends In The Industry
)uture Prospects
3 #verall Planning Structure
The !udget
The Progra (esign
Spea*ers &nd #ther Progra
Participants
+ocating People
Site Selection
The Prospectus
Site Inspection
)ood &nd !everages
Sa"ety &nd Security
Educating (elegates
(ata Collection, Evaluation -
.eporting
4 Mar*eting &nd Prootion
Mar*eting Considerations
/ !udgeting &nd )inancial Manageent
Selling Sponsorships
Event Control Sheet% &n E'aple
0 Conclusion &nd .ear*s
1 !i2liography
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EVENT MANAGEMENT
A SYNOPSIS OF THE PROJECT
EVENT MANAGEMENT
This pro3ect has 2een prepared "or the copletion o" the Su23ect 4 Pro3ect
5or* as it is re6uired under )i"th Seester o" !achelor o" Manageent
Studies. This pro3ect e'plores the various aspects o" event anageent.
This pro3ect is 2roadly divided into seven sections.
The first section of the project 7e ta*e loo* at 7hat is event
anageent, its 2ene"its and the *ey eleents o" events 7ith the help o"
an e'aple. 5e also touch upon ho7 this is gro7ing industry loo*ing at
7hat it 7as 1/ years ago and 7hat is the current position o" this industry.
Then 7e see 2road classi"ication o" events, 7hich is in to t7o categories
naely live entertainents events and corporate events. Corporate events
account "or the lion8s share o" the total nu2er o" events anaged in the
country.
The second section of the project deals 7ith the industry scenario. This
section covers details o" event anageent sho7ing that no7 7eddings
and 2irthday parties are cele2rated in such a large scale that pro"essionals
are re6uired to anage the. This is "ollo7ed 2y the overall si9e and
shape o" the industry "urther "ollo7ed 2y segentation o" events 2rea*ing
it into saller categories and the "uture prospects o" this industry.
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The third section of the project deals 7ith the actual process o" event
anageent. 5e "irst loo* at the over all planning structure 7hich is
coprised o" analy9ing the event. This is "ollo7ed 2y asse2ling the
event anageent tea, then selecting the event coordinator. &"ter
7hich decision a*ers, technical sta"" and support sta"" are appointed. &n
e""icient record *eeping syste is to 2e ipleented.
The forth section o" the planning phase is the 2udget, 7hich is a very
iportant detail. It is only through the 2udget does the anager *no7
7hat all are the options in all the "ields that can 2e eployed "or the
event. Then an e""icient progra design needs to 2e designed.
The fifth section deals 7ith selecting the spea*ers re6uired "or the event.
Selecting spea*ers is a di""icult tas* "or the event coordinator. &"ter
7hich the site selection process 2egins. The ne't step is to decide the
"ood and 2everages "or the event. &nother iportant part o" the planning
phase is the security aspect o" the event.
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The si!th section deals 7ith the data collection interpretation o" the data
and reporting and presenting the data in a anner, 7hich is use"ul to all in
the organi9ation. Then 7e deal 7ith the ar*eting and prootion o" the
event. The ar*eting considerations need to 2e given attention to. )inally
7e decide the thee o" the event and also 7hich type o" event does the
event the "ir is planning "alls into the di""erent types o" events. Then 7e
discuss a2out sponsorships and then the pro3ect deals 7ith the event
control sheet 7ith a hypothetical e'aple.
The fin"# section of the project deals 7ith the *ey trends in the industry,
the "uture prospects, the conclusion, 7hich has 2een in re"erence to 7hat
is entioned in the pro3ect, and then rear*s a2out event anageent
and the pro3ect ends 7ith a 2i2liography as tool o" data collection o" the
atter presented in the pro3ect.
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EVENT MANAGEMENT
CHAPTER $ %
&efinition of E'ent M"n"(e)ent
*E'ent )"n"(e)ent is the p#"nnin( "nd )"n"(e)ent of "n e'ent+
project or "cti'it,-.
E'ent M"n"(e)ent %/,rs "(o, this phrase 7ould have eant nothing in
the Indian corporate 7orld. Today, it con3ures up the iage o" cele2rities
pac*aged 7ith glaour and pop in a gala event that is eticulously
planned and slic*ly turned out. Event anageent in India, 7hich 7as
2orn soe7here in id 1;:<s, has gro7n in to a highly pro"essional and
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EVENT MANAGEMENT
tech=savvy industry over the years. In 2<<1, the industry anaged over
1,<<< events, including 22 international events.
0ro"d#, e'ent c"n 1e c#"ssified "s corpor"te e'ents "nd #i'e
entert"in)ent e'ent- Corpor"te e'ents are coissioned 2y corporate
"or speci"ic purposes such as dealer8s con"erence, or a happening such as
the India visit o" Indira Nooyi, 7orld7ide chie" o" PepsiCo. Corporate
events account "or the lion8s share o" the total nu2er o" events anaged
in the country.
2i'e entert"in)ent e'ents are stage sho7s or concerts 2y international
artists >international events? or Indian artists. These could 2e "il 2ased,
usic= 2ased or sports= 2ased events- For inst"nce+ The Mani*chand
)il"are &7ards is a "il=2ased event, a concert 2y gha9al aestro
Pan*a3 @dhas or 2y the international roc* group +ed Aepplin 7ould 2e a
usic 4 2ased event. Typically, "or a live entertainent event, there is
ore than one sponsor as 7ell as entry "ee "or the audience. This category
o" events, although sall, is gro7ing rapidly in si9e and popularity.
@nli*e a corporate event, a live entertainent event is usually
conceptuali9ed, planned and e'ecuted 2y the event anager. There"ore,
the Intellectual Property .ights >IP.? also vests 7ith the event anager.
Bo7ever, a copanyCtelevision 2roadcaster etc can also coission an
event. In such circustances, the copanyCtelevision 2roadcaster
sponsors the entire sho7 and retains the IP.. The event anager is paid a
anageent "ee and a production "ee as 7ell i" it also produces the event
"or television. Certain events are created and ar*eted 2y the event
anager as a 2randed property. These events are called 2randed events.
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They are held periodically and re6uire su2stantial investent in ters o"
in"rastructure and ar*eting. For inst"nce+ the )eina Miss India
contest is 2randed event produced 2y Ties Entertainent and held
annually.
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3An e'ent is so)ethin( th"t h"ppens+ not jst e!ists $ so)e1od, h"s
to )"4e it h"ppen- Sccessf# e'ents on#, co)e "1ot thro(h "ction+
so)e indi'id"# or (rop of indi'id"#s (ettin( thin(s done-3
A Co)prehensi'e Ne5 &efinition 6Fi( %7
Create
E'ents
Re"ch
2i'e
inter"ction
Ri(ht
co))nic"tio
n 5ith the
c#ient
8ith
2i'e
Adience
&esired
I)p"ct
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)ig >1?.
&n event is a live ultiedia pac*age carried out 7ith preconceived
concept, custoi9ed or odi"ied to achieve the clients o23ectives o"
reaching out and suita2le in"luencing the sharply de"ined, specially
gathered target audience 2y providing a coplete sensual e'perience and
an avenue "or t7o=7ay interaction.
)ro the a2ove "igure 7e can in"er that an event is a pac*age so
organi9ed so as to provide, reach and live interaction 2et7een the target
audience and the client to achieve the desired ipact. The population o"
the target audience that the event is e'posed to is called the reach o" the
event. The live interaction process "acilitates counication 2et7een the
clients and the audience.
EVENT MANAGEMENT
1? 0r"nd "5"reness$ Belps in increasing a7areness o" a copany or
its 2rand>s?
2? Corpor"te I)"(e $ To support, 2uild or change a desired copany
or 2rand iage. Shape or rein"orce the pu2lic8s perception o" a
copany8s 2rand attri2utes.
3? Medi" Co'er"(e $ Duaranteed and potential pu2licity, helps in
pro3ecting right corporate iaging o" the copany
4? 0i#din( corpor"te hospit"#it, = Entertain *ey and potential
clients, 222 ar*eting, 2uilding good7ill aongst potential clients,
rein"orcing "aith in distri2ution partners, "orging alliances 7ith
potential investors, otivating e'isting 7or*"orce or re7arding
the.
/? Niche "dience t"r(etin( = More cost e""ective and accurate than
conventional advertising 7hich can get diluted.
0? Prodct sho5c"se = #pportunity to sho7case e'isting products and
test ne7 products.
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1? &ifferenti"tion = helps create perception a2out product, helps
di""erentiate product "ro copetitors.
:? Identific"tion 5ith p"rtic#"r #ifest,#e = Creates 2rand 7orld
e'perience 7hich audience can identi"y 7ith hence "oring an
eotional 2ond 7ith the target audience 2y supporting their
li"estyles and li*es.
;? Merch"ndise opportnities = #pportunity "or on the spot audience
grati"ication.
1<? I)p"ct the 1otto) #ine = (riving sales through contests, special
schees.
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9EY E2EMENTS OF EVENTS 6Fi( :7
Event In"rastructure
Event #rganiser
Eenue
Media
Client
Target &udience
A CASE E;AMP2E
E'ent< 2=Ore"# fe)in" e#ite )ode# #oo4 >?@
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E'ent Infr"strctre<
Core concept % Search "or a ne7 top class odeling talent through
a contest and pageant interspersed 7ith entertainent.
Core peop#e % Participants i.e. odels ta*ing part in the copetition
and other per"orers during entertainent slots such as 7ell
*no7n classical usicians Pt Shiv $uar Shara, .ahul $uar
Shara accopanied 2y @stad Sha"at &li $han and popular usic
2y Sh7eta Shetty and Stereo Nation.
Core T"#ent % Physical +oo*s and Proportion
Core Strctre % &nnual event o" !eauty pageant
E'ent or("niAers<
Fe)in" 5ith
Font"in "he"d % Event support
0"n,"n Tree< arrangeents "or classical usic per"orance
Choreo(r"ph, "nd direction< Beant Trivedi 7ith assistance
"ro Noyoni*a Chatter3ee
Sets< #ung $uar !handula "or #pus construction
Vene
Shoot #oc"tion % The .etreat, Marve
Offici"# Host % Ta3 Mahal Botel
Medi"
Pre$e'ent % aga9ines and ne7spapers to in"or a2out event and
call "or entries 7ith entry "ors in the.
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E#ectronic Medi" % TE and )M radio to in"or target audience
a2out event coverage, date and tie.
&rin( e'ent % live coverage on ((2 "or 7idest coverage
Post$e'ent % .e=telecast on Star Plus.
Intervie7s and appearances o" 7inner on sho7s sponsored 2y
+8#real on the electronic edia.
.eports on the events in the print edia.
C#ients
M"in Sponsor % +8#real
Gift Sponsors % #nida, Sieens, !aush and +o2, Dlo2al
Telesystes, &*2arallys, (epartent store, Trussadi, Cat7al*
Shoes, Estelle, The #rchids, +a*e, Sony Music
Co))nic"tion Con'ience % Dlo2al Telesystes.
0e'er"(es< Coca=Cola
T"r(et Adience
Fouth or "aily though 7ith a younger indset or young at heart
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Co)p#sor, E'ents
The type o" event the anager is planning 7ill a""ect ho7 he proceeds.
)or e'aple, there are corporate eetings that GadviseG attendees o"
7here to 2e and 7hen to 2e there. The sponsor usually pays all e'penses.
The attendeesH choice is, though su2tly presented, to attend or resign "ro
the copany. The attendeesI otivation is o2vious, 2ut the eeting can
have a negative ipact, especially i" it re6uires canceling the "aily
vacation. It is necessary to counicate to such people the iportance o"
the events, e'plain 7hy they 7ere selected, and descri2e the 2ene"its and
value o" their participation to each o" the personally and to the
organi9ation. 5hile the copany clearly e'pects total coitent "ro
eployees, it is good psychology to recogni9e 7or*er8s sacri"ices and
loyal support.
