1. EVENT MANAGEMENT
A PROJECT ON EVENT MANAGEMENT
SUBMITTED IN PARTIAL FULLFILLMENT OF THE
REQUIREMENT FOR BACHELOR OF MANAGEMENT
STUDIES
1
BY
AMEY MILIND PATIL
TY.BMS SEM V
UNDER THE GUIDANCE OF
MRS PRATIBHA JITHESH
UNIVERSITY OF MUMBAI
VPM’S R.Z SHAH COLLEGE OF ARTS, SCIENCE AND
COMMERCE
MITHAGAR ROAD, MULUND (EAST) – 400081
2013-2014
2. EVENT MANAGEMENT
INDEX
SR.NO PARTICULARS PG.NO
1 UNIVERSAL VIEW/GLOBAL VIEW 5
2 INDIAN VIEW 8
3 EXPLANATION OF
CONCEPTS,CHARACTERISTICS
2
10
4 PRIMARY DATA 68
5 CASE STUDY,FINDINGS,SUGGESTIONS AND
CONCLUSION
72
3. EVENT MANAGEMENT
3
Acknowledgement
The success and final outcome of this project required a lot of guidance
and assistance from many people and I am extremely fortunate to have
got this all along the completion of my project work. This was only
possible due to such guidance and I would not forget to thank them.
I respect and thank Mrs. Pratibha Mam for giving me an opportunity to
do the project work and providing all guidance and support which help
me to complete my project.
AMEY MILIND PATIL
36
4. EVENT MANAGEMENT
4
Declaration:-
I AMEY MILIND PATIL the student of “Bachelor of Management
studies”
Semester 5th (2013-2014) herby declares that I have completed the project
on “EVENT MANAGEMENT” under the guidance of Mrs. Pratibha
mam .
The information submitted is true and original to the best of my
knowledge.
Place: Mulund
Date :
AMEY MILIND PATIL
36
5. EVENT MANAGEMENT
5
CHAPTER 1:-
UNIVERSAL VIEW ON EVENT
MANAGEMENT :-
Hire It Out - Universal enables you to:
Create quotes, schedule hires, extend existing hires, generate delivery
and return documents and produce invoices.
Create an event and allocate customers including hired equipment to
that event.
Manage the sale of equipment.
View the complete history for each hire.
Set individual equipment and package prices including event prices,
sale prices and hire prices.
Apply discounts to individual customers, equipment or the entire hire
booking.
Quickly and accurately search, filter and sort data.
Create customised reports.
6. EVENT MANAGEMENT
View outgoing, recently completed, due for return hire and overdue
6
hire.
Manage multiple warehouses/branches.
Multiple user logins.
Create email templates or choose existing templates to send
notifications, attachments and customised reports to individuals or bulk
mailing lists.
Conduct e-marketing campaigns when emailing quotes by attaching a
brochure or newsletter.
Export and/or print the contents of any grid (i.e. stock, customers, hires)
to Microsoft Excel , PDF document or HTML document.
Manage hire invoices.
Create picking, delivery, return and discrepancy dockets.
Predict availability of equipment over varying date ranges.
Email, fax and print; quotes, pro-formas , invoices, tracking and sales
reports.
7. EVENT MANAGEMENT
View delivery address location via Google Maps.
Use eFax or eSMS automated messaging tools.
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8. EVENT MANAGEMENT
8
CHAPTER 2 :
INDIAN VIEW ON EVENT
MANAGEMENT :-
Event management the very topic looks challenging. A concept gained
importance in india only after the late 90’s. Commitemenet , leadership
and mental and &physical devotion are the core factors needed to manage
any type of event. Irrespective of type of scale of the event, the mental
and physical hard work that is to be put in, differs by only a negligible
degree of difference.
This terminology is comparatively very new to india, though Indians have
been arranging for wedding ceremonies, naming and threading
ceremonies even much before independence. But due to lack of proper
forecasting, proper material handling they use to end up in problems like
wastage of the food due to less people coming in or fire the pandal or
food poisoning. This problems many a times used to put the families into
financial trouble after the wedding.
It is very easy for the audience to make a event hit or flop. It takes just 5
minutes for the audience to judge the event resulting in the efforts of
nearly 3-4 months and the hard work 70-80 people either turning
productive or waste. Thus the efforts they have put in always remains at
stake till the date of the event.
These are innumerable activities that have to be carried out. First of all
forming communities, then allocating different jobs to each committee is
the very first step. Here all the theoretical concepts learnt up till now in
subjects like public relations, human resourse planning, logistics, human
skills, controlling, accounts, organizing and others come into actual use.