Incenti'e e'ents
Such an event is held as the corporate re7ard or "or outstanding
per"orance. Soe coordinators get involved in the total conceptual
design o" inventive progras, setting the sales and production goals as
7ell as planning the re7ard, 7hich is o"ten an event in a highly desira2le
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resort location. The recognition that accopanies the invitation is usually
su""icient otivation to attend, and spouses are o"ten invited. 5ho
7ouldnIt 7ant to goJ Coordinators o"ten use a draatic invitation to
stiulate those 7ho "ailed to earn the re7ard this year to 7or* harder so
they 7ill 2e invited ne't year.
3Con(#o)er"te 3Meetin(s
The ost di""icult o" corporate eeting are the ones that 2ring together a
copanyIs distri2utors "ranchisers, sales reps, and other loosely tied "ield
people. The coordinatorIs 3o2 is especially hard i" attendees are e'pected
to pay their o7n 7ay. Such a group is copara2le to association eeting
attendeesH a relationship and credi2ility e'ist aong those invited, 2ut
costs versus the value to participants have to 2e the ar*eting "ocus.
Ann"# Meetin(s
&ssociations are e2ership 2ased organi9ations providing education,
legislative onitoring or lo22ying, certi"ication, and other services to
special interest or pro"essional groups. They are run 2y and "or their
e2ers. They are usually nonpro"it, ta'=e'ept organi9ations that rely
on dues, eeting "ees, service "ees, and, to a varying e'tent, contri2utions
and grants.
5hatever they choose to call the yearly gathering annual eeting,
convention, con"erence, or incentive one is alost al7ays held. The
purpose "or attendees is education, net7or*ing, recognition, and
conducting o""icial association 2usiness.
EVENT MANAGEMENT
The *ey to ar*eting the associationIs annual eeting is to o""er a 6uality
educational progra. That ay not 2e the real reason people 7ant to
attend, 2ut participants need a strong educational progra to 3usti"y their
attendance and e'penses to the copany or the I.S. Detting the approval
should not 2e "orgotten. So there is soe dual, although su2tle,
consideration in the event8s ar*eting.
*P1#ic. Meetin(s "nd Se)in"rs
These are sponsored 2y individuals, corporations, associations, or
entrepreneurs and are ar*eted to anyone 7ho is li*ely to coe up 7ith
the "ee. Such events are usually held to a*e a pro"it, to proote an
organi9ation, service, or cause, or to o""er continuing education courses.
They re6uire large prootion 2udgets and care"ully developed ar*eting
strategies. The deciding "actors in deterining 7here the anager "its in
the a2ove categories are
>1? the e'tent to 7hich he has to create a ar*et and
2? the recognition, credi2ility, and po7er o" the event group to achieve
success 2ased on the invitation alone.
I" there isnIt an e'isting credi2le structure, the event is pro2a2ly in the
Gpu2licG arena.
Sport E'ents
$no7ing a sport does not 6uali"y the coordinator to set up a tournaent.
Be is the e'pert on the event group. Especially as it relates to nu2er o"
participants, tie scheduled "or the event, and general s*ill level o"
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players. !ut a pro"essional in the planned sport, 7ith e'perience in setting
up tournaents, is a critical ingredient. The pro 7ill assign handicaps,
pair players, set up start ties and scoring procedures, arrange "or 3udges,
2all chasers, caddies e6uipent, etc. o" course, the coordinator should 2e
involved in setting the tone >Serious or "un?, selecting pri9es and
givea7ays, preparing a 2udget, arranging transportation, ordering "ood
and 2everages, registering attendees, and providing "inal court and player
in"oration. The pro andCor the resort should 2e certi"ied and insured.
!ut ree2er, any o""icial event o" the event places the "ir, at a
iniu, in a third=party lia2ility positions. &s the ris* increases, so
should the insurance.
Co)p"nions= pro(r")
The part o" the progra that has gone "ro 2eing called a 7ivesI progra
to a spousesI progra, and no7 to either a guestsI or copanionsI
progra, has evolved "ro consisting o" priarily 7oen oriented
activities >shopping, luncheons, teas, "ashion sho7s, coo*ing classes? to
gender=neutral events 7ith ore ephasis on enrichent. &ctually, 7e
should "orget the copanionIs relationship to the attendee and 3ust
provide an open trac* o" activities la2eled the Genrichent progra.G
This 7ould allo7 attendees and guests 2oth to s7itch "ro pro"essionally
related topics to personal gro7th and Gsee the cityG topics and tours.
5oen still outnu2er en as guests at con"erences, and there are still
7oen 7ho li*e to coo* and shop. Even ale registrants soeties coo*
and shop
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Con"erence coordinators should consider 7hether they 7ant to encourage
guests >2oth adults and children? to attend. I" their attendance is desira2le,
*eep this group in ind during site consideration >city, eeting space,
roo rated?, and as the "ir develops and prepares prootional aterials,
plans the 2udget, coputes total nu2ers, conducts registration
processing, and esta2lish a "ee structure essentially, as the coordinator
a*es all his plans.
& local coittee or pro"essional copany can 2e a great asset, 2ut the
coordinator should not a2dicate control. This is as uch a part o" the
"ir8s event as anything else. &n unhappy guest can cause ore trou2le
than "i"ty attendees can, especially i" that guest is the presidentIs spouseK
Ta*e a "resh loo* at the 7hole progra. The 2est tactic ay 2e to involve
the attendees 7ith guests, 2alancing genders, ages, and years o"
attendance to recoend an alternative agenda.
EVENT MANAGEMENT
Everyone loves to have "un, and special events can and should 2e "un
2oth "or the attendee and the event coordinator. Not all eetings have a
special event and not all special events, li*e "undraisers or copany
parties, are tied to a eeting. Bo7ever, 7hether they are together or
separate, they re6uire the sae s*ills.
5hat are special eventsJ They are gala dinners or receptions, thee
parties, sport events, creative 2rea*s, dances, tours, special progras,
per"orances. They ta*e the ordinary and a*e it e'traordinary. They
ay have decorations, unusual locations, entertainent, unusual enus,
creative thees, special transportation, gi"ts or pri9es, surprise
appearances o" cele2rities or ro2ots. The s*y is the liit. &ctually, the
2udget is the liit 2ut the event anager can still 2e creative.
The "act is that uch o" the planning "or special events is routine and
tedious. The coordinator is dealing 7ith a yriad o" details that he plans,
"ollo7s up, chec*s and chec*s again=and heIll still 7a*e up in the iddle
o" the night thin*ing o" one tiny, 2ut critical, detail that he 7ill chec* on
EVENT MANAGEMENT
again in the orning. Creativity is the ingredient that *eeps pro3ects
e'citing and "resh and 7ill de"initely help hi to avoid 2urnout.
Special events are necessary to loosen up and lighten up attendees so they
can interact on a real person=to=person level.
)irst the coordinator 2egins 7ith an idea or several, ideas, and then,
un"ortunately, ost o" us have to loo* at the 2udget. Is it a""orda2leJ I"
not ho7 can 7e ad3ust the idea to a*e it a""orda2leJ Then he loo*s at
the attendees and the organi9ation. The coordinator pro2a2ly doesnIt 7ant
a agenta 2rea* "or teetotalers or a three=hour 2us trip "or "ive=year=olds.
The coordinator should not try to second guess his guest.
#nce the anager has atched the idea, 2udget, and people, he is ready
to develop the idea into a structured plan. 5hat 7ill it ta*e to pull this
o""J Be is 2ac* to the 2asics o" event planning% site selection, catering,
transportation, decorations, entertainent, insurance, repeal o" city
ordinances, thees, costues, lighting, sound, security, licenses.
)ro a anageent perspective, the anager also has to evaluate the
reality o" the lead tie availa2le to plan the event and the actual planning
hours needed versus the tie his sta"" can coit. It is the thought"ulness
o" these early plans that 7ill deterine the ultiate success.
In this age o" speciali9ation, the coordinator has a 7ealth o" Ge'pertsG in
every area, pro"essional special events copanies, 2ecause they plan
these events routinely, can oversee all or a part o" the event and 7ill
advise hi o" opportunities and pit"alls. The coordinator 7ill also "ind
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suppliers o" services e'pert in their individual areas. & 2us copany 7ill
help the event anager in routing and scheduling, a decorator can help
hi 7ith space re6uireents and setup ties, and a gol" pro"essional can
help the coordinator structure a tournaent.
The anager ust also do his o7n hoe7or* 2y tal*ing to other
coordinators 7ho have conducted siilar events, 2y reading related
articles in pro"essional pu2lications and 2y chec*ing the re"erences o" all
suppliers.
)inally, in getting it all together, donIt rush or a*e hasty decisions. The
highly creative people the anager 7ill 2e 7or*ing 7ith are, all too
o"ten, high strung and deanding. The anager should hold on to his
oney tightly, put everything in 7riting, and give hisel" tie to
care"ully thin* through his needsH donIt 2e trapped 2y their needs.
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Thees can 2e very po7er"ul and a eora2le e'perience or they can 2e
a disaster. I" a thee involves attendeesI participation 7ith either
costues or gaes, the ris*s are "e7er. In such cases >ore than ever? the
coordinator needs to *no7 his attendees, and o"ten itIs 2etter to have
attendees sign up in advance. Most people are 7illing to accoodate
re6uests such as G2lac* tie,G Gcasual LorM 7estern 7ear,G 2ut they ight
dra7 the line at dressing upH as Nueen Eictoria or a "avorite roc* star.
>Incidentally, 7ait persons in costue are 6uite accepta2le.?
#n the other hand, everyone appreciates creativity, especially ne7 ideas
or a ne7 t7ist to old ideas. The interaction that ta*es place aong
attendees at 7ell=planned, 7ell e'ecuted thee events a*es the 7orth
the tie, e""ort, and e'pense.
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Thees have 2een developed "or alost every iagina2le area. Bere are
3ust a "e7%
Ethnic thees Mystery thees
Movie thees Transportation thees
T.E. thees )uturistic and Space Thees
Story2oo* Thees 5ar thees
Bistorical thees Political thees
Motivational thees Color thees
Deographical thees Costue or (ress thees
Sports thees Personality thees
Seasonal thees )ood thees
Boliday thees Current events thees
5ay o" +i"e thees Bolly7oodC !olly7ood thees
&nial thees Negative thees
>Such as a very success"ul annual
dull party thee?
CHAPTER :
EVENT MANAGEMENT
Event Manageent is a ulti=crore industry 7ith ega sho7s and events
hosted regularly. In India even personal "unctions li*e arriages and
2irthday parties have 2ecoe iportant social atters, and have to 2e
pro"essionally anaged. The gro7th o" sophisticated and ega
copanies have 2rought "orth a spurt o" eetings, seinars, e'hi2itions,
con"erences, product launches 7ith everything 2eing a atter o" class and
style. Then coes the innuera2le cele2rity sho7s, international artists
sho7s, sho7s "or a cause, road sho7s, copetitions, that India has seen
o" late.
More than 2<< copanies have "orayed into events. The early ;<s has
seen events spend at a ere 2< crores 2ut no7 it has increased to over
/<< crores. Dro7th is there"ore 4<<O annually. The )ICCI >)ederation o"
Indian Cha2ers o" Coerce - Industry? had estiated event
anageent to 2e a 3/<< crore industry 2y 2<<;. !ut surprisingly,
research sho7ed that there 7as no "orali9ed education to teach event
anageent and Copanies "ound their e'ecutives not up to the ar* to
handle events. It 7as not so easy to train 2ecause event anageent
includes organi9ational s*ills, technical *no7ledge, P..., ar*eting,
advertising, catering, logistics, decor, glaour identity, huan relations,
study o" la7 and licenses, ris* anageents, 2udgeting, study o" allied
li*e television and other edia and several other areas.
OVERA22 SIBE AN& SHAPE
EVENT MANAGEMENT
The siAe of the #i'e entert"in)ent se()ent c"n 1e )e"sred in ter)s
of tot"# 1i##in( for the e'ents )"n"(ed i-e- sponsorship fees+ tic4ets
s"#es re'ene "nd s"#es of '"rios ri(hts "ssoci"ted 5ith the e'ent
content sch "s te#ec"st ri(hts+ )sic "nd 'ideo ri(hts+ internet ri(hts
"nd )erch"ndise ri(hts-
Sponsorship fees< #n an average, there are three sponsors "or an event 4
one ain sponsor and the t7o co=sponsors. The total sponsorship "ees
ranges 2et7een .s. 1<n and .s 2<n "or an international event, and
2et7een .s. 2./n and .s. /n "or a doestic event.
Tic4et s"#es re'ene< This revenue source has pic*ed up su2stantially
over the last year. Currently, appro'iately 2/,<<< tic*ets are sold on an
average in an international event. Tic*et sales revenue has ranged
2et7een .s 3.2n "or the Eenga !oys event to .s 24n "or the recently
held sho7 o" !ryan &das.
S"#e of te#ec"st ri(hts to te#e'ision 1ro"dc"sters< event anagers have
not coercially e'ploited this source o" revenue so "ar. There have 2een
only soe stray deals involving sale o" telecast rights, "or instance (N&
net7or*s has sold a2out 3 properties to !4@ "or appro'iately .s 4./n.
S"#e of Internet ri(hts< &s 2road2and Internet is not currently availa2le
"or live video streaing o" an event, this is non=e'istent.
S"#e of )erch"ndise ri(hts< In case o" concerts 2y popular artist or
groups or popular sporting events, signi"icant revenue can 2e earned
EVENT MANAGEMENT
through the sale o" event=related erchandise such as clothing, etc. The
event anager can sell rights to erchandisers "or such activities.
Bo7ever this is not a signi"icant source o" revenue at present.
In 2<<1, the industry anaged appro'iately 1,<<< live entertainent
events, including 22 international events. &ccording to industry sources,
the total 2illings "or the year are estiated at .s. 1./2n, 7ith doestic
events accounting "or .s. <.;2n and international event and a doestic
event is as under%
.evenue pro"ile "or international and doestic events >average?
Ite) Intern"tion"# e'ent &o)estic e'ent
Sponsorship fees 3<O :<O
Tic4et s"#es re'ene 1<O 2<O
In ters o" cost, artists8 reuneration accounts "or 4<O o" the costs and
production e'penses such as erection costs o" the stage, lights and sound,
and operating e'penses such as travel and stay e'penses o" the troupe,
"reights e'penses, etc. account "or the 2alance. This cost pro"ile is the
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sae "or doestic event as 7ell as an international event. Cost pro"ile "or
international and doestic events >average? are as "ollo7s.
Intern"tion"# e'ent &o)estic e'ent
Artists= re)ner"tion 4<O 0<O
Prod
n
"nd oper"tion
cost
0<O 4<O
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*Tod",+ E'ent M"n"(e)ent h"s e)er(ed "s one of the f"stest
(ro5in( indstries in Indi"+ "nd " c"reer in e'ent )"n"(e)ent is not
on#, #cr"ti'e 1t "#so (#")oros "nd ch"##en(in(- E'ents "re no5
"c4no5#ed(ed "s " tre)endos i)"(e )#tip#ier option #e"din( to
(re"ter de'e#op)ent- As " res#t+ openin( 1ri(hter "nd prospecti'e
c"reer opportnities for the ne5 "(e c"reer see4ers-.
India had hosted the "irst &"ro &sian Daes earlier and the
Coon7ealth Daes in the year 2<1<, an event any ties the
agnitude o" the &"ro &sian Daes, and India is also a*ing a 2id to
host the 2<10 #lypic Daes in India.
8h"t does this )e"n to the E'ent Indstr,C
It eans 3o2s. It eans shortage o" people 7ith the s*ills re6uired to
e'ecute an event o" the enority.
The organi9ed industry has gro7n "ro around .s 3/< crores during
2<<2 to 2e a /:< crore >@SP12; n? industry in 2<<3. the live
entertainent and event anageent segent has deonstrated an
overall gro7th over % 0<O. &s this segent, 7hich is still in its in"ancy,
2ecoes an increasingly iportant part o" the edia pie, it is e'pected to
deonstrate a gro7th o" 3<O pa over the ne't "ive years, in e""ect, ore
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than dou2ling its si9e to appro'iately .s 1443 crore >@SP321 n? 2y
2<<:.
&nd that8s 3ust the part, 7hich can 2e easured and estiated. There are
around 1<=1/ large players 7ith revenues around or over .s 2< crores
each and any sall players= around 1<O o" the segent reains
unorgani9ed.
EVENT MANAGEMENT
The event segent as a 7hole can 2e divided into several *ey su2
segents that include corporate events, sports, arts and theatre,
"elicitations and contests, "estivals and personal events, o" these, sall
operators i.e. the unorgani9ed sector priarily anage 7eddings, sall
corporate events, and "estivals 7hich have not 2een considered "or the
purpose o" the si9e and the Indus.
EVENT MANAGEMENT
The trends of intern"tion"# e'ents is f"st c"tchin( on
The year 2<<1="eatured 2< international events in addition to the 2 annual
events 2y the ties group 4 The )a )eina Miss India contest and The
Mani*chand )il"are &7ards cereony. There 7ere several 2loc*2uster
concerts 2y top international groups 4 !ryan &das, (eep Purple,
Scorpions &coustica, Eenga !oys and M C Baer. The year 2<<<
EVENT MANAGEMENT
"eatured 2< international events including several events on account o"
Millenniu year e""ect. &ccordingly, there is a trend o" an increasing
nu2er o" international events in India.
M#tin"tion"# co)p"nies h"'e )"de pop#"r "rtists their 1r"nd
")1"ss"dors
Multinational copanies have reali9ed the gro7ing popularity o" live
entertainent and artists 7ith the asses. &s a result, they are using such
artists as a2assadors to proote their 2rands. )or instance, Pepsi has
appointed &dnan Sai as its 2rand a2assador 7hile Co*e has done the
sae 7ith &air $han.
2i'e sportin( e'ents "re "#so 1eco)in( 1i( 1d(et entert"in)ent
e'ents
+ive events >2esides cric*et? such as tennis chapionships, gol"
chapionships are increasingly catching the "ancy o" sports lovers in the
country. Corporate sponsors are also spending huge sus o" oney on
such events. The year 2<<1 sa7 three a3or events 4 the Dold"al*e &TP
Tour 5orld Tennis Chapionship at Chennai >2illings appro'iately .s.
:<n?, the Dold "la*e &TP Tour 5orld (ou2les Tennis Chapionship at
!angalore >2illings appro'iately .s 0/n? and the Bero Bonda
chapionship at (elhi >2illings appro'iately .s 1/n?
The trend of sin(#e cit, intern"tion"# e'ents h"s 1een 1ro4en
Concerts 2y international artists are no7 held in ultiple cities as
opposed to 3ust one city earlier. )or instance, the Eenga!oys India Tour
2<<1 7as a series o" concerts across seven cities in India 4&heda2ad,
Calcutta, Chandigarh, Chennai, Cochin, Bydera2ad, and +uc* no7 4 and
EVENT MANAGEMENT
Colo2o in Sri +an*a. The !ryan &das concert 7as held at !angalore
and Mu2ai. This trend can gro7 rapidly provided o2stacles such as high
levels o" entertainent ta' and cu2ersoe approval procedures are
reoved in any states.
The pr"ctice of tic4etin( for e'ents h"s 1een fir)#, est"1#ished
The "ree lunch "or consuers o" live entertainent is over and tic*eting
as a practice has 2een esta2lished. The encouraging "act is that events,
especially international events, 7ere huge cro7d pullers despite pricing
o" tic*ets. Cases in evidence 7ere the sold out sho7s o" !ryan &das,
the concert o" Scorpions &coustica >audience o" 2/,<<<? and (eep Purple
>audience o" over 3<,<<<?. This clearly 2rings out the value that Indians
are attaching to 6uality live entertainent.
The Indi"ns e'ent )"n"(e)ent indstr, )o'ed " step to5"rds
or("niAed "cti'it,
The industry, 7hich has gro7n over the years in a rather disorgani9ed
anner and still largely coprises non=corporate entities, instituted the
Event anageent &ssociation o" India under the aegis o" the )ederation
o" Indian Cha2ers o" Coerce and Industry >)ICCI?. 5ith this, the
industry has ta*en the "irst step to7ards organi9ed activity. The industry
"oru should assist the players in addressing and resolving industry
issues that are stu2ling 2loc*s to gro7th.
Sin(#e 5indo5 for centr"# (o'ern)ent c#e"r"nces for in1ond forei(n
"rtists h"s 1een cre"ted
Managing an international event has 2een ade signi"icantly easier 7ith
the Dovernent o" India >D#I? entrusting the .eserve !an* o" India
EVENT MANAGEMENT
>.!I? 7ith the role o" providing a single 7indo7 "or all the central
governent clearances necessary "or a "oreign artist or group to travel to
and per"or in India. Bo7ever the processing o" applications has 2een
centrali9ed at .!I8s Bead6uarters in Mu2ai.
9e, Isses D Ch"##en(es
!esides generating revenues directly through sponsorships and tic*et
sales, an event also has a strong ripple e""ect on the econoy. In case o" a
visiting "oreign artist, Dovernent o" India receives incoe ta' revenues
"ro the artist. The state governent receives entertainent ta' "ro the
sale o" tic*ets. The city unicipality receives revenue in the "or o" hire
charges "or the stadiu or ground 7here the event is held. The event
involves a large nu2er o" people traveling to the venue. )or instance,
people "ro all over the country traveled to !angalore and Mu2ai "or
the !ryan &das concert. There"ore, such an event gives an iense
2oost to the local industry such as hotels, restaurants and transport as 7ell
as national industries such as airlines, rail7ays and logistics. (espite its
revenue potential and spin o"" 2ene"its, the industry is "acing several
issues that are ipeding its gro7th. These are discussed 2elo7.
Entert"in)ent t"!
The entertainent industry has to pay t7o ain ta'es naely
entertainent and service ta'es. The entertainent ta' in India is uch
higher than in other &sian countries and varies "ro state to state. It
varies "ro 2<O to 0<O. The industry has appealed to the governent to
levy a uni"or entertainent duty across India. This is perhaps the
2iggest hurdle the industry is "acing currently. 5hile event anagers
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7ish to hold events in ore cities, the high rates o" entertainent ta' on
tic*et sales in certain states are "orcing the to avoid such states. )or
instance, according to industry sources, Mu2ai has 2ecoe 6uite
un"avora2le "or events o7ing to a ta' rate o" 4<O. #n the other hand,
!angalore has 2ecoe a pre"erred venue priarily 2ecause o" a lo7 ta'
o" 1<O.
& high ta' rate a*es events unvia2le and there"ore, states that charge
high rates 7ill lose out on events, and potential ta' revenues "ro such
events. In contrast states that charge lo7er rates 7ould attract ore
events and 2ene"it "ro higher ta' revenues. Bence, it is 2ut clear that
several states need to reduce their ta' rates in order to 2ecoe "avora2le
destinations "or events.
Entert"in)ent t"! for #i'e e'ents in cert"in st"tes
St"te T"! r"te 6E7
&ssa 13<
Baryana /<
Maharashtra 4;
$erala 33
@ttar Pradesh 23
5est !engal 11
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$arnata*a 1<
Tail Nadu Nil
&ndhra Pradesh Nil
Du3rat Nil
8ithho#din( t"! on forei(n "rtists= re)ner"tion
&s per e'isting regulation, the event anager is re6uired to deduct ta' at
the rate o" 3<.0O "ro the reuneration paid to a "oreign artist. In ost
cases, artists re6uire event anagers to 2ear this ta' 2urden, as a result o"
7hich events o"ten 2ecoe a non=starter. Diven this scenario, India has
the potential to host any ore international events every year provided
Dovt. reduces the 7ithholding ta' rate to a ore reasona2le level. More
events 7ould ean higher ta' revenues "or the Dovt. despite the
reduction in ta' rate. Siultaneously, it 7ould also give a great "illip to
the live entertainent 2usiness in India.