As an event manager one must have a lot of flexibility in terms of
working pattern. Be free to do all sorts of jobs irrespective of your
position.
10. EVENT MANAGEMENT
CHAPTER 3:EXPLANATION OF
CONCEPTS,DEFITIONS,CHARACTERI
TICS ETC:-
INTRODUCTION
3.1 EVENT MANAGEMENT
Event management is the management of events, so as to speak and put it
in very simple terminology. Managing an event requires a set of skills
that can be derived with experience, talent and today, there are colleges
and institutions that offer event management as a topic of study and
education. Introduction to event management can be easily explained
with the basics of knowing that events are a large deal. For corporate as
well as non corporate, events are a big deal and have to be handled and
maintained well and with planning as well as foresight.
Introduction to the interesting world of event
management:
Events are gatherings of people and occasions- the key is to have a
good gathering where people are not uncomfortable and where they
leave the party or event feeling satiated.
Events need to be understood from step one.
Events need to be looked into from every angle and one needs to know
that events are different and differ from one another. Meaning, or in
other words, events that are conducted for corporate will of course be
different and the profiling of the party or event for a corporate launch,
to state an example, will of course be different and unique from say,
for instance, a birthday party or an event related to any kind of
celebration.
From the people who stand to welcome the guests in formal clothing,
to the food and beverage list, to the arrangements of flowers and also
to checking if the speakers and the microphone are working and in
good condition, it all encompasses and comes under the purview and
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11. EVENT MANAGEMENT
the watchful eye of an event manager. An event management firm
always looks at handling a to z of the event, from inviting people for
the event to making the invitation worthy of a compliment as well as
all of the get together handling until the last guest is ready to leave.
Even post that, the costing is often worked out by the event
management firm. The event manager has to be on alert mode at all
times. Food and beverages should be more than sufficient and should
be served well and with classy outlooks and the ambience is a large
part of the deal. A good event should look and feel good and give out
those same vibes to people who attend it and are present
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OBJECTIVES:-
1 .To Establish a committee and sub-committees to properly plan and
execute events.
2. To Encourage involvement from group members
3. To study the technical aspect and logistics during planning of an event.
4. To study the major players in industry.
METHODOLOGY:-
1.The basic theory about the fundamentals was sourced from various
event management notes .
2.The internet proved to be of good assistance for studying the essentials
for successful firms and also for various statistics.
LIMITATIONS:-
1.EVENT MANAGEMENT offers many avenues and it was not possible
to cover all of them.
12. EVENT MANAGEMENT
2.There was an inability to collect detailed data in terms of one-to-one
meeting with people concerned with entertainment industry. However a
little bit could be done.
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14. EVENT MANAGEMENT
Event Planning Models
14
Event Definition
“The use unconventional media / method involving people witness a
happening within a capsule of time, for the purpose of communication of
a message.”
An event is a live multimedia packages carried out with a preconceived
concept , customized or modified to achieve the clients ‘ objectives of
reaching out and suitably influencing the sharply defined, specially
gathered target audience by proving a complete experience and an avenue
for two-way interaction.
Event Models and the Management of the
Events Process
The aim of this chapter is to provide an understanding of the processes
involved in event management. Participants will consider relevant
theoretical perspectives on events management and apply them to their
own workplace and event contexts. It will give consideration to the main
techniques available to the even manager in creating, proposing,
planning and managing a variety of events. Models are an initial useful
starting point and can assist in a more structured and ordered approach to
the planing of events. There is no one model which fits all. It is for the
event organizer to perhaps select and engage with a model he / she finds
useful, and one which they can understand, share with their
colleagues/stakeholders and add to or detract from. These models are not
set in stone, they need to be reviewed, but they may well assist as a
reference point.
As a visual representation of the key areas of the event planning process
they may well assist in an overall perspective of the process, which can
be broken down into both specific and inter – related parts. It is suggested
that you can formulate your own event planning models. What works best
for you and your Organization is the key.
The event planning models do assist with planning. In the fast moving
world of events with perhaps ever Decreasing planning time, shorter
lead in times and a more competitive environment it is vital that
Organizations utilize and maximize all their resources efficiently and
15. EVENT MANAGEMENT
effectively and manage and control their time management. Planning and
the utilization of event planning models may well be of assistance in this
area.
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Key Points of Planning
Key Points on Planning
Successful planning ensures that an
organization/event remains competitive.