Re(#"tor, c#e"r"nces for e'ents
There are several clearances re6uired at the central level >"or an
international event? and the state level, "or organi9ing an event. 5hile the
single 7indo7 clearance "acility 7ith .!I has vastly "acilitated central
clearances, decentrali9ation 7ould speed up the approval process. &t the
local level, according to industry, on an average, 1: di""erent approvals
are re6uired "ro various agencies "or staging an event. State
governents need to reali9e that they stand to gain su2stantially >in ters
o" higher entertainent ta' revenues? i" they a*e it easy and siple "or
event anagers. & signi"icant reason "or !angalore attracting any
EVENT MANAGEMENT
events is the help"ul attitude adopted 2y the State governent and city
authorities to7ards the event anageent industry.
Clearly the need o" the hour is rationali9ation o" ta'es to a ore
anagea2le level o" around 1<O=1/O across all states.
Ser'ice t"!
The rate no7 proposed 2y the !udget is to 2e increased to 1< per cent
"ro : per cent apart "ro a 2 per cent education cess on the ta' eleent.
This 7ill have a detriental e""ect on industry. Even i" the industry
passes the ta' on to the clients, "ro the vie7point o" the client this
7ould only desist clients "ro spending on events.
The Dovernent has 2udgeted a target o" .s 14,1/< crore to7ards
service ta' "or 2<<4=</ on the 2ac* o" the enhanced rate and e'panded
net.
Infr"strctre
Industry e'perts 2elieve that there is a need "or large, international 6uality
"acilities in all a3or cities in India, supported 2y a net7or* o" hotels and
doestic transport. This is 2ecause the current in"rastructure in the "or
o" event venues o" international 6uality and si9e is not ade6uate.
Mu2ai8s largest auditoriu, the 2:<< seater Shanu*hananda Ball is
generally 2oo*ed "or over ;/O o" the year.
EVENT MANAGEMENT
Corpor"tiA"tion
Corporati9ation is on the increase, as ore and ore client8s source
services "ro large copanies 7ho provide 2etter 6uality end=to=end
solutions using e'perts. Corporati9ation 7ill eventually result in
increased accounta2ility, a2ility to 2enchar* per"orance and ore
accurate easureent o" industry si9e and gro7th. Corporati9ation also
assists in o2taining "inance, a *ey re6uireent "or speciali9ed players
7ith high technology and e6uipent costs, as 7ell as "or prooter driven
events.
Baving highlighted the issues and possi2le solutions, the potential "or
gro7th 7ithin the industry is iense.
Ide"tion
The use and re=use o" event "orats are not only diluting their ipact 2ut
also con"using custoers. The 2est e'aple o" this is the chain o" &uto
Events. CN!C &utocar, ICICI #verdrive, !usiness Standard Motoring
and !!C 5heels all held car and 2i*e a7ards "or the year 2<<3=<4,
7ithin 2 onths o" each other.
There is need to create ne7er, innovative event "orats to capture target
audience attention. (i""erentiation is the *ey. Innovative ideation also
has a large e'port potential.
F"#it, of ser'ices
Nuality o" event e'ecution reains poor in the ain, as it is seen in the
"or o" sha22y sets, poor e6uipent and inade6uate "acilities provided
EVENT MANAGEMENT
during events 4 7hat event anagers attri2ute to the Lchalta haiKM
attitude. Speciali9ation is clearly the 7ay "or7ard.
Speciali9ation is clearly proportional to the 6uality o" the event, 7hich in
turn provides ore option to the custoer and even reduces cost. It also
results in the availa2ility o" 2etter event technology >lights, echanics,
"ire7or*s etc?, an arena 7hich India is no7 catching up 7ith the 5est.
Bo7ever, the lac* o" ade6uate nu2er o" specialists in any areas o"
event anageent still needs to 2e addressed.
Tr"inin(
Training is another *ey initiative, 7hich is re6uired to iprove the 6uality
o" output. & nu2er o" institutes li*e the event anageent developent
institute >edi?, national institute o" event anageent, Mudra institute
o" counication etc provide part tie and "ull=length courses in event
anageent. )resh talent is generally a2sor2ed directly into industry.
Pro)oter dri'en e'ents
5ith the e'pected increase in the nu2er o" prooter driven events a "e7
years do7n the line >7here tic*eting revenues are larger than sponsorship
revenues? ris* 7ill devolve on the event anager. Correspondingly, the
"ocus 7ill 2e on the pro3ect anageent to ensure prooter8s "unds are
deployed in correct anner, e'penses are authori9ed and tielines are
adhered to.
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&esired csto)er e!perience
Diven the large Indian population and gro7ing per capita incoe, the
deand "or event reains ro2ust. The *ey driver "or success is the a2ility
to provide the desired e'perience to custoers so that their o23ectives are
et. This can 2e achieved through ideation, care"ul planning and detailed
2udgeting. The "le'i2ility to change event "orats, create ne7 types o"
events and e'ecute the 7ithin the liitations o" availa2le in"rastructure
and resources >electricity, security, regulations etc. ? are *ey to ensure
gro7th in the segent.
It appears that the "uture gro7th o" the event industries, 2e it concert
roc*, pop or "ili, a7ard cereonies or the li*es, hinges on t7o critical
"actors 4 rationali9ation o" la7s and regulations 2y the governent to
"acilitate a healthy gro7th o" this industry and a indset change aongst
audiences long used to "ree2ies to pay "or their entertainent., initiatives
EVENT MANAGEMENT
li*e the Event Manageent &ssociation are positive steps already
initiated 2y the industry players.
The huge potential "or this industry needs to 2e harnessed through
iproved product 6uality, 7hich can 2e achieved through a sharper "ocus
on eeting custoer needs. &lliances 7ith international event
anageent copanies, technological up gradation, and innovative
ideation are the cornerstone "or gro7th.
&s the copany gro7s, assets li*e technology, stage, aterials etc ay
2e ac6uired to cut costs in the long run. There"ore, investent re6uired
ay increase to include other assets li*e sound and light systes that are
2eing outsourced. &s the copany 2ecoes event savvy, ore copanies
7ill 2udget "or events in annual plans in the "uture. Currently, the pro"it
argin is 1/O annually, ho7ever 7ith the gro7th o" EMC8s and the price
7ars 7ill see pro"ita2ility "all.
&s Michael Mene9es, M( 4 Sho7tie Events puts it, Lthe current year
has 2een good 4 and things can only get 2etterKM
#n account o" these "actors the industry 7as e'pected to gro7 at a
healthy rate o" 3<O per annu over the ne't / years, to a si9e o" .s
/.0.2n in 2<<0.
Total +ive Entertainent Industry .evenues >.s. 2n?
EVENT MANAGEMENT
CHAPTER G
An"#,Ain( the e'ent
The planning process 2egins 7ith an analysis o" the event itsel". The
6uestions that 2egin this process 7hat is the ain reason 2ehind having
this eventJ 5hat does the event hope to accoplishJ Bo7 7ill the event
2e "inancedJ
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Nuerous 6uestions are placed in "ront o" the event anager. That is ho7
a strong "oundation is esta2lished. I" too "e7 6uestions are as*ed, an
event can su""er "ro a lac* o" "ocus and direction.
$eep in ind that during the planning stage there are any options and
hurdles to anticipate. Soe things increase cople'ity ten"old and others
sipli"y 2y an e6ual aount. & party in the hotel, "or e'aple is al7ays
sipler to arrange than a party in a 7arehouse o" distant "ield 7ith no
po7er, no restroos, and no *itchen. That is not to say that the event
anager shouldn8t have an o""=site party, 2ut the details should 2e
considered in the planning stage. In the sae vein, the site is o"ten
selected 2e"ore the progra has 2een set and the event anager ay have
to anticipate a pro2le "itting the progra into the availa2le space.
Asse)1#in( The E'ent M"n"(e)ent Te")
The ne't iportant stage o" the planning process is asse2ling the tea.
!roadly spea*ing, the tea should consist o" decision makers and
implementers. (ecision a*ers are the people 7ho de"ine the paraeters
and are ultiately responsi2le "or the success or "ailure o" the event.
Ipleenters are those 7ho do everything "ro negotiating contracts to
inviting spea*ers to a*ing sure that the right spea*er is in the right roo
and that the icrophone 7or*s.
More specially, the planning tea 7ill pro2a2ly include people or
coittees 7ith the "ollo7ing "unctions and responsi2ilities%
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E'ent coordin"tor
The planner is the central coordinator and does the "ollo7ing%
negotiations and recoends contracts "or signatureH solicits 2ids "ro
suppliers and hires and supervises suppliersH prepares and recoends
2udgets and onitors e'penses throughout the planning processH
recoends policies and procedures, supervises registration, aintains
counicationsH set up "illing systes "or controlling docuents and
reportsH prepares personnel schedules "or on site activities.
&ecision )"4ers
(ecision a*ers ay include the organi9ation8s president, CE#,
e'ecutive director, chairan o" the 2oard, corporate o""icer, and certain
departental heads.
Technic"# st"ff
Earious tas*s re6uiring technical e'pertise ay 2e assigned to in house
personnel or to su2contractors.
Spport personne#
Me2ers o" the clerical support sta"" handle typing and coputer date
entry, a*es copies aintains "iles, process incoing and outgoing nail,
and stu"" attendee pac*etsH they ay *eep daily activity logs "or
registration, e'penses, and incoe, they direct incoing callsH they
EVENT MANAGEMENT
"ollo7 up on re6uests "or 2rochures and ans7er routine 6uestions such as
dates and costs.
&e'e#opin( record 4eepin( s,ste)s
#"ten, the event planner 2ecoes the central coordinator o" all
in"oration. There"ore record *eeping systes are essential to organi9e,
control, and onitor activities. The organi9ational syste he sets up ust
include a planning schedule. (eadlines "ors and chec*lists to e'pedite
the process and capture the details in a structured, usa2le 6uic*ly
retrieva2le anner. The syste8s docuents 2ecoe the "iles and records
he 7ill need "or reporting, evaluating and planning "or "uture events.
Est"1#ishin( po#icies "nd procedres
&nother iportant planning issue has to do 7ith esta2lishing policies and
procedures in the early stage. The *ey to e""ective anageent is
deciding the rules up "ront and advising the people they a""ect. Siple
things such as registration cuto"" dates, adinistrative penalties "or
cancellation, payent and rei2urseent procedures "or spea*ers, to
nae a "e7 need to 2e esta2lished and counicated or event
coordinators 7ill "ind theselves continually ans7ering the sae
6uestion and ediating disputes.
Prep"rin( " p#"nnin( sched#e
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EVENT MANAGEMENT
& success"ul event coordinator ust have any attri2utes, 2ut t7o
iportant characteristics are good organizational skills and attention to
detail. & *ey tool that 7ill help in this regard is the planning schedule.
The planning schedule is a detailed list o" all the re6uired tas*s and steps,
the re6uired copletion dated, and the person, departent, or coittee
responsi2le "or each. The event coordinator should prepare it.
THE 0H&GET
The event anager cannot have a success"ul planning structure 7ithout a
2udget and priorities "or ho7 the oney 7ill 2e spent. )inancial
decisions a""ect every area o" the event and ust 2e esta2lished early in
the process and onitored on a regular 2asis.
The iportance o" having all the planning issues covered is that, 2y
anticipating pro2les, special needs, and hidden costs, the anger can 2e
cal during the stor o" the event. I" heCshe al7ays as* L7hat is the
7orst that can happenJM and then have a solution ready, they 7ill have a
reservoir o" strategies to 2e used at a oents notice, no atter ho7
serious the crisis.
PROGRAM &ESIGN
5hat is the prograJ It encopasses all o" the activities planned "or the
attendees, "ro the oent they arrive until they depart. It includes the
content, recreation, eal "unctions, receptions and parties, tours,
SUBMITTED BY: NITIN GOYAL Page /1
EVENT MANAGEMENT
e'positions, spouse and children8s8 progras, and in"oral and
unscheduled "ree tie. 5hat are the progra topics, passive and active
sessions, serious and "un presentations, and "oral and in"oral ties to
provide pro"essional and personal gro7th and net7or*ing opportunities
"or participantsJ The progra is li*e a 3igsa7 pu99le. 5hen the event
anager starts the pu99le, all the pieces are there 2ut 7hat a essK The
design is putting the pieces in order. This is ore di""icult than it sounds
2ecause o" the any needs and e'pectations coing "ro 2osses,
association or coittee e2ers, attendees, spea*ers, and suppliers.
Prpose of the e'ent
The "irst step is to prepare a stateent on the purpose o" the event.
Identi"y 7hether the angers o23ective is to educate, to in"or, to solve
pro2les, to re7ard, to introduce ne7 products or services, to generate
revenue, or 7hatever.
The Adience
Ne't, he needs to *no7 soething a2out the attendees. 5ill the audience
2e priarily ale, "eale, or i'edJ &re spouses and children invitedJ
Bas the priary attendees et togetherJ 5ill they *no7 each otherJ
5hat is their *no7ledge or s*ill level in relation to the su23ect o" the
prograJ 5hat is the groups8 personalityJ Is it "un, serious, ver2al,
"oralJ This ay not see li*e a a3or issue, 2ut it can a*e a huge
di""erence in the success o" the progra. There is a 2ig di""erence
2et7een state legislators and hand surgeons.
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That 2rings us to 7hy the attendees 7ill sign up in the "irst place. Their
needs and e'pectations should not 2e overloo*ed. The sponsoring group
is o"ten so concerned a2out the organi9ations8 need 2eing et that it
"orgets a2out the attendees. The event coordinator should play a strong
role in onitoring the progra plans to see that the attendees are not
"orgotten.
Se#ectin( topics for)"ts "nd spe"4ers or p"rticip"nts
Preparing a aster list o" topics or activities that is re6uired 2y the event
coordinators particular event and list educational topics iportant to his
group. #nce the list o" topics is coplete, the anager can 2egin the tas*
o" assigning a "orat to each topic. Soe ay 2e de2atesH others ay 2e
group discussions, still others, lectures papers. )inally there is the
challenging tas* o" "inding the right person to success"ully ipleent the
selected "orat
Ti)e "##ot)ent
In addition deterining 7hat tie o" year the event 7ill 2e held and ho7
any days it 7ill run, tie allotent eans esta2lishing tie allo7ances
"or each topic and presenter. To do this, the anager ust rough out a
progra agenda sho7ing the activity, the "orat, the aount o" tie
allotted, the se6uence >daily?, and the topic
0d(et
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Prepare a 2udget listing all progras costs, including eeting=roo
rental, attendees8 aterials spea*ers, "ees and e'penses.
SPEA9ERS AN& OTHER PROGRAM
PARTICIPANTS
8ho "re the peop#e on the pro(r")C
& progra re6uires a variety o" types o" people=spea*ers, oderators,
intervie7ers, 7or*shop leaders, trainers, discussion leaders, panelist,
e'pert 7itness, and suari9ers. I" 7e ust have a generic ter, let8s
use Lprogra participants.M !ut don8t con"use that ter 7ith attendees,
7ho are also o"ten called participants. !y using the 7ord Lspea*ersM, 7e
lead people to 2elieve that they need only coe prepared to spea*, 7hen
should 2e leading training, intervie7ing.
Scrapping the ter Lspea*ersM is a "airly easy 7ay to a*e a draatic
di""erence in the 6uality o" progras o""ered. The challenge is to see ho7
any di""erent types o" people the anager can use to counicate the
re6uired in"oration 7ithout having the read speeches.
Success"ul pro"essional spea*ers learn very 6uic*ly that reading speech is
not good "or 2usiness. They tal* to their audienceH they usually ove o""
the stage, 7al* around, and loo* the audience s6uarely in the eyes.
5ireless icrophones encourage oveent. Theses spea*ers are o"ten
loo*ed upon as entertainers, and there is nothing 7rong 7ith spea*ers
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2eing entertainers. In "act, the pro2le arises 7hen a spea*er is not
entertaining.
Event coordinators ust 2e ore selective ore deanding and ore
detailed 7ith spea*ers. They have got to learn ho7 to 2ring out the 2est in
poor spea*ers 7ho happen to 2e recogni9ed e'pert in the "ield. Most
spea*ers 7ould not 7elcoe guidance on the su23ects8 desired "ocus as
7ell as the type o" attendees and the level o" their *no7ledge is
uniagina2le.
&s the copetition to attract attendees gro7s attendees are 2ecoing
ore selective a2out 7here they send their 2udgeted event oney.
Progras 7ith high=6uality, *no7ledgea2le spea*ers, a variety o" type o"
progra participants, and "ocused and varied presentations 7ill capture
the ar*et.
Qust as the design o" progra is one o" the ost creative aspects o"
planning an event, the anageent o" progra participants is one o" the
ost challenging. The anagers8 progras participants are the
transitters o" all that he hopes to counicate. !oth the coordinator
and the presenters need to reevaluate the iportance o" the participants8
role.
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EVENT MANAGEMENT
2OCATING PEOP2E
Thin*ing a2out progra participants actually 2egins in the progra
design phase, 2ecause this is 7here the anager decides 7hat he 7ants
plan to counicate and ho7 he 7ill do it. &s the anger selects the
topic and a "orat, Be ust as* i" he can locate or recruit 6uali"ied
people at a price he can a""ord.
#nce the event anager *no7s the 2oundaries o" 7ho he needs and 7hat
he has to o""er, he can 2egin researching, 2rainstoring, as*ing
*no7ledgea2le people in the "ield or his colleagues 7ith related and
respected e'perience. (on8t autoatically use the sta"", 2oard o"
directors, congressperson, and "riends as *ey presenters. Not only ay
they not 2e the 2est, it ay 2e harder to *eep the "ocused on the goals
and the audiences interest in the su23ect. !esides, ho7 does a anager
tell his congressperson or the chairan o" the 2oard that the "i"teen
inutes are upJ
C#"rif,in( ro#es
5hile the anager is researching his resources, he should 2egin to de"ine
in 7riting 7hat he 7ants each person to do. 5hat role does this person
play in the con"erenceJ 5hat does that role ean to hiJ 5ill the
participant autoatically understand 7hat he e'pectsJ Pro2a2ly not, so
the anager should 7rite a description a short paragraph e'plaining
e'actly 7hat is e'pected o" each progra participant.
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&e'e#opin( content (ide#ines
The ne't step is to develop a 7ritten list o" points or 6uestions the
anager 7ould li*e to have included in the speech, discussion or
7or*shop. Then counicate these points to his progra participants in
7riting, through 2rie"ing eetings, or in revie7s o" their plans. This is
also a good tie to go over the schedule and the iportance o" adhering
to it on site a *ey aspect o" anaging progra participants.
Soe topics are so 2road it 7ould 2e pure luc* i" the spea*erCleader
touched on the 7ithout guidance. The 6uestion the anger ay as* is%
7hy tell the e'pertsJ The ans7er is that the e'perts usually have no 7ay
o" *no7ing 7hat has 2een covered in past events, and they ay not *no7
the level o" audience8s *no7ledge or its current interest in the su23ect. &ll
spea*ers have "avorite aspects o" a su23ect, areas in 7hich they are ost
co"orta2le and re6uire the least preparation. 5ithout guidance, spea*ers
head straight in that direction and the anager 7ill have given the a
license to do 7hat they 7ant rather than 7hat he or the audience 7ants.
They aren8t 7rong the anager is "or a2dicating his responsi2ility.
The event coordinators 7ho thin* through theses progra issues to the
sae e'tent they thin* through the logistics 7ill succeed. It is not hard%
it8s logical. 5hat 7ould the event anager 7ant to *no7 i" he 7ere as*ed
to spea* to or lead a groupJ &s* spea*ers 7ho he respects 7hat 7ould
2e help"ul to the. Call potential attendees and as* the 7hat their
interest in a particular su23ect is.
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.esearch ta*es tie and re6uires the anager to 2ecoe a three inute
e'pert in a variety o" su23ect areas. It o""ers the opportunity to learn a2out
so any di""erent su23ects. I" the anager has to delegate don8t give the
3o2 a7ay 7ithout e'plaining 7hat he 7ants, indicating 7hy he 7ants it
and supervising the product to *eep it on target.
SITE SE2ECTION
The Hote# M"r4et
The 2eginning point is to *no7 the hotel ar*et and the event group. The
anger ust "irst understand that hotels a*e a pro"it "ro guestroo
sales, not "ro sales o" "ood and 2everages. #nce he reali9es that, a series
o" 6uestions ust 2e e'plored. Be needs to *no7 the high, lo7, and
average rates "or each property. Be should *no7 occupancy levels at
various ties o" the year and a 7ee*. Be should *no7 the general
econoic situation in the city and 7ithin the hotel. Copanies such as
P$) consulting produce onthly and annual reports on an areas
occupancy level and average daily rates >&(.?. These vary 2y seasons
and days o" the 7ee*
+oo* internally "or sta2le ratios o" sta"" to guests and at sta"" turnover.
Bo7 long has the "ir8s salesperson 2een there, the general anagerJ
.e6uest a copy o" the sta""ing roaster and as* "or lengths o" eployent.
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&long the sae lines, loo* at the hotels o7nership structure. & hotel is
part o" a chain ay 2e o7ned and operated 2y the chain, or ay 2e
"ranchised, and thus carry the chains nae 2ut 2e o7ned 2y a separate
entity. In either situation, a anageent copany, 7hose reputation the
anager should chec*, ay per"or anageent o" the hotel.
Each o" the "oregoing arrangeents is not o" itsel" good or 2adH the
anager siply needs to 2e a7are o" these structures. )or e'aple, there
are hotels operated 2y anageent copanies 7hose standers are higher
than the corporate "ranchise nae iplies and vice versa. This is 3ust the
tip o" the ice2erg "or the "ir8s ar*et research.
THE PROSPECTHS
Ne't to use a tired 2ut true phase, is to *no7 the event group. .oughly,
Lthe event groupM includes the copany or organi9ation the event
anager is 7or*ing "or, the progras goal and re6uireents the 2udget
and the attendees8 needs or pre"erences.
The "oral docuent that pro"iles the event group is called a
LprospectusM. The "irst section should introduce the organi9ation and the
speci"ic event in general 7ay. 5hile the introduction should 2e "actual, it
ay also 2e considered a prootional description ephasi9ing the
organi9ations purpose.
Section II should relate to the events site re6uireents "or this speci"ic
event, to include the nu2er and type o" guest roos, &(& re6uireents,
SUBMITTED BY: NITIN GOYAL Page /;
EVENT MANAGEMENT
pre"erred rates, dates and pattern, and the anager8s oent 2y oent
needs "or eeting roos. This 2rea*do7n should include roo setup,
anticipated attendance per roo, and any special space eaters, such as
pro3ection e6uipent, screens, or head tales. In such cases he any
indicate his total s6uare "ootage re6uireents as a total nu2er, or per
person i" higher than noral allo7ances are re6uired. This is also the
tie to speci"y ceiling heights, "reight access, or any other re6uired
"eatures. !e sure to advise the hotel i" coissions are to 2e paid to the
"ir or not to any third parties, other that the direct 2oo*ing event. &
siple stateent that says rates are either coissiona2le or no
coissiona2le 7ill do.
& "acility should 2e a2le to deterine "ro this section 7hether it can
accoodate the event group. I" the anager has ever repeated the sae
re6uireents over the phone to "i"teen di""erent properties, he 7ill
6uic*ly reali9e the 2ene"it o" including site re6uireents in his 7ritten
prospectus. Not only 7ill he ensure that everyone receives the sae
in"oration as part o" a 7ell thought out plan, he 7ill ultiately save
tie and gain 7ell deserved respect "or a pro"essional approach.
In section III, descri2e the "irs8 history, either regarding this speci"ic
event or a siilar one. This is the place to deonstrate that the "ir8s
assessent o" its group8s needs is accurate and that the "acility ust
deliver 7hat the anager is as*ing "or. Include past cities, properties, and
nu2ers 2ro*en do7n in every possi2le 7ay.