It creates ownership of strategies and
communicates this to the organization
It consists of establishing where an
organisation is at present, where it is best
placed to go in the future, and the
strategies and tactics needed to achieve that position.
The Event Planning Process
Development of event concept or intent to bid.
Feasibility study:-
1. Costs and benefits of the events
2. Event Resourse requirements
Decision to proceed or cease
Planning and implementation :-
1. Situation analysis
2. Objective setting
3. Strategy evaluation and Selection
4. Development of operational plans in areas such as financing
,organizing , marketing and human resources.
The event
18. EVENT MANAGEMENT
Successful Strategies
Process of Strategy Making
The event strategy in its implementation comprises all factors that
determine the success of the event. In organizing any event five main
strategy making steps should be followed:
Develop strategy vision and mission
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Setting objectives
Crafting strategy to achieve objectives
Implementing and executing strategy
Evaluating and correcting
1. VISION AND MISSION :-
The aim of a MISSION STATEMENT is to specify the purpose of the
events, the phylosophy and values that guide it, and the scope of the
business.
A mission statement must be:
short, clear, understandable
goal-oriented, provides direction and focus
defines firm's domains of operation and criteria for success
inspiring and motivational, gives employees a sense of belonging
reflects the company's strategy
19. EVENT MANAGEMENT
2. Two types of objectives:- Financial & Strategic
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FINANCIAL:-
An objective set by a company in which the target state is measured
in monetary terms, such as a certain amount of profits, or a certain
percentage increase in profits over a period of time.
Financial objectives are distinct from other types of objectives, such
as retention objectives, recruitment objectives, or public
relations objectives, the achievement of which cannot easily be measured
monetarily.
STRATEGIC:-
Strategic planning is an organisation's process of defining its strategy, or
direction, and making decisions on allocating its resources to pursue this
strategy. In order to determine the future direction of the organization, it
is necessary to understand its current position and the possible avenues
through which it can pursue particular courses of action. Generally,
strategic planning deals with at least one of three key questions:
1. What do we do?
2. For whom do we do it?
3. How do we excel?
3. CRAFTING STRATEGY:-
2. Crafting a Strategy to achieve performances: 5 approaches
Macroeconomic Analysis
Industry Analysis
Game Theory
Capabilities-Based-Strategy formulation
20. EVENT MANAGEMENT
Dynamic capabilities and evolutionary thinking
4.Implementing and Executing Strategy:-
4. Strategy implementation is fundamentally an administrative activity
and includes the following components:
building an organization capable of carrying out the strategy
successfully
-supportive budget
installing internal administrative support systems
devising rewards and incentives that are linked to objectives and
strategy
shaping the corporate culture to fit the strategy
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exercising strategic leadership
5.EVALUATING AND CORRECTING:-
Doing the tasks of strategic management is an ongoing responsibility.
Managers must constantly evaluate performance, monitor the situation,
and decide how well things are going Altering the organization's long-term
direction
Redefining the business
21. EVENT MANAGEMENT
21
Strategy Contents
As in many business or life activities it is very important to raise a few
questions before the strategy of the event is devised. Answers to
fundamental questions are to given as what is to be done, why this way or
other before it is clear if the event is feasible at all. They should start from
the simplest and proceed to more complicated which could be if
necessary applied to more complex events. According to Saunder some
of them are following:
Firstly, why must we organize the event?
Is that the best way to achieve what we want to achieve?
What exactly shape will the event which we are seeking for assume?
Is there anything to choose from? If so then what shall we pick out?
When are we planning to organize the event?
Have we agreed it with directly related persons?
Have we arranged it with TV companies or concerted with the
country’s Art Calendar regarding participation of their representatives?
Where will our event take place?
Have we really suitable conditions for it?
Or it should be better arranged elsewhere where there are more suitable
facilities for it?
If the place we shall use will provide everything we need?
What way can we achieve it?
Is it possible to dispose of the event mechanisms so that they assure its
successful completion?
How much will organization of the event cost?
Where shall we raise the money?
22. EVENT MANAGEMENT
22
Who will undertake it?
Who will attend it?
Who will watch it?
Who will take part in it?
Who will pay?
Will the media be interested in it?
Will the sponsors be interested in it?
Will the politicians and authorities enjoy the event?
How many events of the kind are there?
What is our next step?
What shall we start with?
24. EVENT MANAGEMENT
24
Event Marketing
An organization’s success is influenced by factors operating in it’s
internal and external environment; an organization can increase it’s
success by adopting strategies which manipulate these factors to it’s
advantage. A successful organization will not only understand existing
factors but also forecast change, so that it can take advantage of change
within the environments in which it
operates.