Especially as related to nu2ers, the "irs8 history plays an iportant
role. The anager can 2e sure the hotel 7ill chec* the "irs8 past history.
EVENT MANAGEMENT
Prospective hoteliers 7ill 7ant to "ind out a2out the "irs8 guestCsleeping
roo ates and pic* up, the events eals counts, "irs8 total aster
account charges and credit record and all too o"ten they8ll elicit a "e7
choice editorial coents "ro the prior "acilities anagers, 7hich ay
2e to his 2ene"it or disadvantage. The ine'perienced coordinator pro2a2ly
has no *no7ledge o" this underground grapevine. The e'perienced
coordinator not only *no7s it e'ists 2ut controls the in"oration released.
Bo7J !y preparing in the contract that any report or data a2out the event
ust 2e approve prior to release 2y the hotel, there2y giving the
coordinator an opportunity to ad3ust any incorrect or isleading
in"oration.
The ost di""icult pro2les "or hotels are 7hen the "ir considers that
their sales are generated "ro guestroos. Say "or e'aple 3<< roos
are re6uested and no 2asis "or arriving at that nu2er is given. Botels
either need a history or a rationale "or the re6uested nu2er o" roos. I"
the anager 7ants it all 7ith no guarantees and no history, he can and
should e'pect to pay heavy penalties i" he "ails to eet his con"ired
re6uireents. &ttrition clauses have 2een added to hotel contracts to hold
the coordinator responsi2le "or lost revenue "ro unsold roos.
Section IE is a detailed day 2y day tie and event speci"ication. The
hours, event and location should 2e itei9ed "or each day o" the event
#nce the event8s prospectus is coplete, the anager should revie7
potential hotels, select those that eet his criteria, and send the a copy,
he ight even close an ..S.E.P card and as* the hotel to return it
EVENT MANAGEMENT
indicating its intent to su2it a 2id. & three to "our 7ee* response
deadline should 2e esta2lished.
SITE INSPECTIONS
&"ter care"ul revie7 o" the proposals, the anager is ready "or his site
inspections. The tendency "or ost coordinators is to over schedule their
site inspections appointents and to respond to the invitations o" all
hotels that 7ant to see the rather than only those appropriate to their
event. Three to "our hours per "acility is the iniu tie needed "or a
thorough inspection. The Lintervie7M portion should ta*e one to t7o
hours and the 7al* through, depending on the "acility si9e, one to t7o
hours. Then he should give hisel" one hour alone "or note a*ing
easuring, and revisiting the areas he8s having trou2le ree2ering. It8s
2est to do this on site, so the coordinator can go 2ac* to the roo or as*
the salesperson to "ill in the gaps.
There are nuerous site selection chec*lists that are use"ul in devising
the anager8s "or. Be doesn8t even have to have a "or, 2ut a syste
"or capturing copara2le data is going to 2e valua2le 7hen he a*es his
"inal decision.
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Reference chec4s
)inally, the anager should chec* re"erences o" the "inal properties under
consideration. &s* "or the naes o" three copanies that held events
siilar to the group8s event in the hotel in the past onth. That ensures a
response 2ased on the current level o" service and liits the a2ility o" the
hotel to give the event group their 2est re"erences. Everyone has had
LstarM per"orances they 7ant to "ind out a2out the typical ones. Even a
2ad re"erence can 2e good i" it helps the anager to anticipate pro2les
and prepare solutions in advance. &t one tie or another, everyone has
2een in this position, 2ut that is no reason to 2e less through. I" this is the
case "or the event coordinator, he should thin* in ters o" site evaluation
rather than site selection. .egardless o" the nu2er o" choices, he ust
*no7 the capa2ilities and liitations o" the "acility and the sta"" the
2uilding the people.
The event anger should not "orget a2out the hotels general anager
>DM?. The anager can as* the 2ell or house*eeping sta"" 7ho is the
DMJ and see 7hat coents are volunteered. There are various
approaches to "inding out ore a2out the "acility. Soe coordinators visit
the hotel unannounced, other ta*e a secret tour o" the services areas, and
soe have private conversations 7ith guest and in house groups. The *ey
is not so uch ho7 the anger approaches site selection, 2ut that he is
thought"ul and thorough.
Ne(oti"tion
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Negotiation is the thread that should have 2een 7oven throughout the
entire process. &ctually, negotiation is an iportant sounding 7ord "or
the give and ta*e discussion 2et7een the hotel salesperson and the
coordinator. The *ey to success in this area is not only to *no7 7hat the
anager 7ants in relation to 7hat he ust have, 2ut to *no7 the other
2usiness as 7ell as or 2etter than the other sides representative.
@n"ortunately, the reverse is usually true% the hoteliers *no7 ore a2out
coordinators than coordinators *no7 a2out theselves or their event.
EVENT MANAGEMENT
FOO& AN& 0EVERAGES
)ood and 2everages usually constitute a high cost ite "or the
coordinator, and a hotel8s prices should 2e evaluated as a part o" the site
selection process.
Botels are usually less "le'i2le in their "ood process than their roo rates,
especially i" the anager 7aits until a"ter the contract is signed to
negotiate "ood and 2everage. Botels are o"ten reluctant to guarantee
process ore than three onths prior to the event 2ecause o" the
"luctuations in the costs o" "ood ites. This is not generally accepta2le to
coordinators 2ecause they need to prepare a 2udget one to three years
ahead o" tie. #ne option is to have current enus signed and dated and
insert a contractual clause that liits price increases 2y tying the to
cost=o"=living increase or to soe other predeterined percentage. Even
7ith this option, prices should 2e "inally con"ired one year out.
The anager should not select a site on the 2asis o" process alone. I" cost
sees to 2e the coordinators only criterion, the hotel ay try to lo7er its
price 2y reducing the nu2er o" services, the 6uality or "reshness o" the
"ood products >lesser cuts o" 2eet canned versus "resh vegeta2les?, and
possi2ly the si9e o" the portion. & loss o" service and 6uality can
eventually 2e ore daaging than a "e7 added .upees.
EVENT MANAGEMENT
The hote# )"r4et
The hotel ar*et is constantly changing depending on supply, deand
the in"lation rate, and the availa2ility o" oney. It is there"ore iportant
"or the coordinator to stay in"ored on ar*et conditions. Convention
hotels traditionally have high, shoulder, and lo7 seasons that also
in"luence rates over that period. 5hen selecting a hotel it is iportant "or
an event coordinator to 2e up=to=date on the ar*et situation. The 2est
and ost current sources o" in"oration are the industry trade aga9ines
including those o" the hotel industry. I" the coordinator does not receive
these aga9ines he should as* local hotel industry "riends i" he ay
2orro7 a copy or the event anager ay siply intervie7 the.
5hen the hotel industry is in a do7n cycle >a sellers ar*et o" the hotels?
the coordinator has the advantageH in an up7ard cycle >a sellers ar*et
"or the hotels? the coordinator is at a disadvantage. It is 6uite siple, as
deand oves closer to, or e'ceeds, supply costs increase and the hotel
can 2e ore selective in the 2usiness they 2oo*. They esta2lish the rules
and e""ectively eliinate those 7ho are a not relia2le custoers. This is
not to say that there are not ties 7hen they 7ill 7ant the event group8s
2usiness, 7hich is a logical 6uestion "or the anager to e'plore 7ith his
sales person.
EVENT MANAGEMENT
P2ANNING A EVENT 8ITH SAFETY AN&
SECHRITY IN MIN&
Sa"ety and security are on the inds o" all travelers. 5hile the percentage
o" cries against travelers nation7ide is lo7er than against residents in a
counity that is sall consolation to an event coordinator 7hen he8s
assisting an in3ured or victii9ed event delegate. 5hat a*es the sa"ety
and security situation even ore challenging is that too o"ten people are
not as cautious 7hen they travel as they are in their o7n hoes.
There"ore, the coordinator should 2e "ailiar 7ith the 2asics to provide a
sa"e and secure environent "or his attendees. &ddressing these details as
part o" the planning process can help 2oost attendance and reduce lia2ility
e'posure 2oth "or the event group and the organi9ational sponsor.
S"fet,
Sa"ety is concerned 7ith protecting people "ro in3ury resulting "ro
accidents caused 2y their carelessness or the negligence o" others. This
includes helping delegates ta*e precautions 7hen necessary, inspecting
the event "acility to insure that 2asic sa"ety progras are in place and
identi"ying sources o" edical assistance that can 2e called in the event o"
an accident.
2ife S"fet,
Protecting the physical 7ell 2eing o" delegates is paraount. +i"e sa"ety
includes protection "ro natural and Gan=adeG eergencies. &n event
EVENT MANAGEMENT
coordinator can do little a2out the "act that certain geographical locations
are prone to "loods, earth6ua*es, hurricanes, and tornadoes. Bo7ever, he
can deterine 7hat sa"ety easures have 2een instituted 2y the eeting
"acility. (onIt 2e reluctant to as* the sales anager, general anager or
security director a2out the "acilityIs eergency anageent plan. Most
properties 7ill 2e happy to sho7 the coordinator 7hat they have outlines
in the event that guests ust 2e evacuated "ro a hotel or convention
center. I" the property has nothing in place despite the "act that it is
located in area 7here acts o" Dod are *no7n to have occurred in the past,
perhaps the anager ight 7ant to tal* to their copetitionK
Secrit,
Security is concerned 7ith protecting people and property "or in3ury or
loss resulting "ro criinal activity. To help insure the security o"
delegates, in6uire a2out crie prevention practices ta*en 2y the "acility
and in the surrounding area, and e'aine these policies. In addition, the
anager 7ill also 7ant to GeducateG his delegates a2out easures they
can ta*e to 2e ore secure.
Re"son"1#e c"re
Coon la7 re6uires that hoteliers provide reasona2le care "or their
guests during their stay at the property. 5hat constitutes reasona2le care
is deterined 2y e'ercising "oresee a2ility, anticipating 7hat ris*s ay
2e"all a guest 2ased on the type and level o" criinal activity that has
occurred at the "acility and in the surrounding area. Boteliers and event
coordinators are not e'pected to prevent crie, and at 2est, reasona2le
EVENT MANAGEMENT
care and "oresee a2ility are ters open to interpretation. Bo7ever, 7hat is
6uite clear is that an event coordinator, is e'pected to assess ho7 secure
the guests he 2rings to a property 7ill 2e 2ase upon the reasona2le care
and "oresee a2ility he e'ercises in his site selection process and 7hile at
the "acility.
This eans that an event coordinator8s site Iinspection responsi2ilities
include deterining the 6uality o" security provided 2y the property. Bis
ost *no7ledgea2le point o" contact is the security director, 7ho should
2e happy to ans7er his 6uestions.
These in6uiries can include types o" incidents that have occurred on the
property 7ithin the past year, 7hat policies the "acility has instituted to
prevent their reoccurrence, and ho7 secure e2ers o" the event group
7ill 2e in the surrounding neigh2orhood. 5hen the anager as*s these
6uestions, the ans7ers should 2e docuented 2ecause they are iportant
in the un"ortunate event that a security 2reach occurs.
(onIt eliinate destinations principally 2ecause they ay 2e Gunsa"e.G
Incidents can occur any7here. Bo7ever, i" the group8s event is in an area
assued or *no7n to 2e less sa"e, as* that the security director attend the
pre=con.
5hen the anager visits a "acility, 2e a7are o" ho7 secure he "eels, and
add the "ollo7ing security ites to his chec*list.