The marketing environment surrounds and impacts upon the organization.
There are three key perspectives on the marketing environment, namely
the 'macro-environment,' the 'microenvironment' and the 'internal
environment'.
The micro-environment:-
This environment influences the organization directly. It includes
suppliers that deal directly or indirectly, consumers and customers, and
other local stakeholders. Micro tends to suggest small, but this can be
misleading. In this context, micro describes the relationship between
firms and the driving forces that control this relationship. It is a more
local relationship, and the firm may exercise a degree of influence. Micro
environmental factors – These are internal factors, which the
organization can control.
The macro-environment:-
This includes all factors that can influence and organization, but that are
out of their direct control. A company does not generally influence any
laws (although it is accepted that they could lobby or be part of a trade
organization). It is continuously changing, and the company needs to be
flexible to adapt. There may be aggressive competition and rivalry in a
market. Globalization means that there is always the threat of substitute
products and new entrants. The wider environment is also ever changing,
and the marketer needs to compensate for changes in culture, politics,
economics and technology. Pest Factors – These are external forces
which the organization does not have direct control over these factors.
25. EVENT MANAGEMENT
PEST is an acronym and each letter represents a type of factor (Political,
Economical ,Social and Technological).
25
The internal environment.
All factors that are internal to the organization are known as the 'internal
environment'. They are generally audited by applying the 'Five Ms' which
are Men, Money, Machinery, Materials and Markets. The internal
environment is as important for managing change as the external .So,
types of marketing environment could be: micro and macro.
Event Marketing Mix
The service marketing mix comprises off the 7’p’s. These include:
• Product ;
• Price;
•Place;
• Promotion;
•People;
•Process;
•Physical evidence.
Event Product:-
It must provide value to a customer but does not have to be tangible at
the same
time. Basically, it involves introducing new products or improvising the
existing products. Product Elements Managers must select the features of
both the core product and the bundle of supplementary service elements
surrounding it, with reference to the benefits desired by customers and
how well competing products perform. product elements: all components
26. EVENT MANAGEMENT
of the service performance that create value for customers. It could be
event programme, transport accommodation, meetings.
26
Price: -
Pricing must be competitive and must entail profit. The pricing strategy can
comprise discounts, offers and the like. Event service managers recognize
and, where practical, seek to minimize other costs and burdens that
customers may bear in purchasing and using a service, including additional
financial expenditures, time, mental and physical effort, and negative sensory
experiences.
Place: -
It refers to the place where the customers can buy the product and how
the product reaches out to that place. This is done through different
channels, like Internet, wholesalers and retailers. Place: management
decisions about when, where, and how to deliver services to customers.
Customer expectations of speed and convenience are becoming important
determinants in service delivery strategy. Places of events could be public
non public, mass, individual, in the open air and
in the building.
Promotion: -
No marketing program can succeed without an effective communication
program.
This component plays three vital roles: providing needed information and
advice, persuading target customers of the merits of a specific product,
and encouraging them to take action at specific times. In service
marketing, much communication is educational in nature, especially for
new customers. Companies may need to teach these customers about the
benefits of the service, where and when to
obtain it, and how to participate effectively in service processes.
Communications can be delivered by individuals, such as salespeople and
trainers, or through such media as TV, radio, newspapers, magazines,
billboards, brochures, and Web sites
27. EVENT MANAGEMENT
27
People: -
People refer to the customers, employees, management and everybody
else involved in it. It is essential for everyone to realize that the reputation
of the brand that you are involved with is in the people’s hands. Many
services depend on direct, personal interaction between customers and a
firm's employees (like getting a haircut or eating at a restaurant). The
nature of these interactions strongly influences the customer's perceptions
of service quality. Customers often judge the quality of the event service
they receive largely on their assessment of the people providing the
service. Successful event service firms devote significant effort to
recruiting, training, and motivating their
personnel, especially - but not exclusively - those who are in direct
contact with customers.
Process: -
It refers to the methods and process of providing a service and is hence
essential to have a through knowledge on whether the services are helpful
to the customers, if they are provided in time, if the customers are
informed in hand about the services and many such things. Creating and
delivering product elements to customers requires the design and
implementation of effective processes . A process describes the method
and sequence in which service operating systems work.
Badly designed processes are likely to annoy customers because of slow,
bureaucratic, and ineffective service delivery. Similarly, poor processes
make it difficult for front-line staff to do their jobs well, result in low
productivity, and increase the likelihood of service failures.