EVENT MANAGEMENT
&re side entrances loc*ed at night and do they have a sign
e'plaining this policy on 2oth sides o" the door 7ith clear
directions to an accessi2le doorJ
(o "irst "loor roos have special security devices on the doors and
7indo7J
&re par*ing lots 7ell lit at nightJ
&re sta"" e2ers availa2le "or guests 7ho 7ish to 2e escorted 2y
security or anageent to and "ro the par*ing lotJ
&re par*ing lots visi2ly patrolled at nightJ
(o surveillance caera casings actually contain caeras and are
those areas onitored around the cloc*J
(oes the hotel have e'ecutive level "loors 7ith liited access and a
concierge on duty 7here a lady traveling alone, a controversial
spea*ers or delegate can 2e assignedJ
(o the sliding glass doors have secure loc*s and Charlie 2ars or
security 2ars in the trac* to prevent soeone "ro prying the door
open "ro outsideJ
(o guestroo doors have dead2olt loc*s e'tending into the door
3a one inchJ
(o guestroo doors have a GpeepholeG and a secondary loc*ing
device such as a s7ing 2ar or chainJ
&t registration, does the "ront des* cler* 7rite the roo nu2er
do7n Iinstead o" announcing it aloudJ
I" a guest roo *ey is lost or stolen, are replaceents procedures
"ollo7ed that re6uire guest identi"ication and security escort to the
roo i" identi"ication is not availa2leJ
EVENT MANAGEMENT
Protectin( Propert,
Protecting valua2le property is an essential aspect o" having a pro2le
"ree event, 2earing in ind that hotels have only liited oney lia2ility
"or ites stolen "ro their preises. They o"ten post a disclosure to this
e""ect at the "ront des* and provide sa"ety deposits 2o'es "or guest
valua2les.
S"fe Stor"(e
Since not all valua2les can "it into sa"ety deposit 2o'es, hotels o"ten
provide storage security "or erchandise that re6uires special protection.
(iscuss the secured storage areas the "acility can a*e availa2le,
including ho7 erchandise is inventoried and 7ho ight have access to
the area. Nu2er the 2o'es and inventory the contents o" each. I" the
property has surveillance caeras, do they onitor secured areas around
the cloc*J &t trade sho7s, all contractors should 2e re6uired to 7ear
nae tags, 7hich can 2e color coded to represent the days o" the 7ee*
they are scheduled to have access to the e'position "loor.
Chec* 7ith the security director, can the property provide 24 hour
security i" necessary or assist the anager in a*ing arrangeents "or
private security to augent 7hat the hotel o""ersJ I" the event needs
private security, the anager should noti"y the "acility, only contract 7ith
"irs licensed 2y the state, and chec* their re"erences.
EVENT MANAGEMENT
Edc"tin( &e#e("tes
The 2est sa"ety and security syste is ine""ective i" it isnIt used properly.
Botels, CE!Is and event planner associations a*e sa"ety 2rochures
availa2le "or guests. I" the situation 7arrants, include a 2rochure in each
delegateIs registration pac*et. 5hile the recoendations o""ered 2y the
2rochures are coon sense, donIt assue that the delegates pac*ed
theirsK
Intern"tion"# Meetin(s
@n"ortunately, terroris is a reality and can a""ect any eeting. In
addition to the security issues already addressed, i" the event copany is
planning an international eeting, it needs to chec* 7ith the State
(epartent a2out destinations "or 7hich they have issued a travelerIs
7arning and those that ight re6uire special security attention and
educate the delegates 2e"ore they travel to try not to stand out as tourists
or "oreign e'ecutives. Include in"oration a2out the location o" the
&erican E2assy and other agencies that provide traveler assistance.
& gentle reinder isnIt eant to "righten anyone or discourage
attendance. Instead, people should "eel ore secure that the event group
has ta*en steps to help the and the "acility is ore attentive to sa"ety
and security.
EVENT MANAGEMENT
EVENT MANAGEMENT
&ATA+ CO22ECTION+ EVA2HATION AN&
REPORTING
Through every stage o" planning, the anager 7ill "ocus on nu2ers.
The anager8s "irst call to a hotel involves nu2ers=nu2er o" people,
nu2er o" "unction, nu2er o" days, nu2er o" aount in the events
2udget, ho7 uch incoe, ho7 any e'penses. &s the planning
progresses, the anager has to *no7 the nu2er o" ites to 2e printed
and the nu2er printed o" each pieceH the nu2er o" icrophones, eals
signs, "lo7ers, gi"ts, and on and on.
&ll o" these nu2ers "or a data2ase and ust 2e collected, analy9ed
interpreted, and "inally docuented in a use"ul "orat "or "uture planning.
This process copletes the circle "ro concept to evaluation. It is the
coordinator8s easuring stic* "or past events and his ost iportant
guide "or the ne't event.
The *ey areas are "inancial, attendance, "ood and 2everages, progra, and
"acility, also docuent personnel, ar*eting and ailing, and any other
areas that give the anager in"oration "or "uture planning, decision
a*ing, or iproving his ne't event
The 2est test o" the value o" date collection and reporting is the ipact the
data has on the people 7ho receive the report. Soeties the anager
7ill see the lights go on. )or instance one client 7as recently shoc*ed to
learn that 4< percent o" its attendance cae "ro "i"teen copanies. That
client is no7 ad3usting its ar*eting e""orts to encourage corporate
groups 2y o""ering special rates. &nother group 7as over2oo*ing eeting
EVENT MANAGEMENT
space 2ecause it e'pected all registrants to participate. The data sho7ed
that Gall registrantsG included sta"", volunteers, and spea*ers=people 7ho
did not routinely attend "unctions. Thus, the group 7as a2le to reduce
eeting space 2y t7enty="ive percent. )or one group, the lunch
guarantees >the iniu it ust pay "or? 7ere reduced 2y 3<< people
per "unction 2ecause the data sho7ed the 2< percent o" registrants did not
participate in scheduled luncheons, 2ut 1</ percent >attendees and guests?
attended evening a7ards "unctions The luncheon savings alone 7ere
7orth the oney it too* to prepare the report
The possi2ilities are liitless. The *ey is to deterine the data needed up
"ront so the coordinator end result is consistent and accurate. I" the
coordinator 7ants to *no7 the average age o" his attendees, he has to
devise a ethod "or collecting that data. I" the anager 7ants, to *no7
attendeesI positions 7ithin a copany, instead o"" 3ust as*ing "or titles, he
ight also as* ho7 any people report to the.
(ata collection is valua2le only i" the coordinator ta*es the tie to
analy9e the results. )or the ost part, event coordinators are not nu2ers
people, and they avoid dealing 7ith statistics 2eyond the ost 2asic
re6uireent. The anager should tear apart everything he does, count
actual nu2ers, and copute percentages "or each category. Percentages
allo7 the anager to copare categories and sho7 hi the pattern "or his
event group. Be shouldn8t "orget to docuent the varia2les that a""ect
each year. & poor econoy, high air "ares or high hotel rates can a""ect
attendance. #nce the eeting has started, 2ad 7eather ay increase the
nu2er o" people attending "unctionsH good 7eather ay reduce the
nu2er. & great city versus a city 7ithout pi99a99 ay have an ipact.
EVENT MANAGEMENT
CHAPTER I
Event coordinators are o"ten responsi2le "or ar*eting and prootion="or
delivering attendees=and the anager8s success as a coordinator is o"ten
easured 2y the e""ectiveness o" his ar*eting e""orts. Prootional
aterials, such as letters, 2rochures, advertising, and ne7 releases, are
used to get the 7ord out.
Ephasi9e the thin*ing through o" ar*eting and prootion ore than
the echanics. The echanical things ust 2e done, 2ut the ris* o"
"ailure is signi"icant i" the event anager doesn8t thin* a2out 7hat he is
doing, 7hy he is doing it, and "or 7ho he is doing it. They are
echanical, routine procedures and practices, 2ut only an organi9ation
can deterine 7hat the 2est ar*eting approach is "or its attendees.
There is no G7rongG 7ayH i" soe thing 7or*s "or the group and
appropriately counicates the organi9ationIs iage, then its right "or
the organi9ation.
To success"ully proote an event, the anager needs to 2e sure that he
has an event people 7ill 7ant to attend. Second, he needs to encourage
the sponsor, ay2e the 2oss, to 2e realistic a2out the attendance goal. Try
to set a nu2er thatIs a little lo7er than 7hat he thin*s the coordinator
can deliver. Third, evaluate his o2stacles. Is there enough tie to properly
EVENT MANAGEMENT
ar*et the prograJ &re there scheduling con"licts, such as college
graduationsJ
The point is i" attendees are really the ost critical ingredient then
consider the in the 2eginning. ItIs dangerous to proote a event 2ased
on the organi9ationIs needs rather than on the attendeesI needs.
The 7rong approach is copy and assue. 5e donIt loo* at the ar*et
"ro the perspective o" need versus saturation, the sponsorIs credi2ility
versus the copetitions, the costs and incentives versus the value o" the
con"erence. Coordinators ust also consider the dra7ing po7er o" past
success"ul events and potential attendeesI 7ord=o"=outh
recoendations. Three *ey counity leaders "elt the sponsor had not
treated the 7ith the attention they deserved, and 7hen as*ed 2y other
invitee i" they 7ere attending, they 6uietly and siply said no. 5ithout
"urther 6uestions or e'planations, 7ord 6uic*ly got around, and the event
7as essentially 2lac*2alled. The petty reasons ay never 2e *no7n, 2ut a
lot o" tie and oney 7as lost 2ecause the sponsors 7ere ore "ocused
on the event than the attendees. The third point, 7hich ay not see
iportant to the anager need to 2e ade a note o"".
5hen the anager considers prootion aterial he should not only loo*
at the sall list o" ten points 2ut to the event "ro a holistic perspective.
EVENT MANAGEMENT
There "re three p"rts to the )"r4etin( str"te(,
R Penetr"tin(- The anager ust get the right people to read the
prootional pieces and sell the on the value o" their participation.
R Ti)in(- The coordinator ust reach his targets 7hen they have the
need, pro2le, interest, or tie. ThatIs tough, 2ut he can try to anticipate
the tieliness o" his progra. &n investents progra 7ill li*ely 2e
ore success"ul in a strong econoy. Ta' su23ects, are ost popular "ro
(ece2er through &pril or May, and issue progras dra7 2est 7hen the
legislature is in session. Most are not so o2vious, 2ut a hard loo* and a
"e7 telephone calls ay 2e a good investent o" the coordinator8s tie.
R Se##in( . $eep in ind the real in"luencer and decision a*ers, ay
range "ro the attendeesI 2oss and 2oard o" directors to a spouse, i" the
2ene"its o" participation e'tend to the. &nd donIt discount the children,
7ho can 2e ost persuasive in getting their parents to attend the event at
(isneyland=as a )aily o" courseK
EVENT MANAGEMENT
&ETERMINING ATTEN&EESJ NEE&S
The list o" attendees need is liitless. 5here can a parent "ind say il*
"or a childJ 5here is the 2rie"case that soeone le"t in a session
yesterdayJ 5hy 7asnIt a reservation "or or chec* receivedJ The
anager hears a2out all these pro2les% The roo is too hotH the roo is
too coldH the roo ne't door is too noisyH the roo needs ore chairsH the
roo needs ore co""ee.
5hatIs really necessary is that the anager should try in advance to plan
"or 7hat attendees 7ill need. Be ust try to a*e every attendee "eel
iportant and also ust try to 2e help"ul 7hen une'pected crises coe to
his attention. 5ith the vast array o" con"erences, services, and products
"or an attendee to choose "ro, the coordinator 7ill "ind that he needs the
attendees ore than they need hi.
The place to start is 7ith a "ailiari9ation e'ercise "or attendees. Its
o23ect is to prepare a group pro"ile 2y listing everything the coordinator
*no7s a2out his actual or potential attendees.
& 6uestionnaire is use"ul in this respect and can 2e sent to attendees prior
to the eeting. Provide soe incentive "or recipients to coplete the
6uestionnaire and return it 7ith their registration "ors, such as gi"t
su2scriptions to trade aga9ines, tic*ets "or a "ree drin*, or a discount on
the registration "ee. The 6uestionnaire can cover such things as 7here
EVENT MANAGEMENT
they are "roH religionH nationalityH valuesH levels o" sophisticationH level
o" *no7ledge or e'pertise regarding the con"erence su23ectH i" children or
spouses 7ill accopany theH i" special diets, special needs or
interpretive services 7ill 2e needsH i" they are used to lu'ury and a litany
things.
#nce the anager or the coordinator has gathered all this in"oration and
sorted it out he needs to "or7ards to other parties 7ho also re6uire it, "or
e'aple hotels.
SUBMITTED BY: NITIN GOYAL Page :<
EVENT MANAGEMENT
CHAPTER /
The 2udget is the real event shaperH it puts all the theory into perspective.
The anager 7ill "ind out 7hat is really iportant to his CE#s,
e2ers, or clients. It doesnIt have to 2e an e'travagant 2udgetH actually,
there are very "e7 o" those. The interesting point is 7here the oney is
spent, speci"ically 7hen copared 7ith the stated goals.
The coordinator canIt tal* a2out e'penditures 7ithout an evaluation o"
potential revenues. )ortunate indeed is the person 7ho has a "inancial
history o" the eeting, or 2etter yet, a 2udget not dependent on the
collection o" "ees to cover costs. The anager needs soe idea o"
revenues 2e"ore he tac*les the e'penditures. This ceiling or range
2ecoes a a3or anageent and planning tool "or the coordinator.
The history is an iportant to the 2udget process as sta"" resources are to
planning schedule. I" the anager doesn8t have a group history, he can, at
a iniu, see* out trends "or siilar, progras or evaluate the general
econoic outloo*. Norally, in good ties, attendance is higher and
supplier costs are less negotia2le. Correspondingly, 2ad ties ean "e7er
attendees and greater "le'i2ility in negotiations. !ut this is not al7ays
true, so chec* the iplications "or the event. &n event that ephasi9es
selling s*ills or eployent opportunities ay 2e 2etter attended in
tough ties.
SUBMITTED BY: NITIN GOYAL Page :1
EVENT MANAGEMENT
&lso in the trends area, event pu2lications survey readers and pu2lish
results that tell the "ir ho7 oney "ro corporate versus association
events is 2eing spent. There is a lot o" good in"oration availa2le. I" the
anager ta*es the tie to see* it out. #ur industryIs trends, suppliers,
respected colleagues, and the event "ir8s "iles are the ost o2vious
sources. &ll too o"ten, the 2udgeting process is seen as purely
atheatical, 7hile it is really an intellectual process in a atheatical
"orat.
The 2udget as a docuent is an iportant planning tool, 2ut the true
value is in the degree to 7hich the anager uses it and in the accuracy
and thought"ulness o" the preparation process. The planning schedule
reduces all the anager *no7s to people, ris*, and deadlines. It is this
co2ination that deterines the road the event 7ill ta*e. The goals are
the "oundationH the planning tools are the supporting 2eas. &dd a
healthy dose o" creativity in the interior design >progra, spea*ers, "ood
and 2everages?, this epty structure "or the energy that only the attendees
can provide. @ltiately, it is this co2ination that deterines 7hether the
result 7ill 2e success, ediocrity, or "ailure.
The event coordinatorIs role in esta2lishing the 2udget varies, depending
on the organi9ationIs structure. In soe copanies or associations, the
2udget process is closely guarded and the coordinator is involved only in
the area o" his or her responsi2ility. In other cases, a 2udget 7ould never
2e prepared i" the coordinator didnIt "orce the issue.
EVENT MANAGEMENT
For)"t
The 2eginning point in preparing a 2udget is research. .esearch can 2e in
the "or o" 2ids, the econoy in the host city, past "inancial reports on
the sae or a siilar eeting, seasonal advantages or disadvantages, or
national econoic trends, such as the price o" gasoline. The anager
doesn8t need to 2e an econoist 2ut needs to o2serve, a*e notes and
vie7 it "ro a holistic point o" vie7.
The coordinator ust ta*e apart "inancially the event he is planning.
There are any 7ays to divide the event into general categories that ay
or ay not relate to the internal accounting syste.
I" the event has only one account code, the anager 7ill have a lot o"
"le'i2ility in "oratting his 2udget. I" he is re6uired to 2ill a variety o"
costs to a variety o" accounts, prepare to 7or* closely 7ith the accounting
o""ice in the 2eginning. That aspect o" 2udgeting is ost di""icult 7hen
governent contracts are involved or 7hen direct, indirect, overhead, and
general and adinistrative costs ust 2e 2ro*en out
The point is not that he understands the atheatical "orulas "or
organi9ationIs accounting, 2ut that the anager inter"aces 7ith the syste
"or e""iciency and accuracy.
No7 that the coordinator has all that in"oration, he ust organi9e the
2udget into categories. These are divides into incoe ites and
EVENT MANAGEMENT
e'penditures. #ther schees include organi9ation 2y day, 2y "i'ed and
varia2le costs, 2y pro"it centers >such as childrenIs or spouse progras
e'hi2its, or events 7ith add=on "ees?, or 2y internal accounting codes.
5hat ever 2e the re6uireents the anager ust at all ties list every
possi2le e'pense ite and the estiated cost.
Be ust then e'plain e'actly ho7 he arrived at each cost "igure="or
e'aple 2,<<< "our color, eight=page advance progra announceentsH
or 2<< lunches at .s. 1/< plus 2/ percent ta' and gratuity ties three
days. This e'planation 7ill 2e valua2le in the onitoring and "inal
accounting.
Clearly, soe areas are easier to 2udget than others, such as signs,
"urniture, o""ice e6uipent and any o" those areas directly controlled 2y
the coordinator. &udiovisual is one o" those areas not easily controlled 2y
the coordinator, especially i" he leaves all options open to spea*ers.
&l7ays the anager should go 2y the 2udget he ight 7ant the 7orld 2ut
can the 2udget carry it all the 7ay.
!udget "or Gunanticipated e'trasG 2ut also give sta"" and spea*ers
deadlines "or additions to the 2udget 7hich the anager is on a tight
2udget, additions ay also ean cuts. The video onitors ay cut into
"ood and 2everages or decoration. & 6uic* trip 2ac* to the purpose >goals
and o23ectives? ay provide guidance in additions and cuts.
#ne the 2udget has 2een prepared and approvedH attach a page "or
e'planations o" 2udget ad3ustents, 7ith additional space "or dates,
changes, and approval signatures
EVENT MANAGEMENT
Sponsorship has 2ecoe an esta2lished counication tool "or 2uilding
2rand a7areness, 2rand iage and corporate iage.
It is iportant to 7rite a good sponsorship proposal and sell it in the ost
e""ective and e""icient anner%
& good sponsorship proposal ust include%
A7 Tit#e of the e'ent<
The sponsor shall 2e entitled to have the event naed a"ter the 2rand
noinated 2y the sponsor.
07 0"c4(rond of the or("niAers "nd the e'ents
C7 T,pes of Sponsorship "'"i#"1#e
&7 &et"i#s of 1enefits to '"rios sponsors<
This is the ost iportant point, 7hich is the 2ac*2one o" the
proposal, and the sponsor 7ill only 2e given 2ased on the 2ene"its,
7hich a sponsor receives.
)or e'aple% +ogo on advertising 4 the sponsor shall receive logos
on all advertising related to the event, including all press
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EVENT MANAGEMENT
advertiseents, all posters, 2anners and hoardings 7hich is o" great
2ene"it as the 2uyer no7 visuali9es the edia as descri2ed a2ove
and is ore inclined to the event.
Sponsorship % 5ho8s sponsoring 7ho and 7here. Soe o" the e'aples
are%

S#
No
Co)p"n, ProdctsK0r"nds E'ent C"te(or,
1 Pepsi So"t drin*s Sports, Music, )ils,
)ests
2 &sian Paints Paints )airs and "estivals
3 M.) Tyres Cric*et
4 Seagra +i6uor Music
/ +ee Qeans Special +aunches
0 Bero Cycles Motor !i*es Bero Cup
1 S&I+ Steel Manu"acturing )oot2all, Cric*et
: Colgate Products (ental Care Products $ite )estival
; ITC To2acco Products Sports >Classic gol",
polo, cric*et?
1< &ction Shoes Shoes Sports

EVENT MANAGEMENT
In any event, an event control sheet is generally ade. It ta*es revenues
and costs into account.
A H,pothetic"# e!")p#e<
EVENT CONTRO2 SHEET
Costs He"d of
e!pense
Hnits
&",s
CostKHnit
or &",s
Tot"#
Cost
Sponsored Net
C"sh
Ot
Responsi1i#it, Phone
Eenue 3 1<<<<< 3<<<<< < 3<<<< Mr. & ;:'''
&rtist 3 /<<<< 1/<<<< < 1/<<<< Mr. &! ;:'''
!randing 1< 1<<<< 1<<<<< < 1<<<<< Mr. C ;:'''
Travel / 3<<< 1/<<< 1/<<< < Mr. ( ;:'''
)ood 2<< 1<< 2<<<< < 2<<<< Mr. E ;:'''
Sound 1 1<<<<< 1<<<<< < 1<<<<< Mr. ) ;:'''
+ights 1 /<<<< /<<<< < /<<<< Mr. D ;:'''
&ccoodation 1< 3<<< 3<<<< 1/<<< 1/<<< Mr. B ;:'''
Tot"# Cost LM/NNN 3<<<< LG/NNN
.evenues Title Sponsor 2<<<<< Mr. $ ;:'''
&ssociate
Sponsor
< Mr. $ ;:'''
&ssociate
Sponsor >2?
< Mr. + ;:'''
Tic*et Sales 2/<<< S Mr. N ;:'''
Tot"# Re'enes LM/NNN ::/NNN /INNNN
It is no7 clear that the pro3ect no7 needs another /,4<,<<< to 2rea*=even.
5ith the event control sheet in place, a "ir 7ill *no7 ho7 uch the gap
is, and 7ill have to strategi9e as to ho7 to 2ridge it.
CHAPTER M
EVENT MANAGEMENT
)ro a "ledging industry, live entertainent is 2ecoing 2ig 2usiness.
+arge corporates are sponsoring events, and are using the opportunity to
ar*et their 2rands to a "ocused audience. The "uture is e'pected to see
ore events, especially international events, dra7ing larger cro7ds and
leading to higher tic*et sales. Television channels, in their relentless 6uest
"or vie7er ship, are e'pected to coission ore events and also 2uy
telecast rights o" events. .evenue sources such as erchandising rights
and internet rights, hitherto untapped, also hold out signi"icant potential
"or event anagers.
Bigh entertainent ta' in certain states, high 7ithholding ta' on "oreign
artist payents, the proposed service ta', cu2ersoe clearance
procedures at the local level and lac* o" e'hi2ition in"rastructure are the
chie" stu2ling 2loc*s to gro7th. DoI and the state governents should
address and resolve these issues as they stand to 2ene"it considera2ly
"ro the industry8s gro7th.
REMAR9S
Doing "or7ard, the live entertainent 2usiness is set to sho7 strong
gro7th on account o" several "actors.
Events are "ast 2ecoing an integral part o" the ar*eting strategy o"
copanies. Events score over conventional ass edia in several 7ays=
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EVENT MANAGEMENT
e'clusive coverage "or the sponsors, a huge captive audience to 7atch
2rand advertising and opportunity "or product trial so that product
attri2utes can 2e e""ectively conveyed to the target audience. In
coparison to these 2ene"its, the cost o" sponsoring an event is
reasona2ly sall. )or those reasons, copanies are e'pected to ta*e to
sponsoring events in a 2ig 7ay.
+ive entertainent events, especially international events are dra7ing
people in large nu2ers. International artist too are a*ing India a part o"
their glo2al concert tour. #nce regulatory and ta'ation o2stacles are over
coe and ulti city events 2ecoe an esta2lished nor, the nu2er o"
international events is e'pected to increase rapidly. Bence, tic*et revenue
are also e'pected to sho7 a steady increase in "uture.
Television channels are loo*ing "or driver prograes to 2oost vie7er
ship and events o""er a uni6ue genre o" prograing. Television
net7or*s can either coission events "or their channels or 2uy telecast
rights o" events "ro event anagers. In 2oth cases, the industry stands to
gain. Coercial e'ploitation o" erchandising and interest rights in
"uture 2y event anagers 7ould "urther 2oost industry gro7th.
SUBMITTED BY: NITIN GOYAL Page :;
EVENT MANAGEMENT
CHAPTER L
777.google.co
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EVENT MANAGEMENT
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