Physical (evidence):-
It refers to the experience of using a product or service. When a service
goes
out to the customer, it is essential that you help him see what he is buying
or not. For example :brochures, pamphlets etc serve this purpose. The
appearance of buildings, landscaping, vehicles, interior furnishing,
equipment, staff members, signs, printed materials, and other visible cues
all provide tangible evidence of a firm's service style and quality. Service
firms need to provide evidence of service manage physical evidence
carefully because it can have a profound impact on quality, customers'
28. EVENT MANAGEMENT
impressions. In services with few tangible elements, such as insurance,
advertising is often employed to create meaningful symbols. For instance,
an umbrella may symbolize protection, and a fortress, security. (Lovelock
Ch.., Wright L., 1999).
28
Marketing Strategy
Market research :-
We learned earlier that a key component of the sevens Ps of marketing is
market
research and analysis. Before one can effectively design and market an
event, there is the need to determine the desires, expectations, and
anticipations of the audience to whom that marketing will be directed.
The event may be an original production—or a historic, traditional annual
meeting—but research must be on going. By researching markets in
depth, the event marketer will be able to spot trends in time to respond to
changing needs as well as to resolve small problems before they become
major ones. As demographics, desires, and issues change, marketing must
be on pace with change to address those market fluctuations in all
available promotional media and marketing vehicles.
Quantitative/qualitative research:-
There are two basic categories of research instruments with which we
should be familiar: quantitative and qualitative surveys. Either can be
considered for both
Prevent and post event research. And qualitative methodology is
extremely effective during the event itself.
The major difference between the two is this:
Quantitative research allows little room for interpretation; it is a snapshot
of attitude or opinion based on numerical or analytical ratings systems. It
is typically faster because it is easy to execute and tabulate, less
expensive, and not as open to conjecture as qualitative research
instruments.
On the other hand, qualitative research is more in depth, a study of
opinions, objectives, visions,and experiential and performance
observations. It is more time consuming, often more expensive, and
more interpretive than the quantitative approach. Again, both are often
used simultaneously, as well as separately, and can be effective for
prevent marketing and planning strategies as well as post event
29. EVENT MANAGEMENT
evaluations. You will need to determine which may be the best method,
given your timing, group characteristics, and type of information
needed.
Quantitative research (hard data):-
In most cases, this research is conducted on paper, electronically such as
Internet applications, or through telemarketing. For example, assume you
are considering two keynote speakers for your Mid-Year Event. In your
prevent quantitative research instrument, you ask your potential audience
to rate which speaker they wish to hear, on a scale of 1 to 10 (1 being the
lowest desirability; 10, the highest). Speaker A receives an average of 5.6
in your responses. Speaker B nails a 9.3. This result needs little
interpretation. The data are “hard.” Go for speaker B, or be ready to
explain the alternative! This system works well for all aspects of event
marketing and evaluation, including the ratings of multiple educational
programs, social events, and overall experiential responses. Quantitative
research instruments are objective.
Questions may be developed in two different styles: In picture 4, you will
find a model of a typical Quantitative prevent survey.
Qualitative research (soft data):-
What’s the hidden meaning? What are the objectives of this event?
What are the ranges of interests in the markets we are trying to attract?
These are the kinds of questions that compel qualitative research, the
probing inspection of attitudes, opinions, interests, and organizational
directions. By its nature, this type of research is more time consuming
and expensive, as well as more open to varied and sometimes conflicting
interpretation by analysts. Qualitative research instruments are subjective.
But qualitative research can be much more exciting! It’s the “risk-taker
research” if you are not afraid of what the answers may be. In other
words, the results of qualitative techniques can take you to places you
may not have thought of, lead you to fresh new concepts, perhaps all the
29
30. EVENT MANAGEMENT
way to the “Field of Dreams.” There are several favored ways to conduct
qualitative research.
30
32. EVENT MANAGEMENT
32
Financing
Introduction
One of the most important tasks, and difficult, is to manage the financing
side of the organization of an event. It is not possible to hold an event
without financing.
First of all there are a few questions we should ask ourselves:
What do I want to organize?
Why, what is the purpose?
What is it like?
When is it due for?
How much is it going to cost?
Once we have the answers, we will have the guidelines for the
development of the project and will be able to proceed to the financing
stage of the process.
TYPES OF EVENT
In order to achieve the purposes of the event we are to organize, it is a
priority to define the type of event.
What do I want to organize?
The event could be:
Scientific:
- Congresses, conferences, seminars, etc.
Cultural:
- Exhibitions, guided tours, concerts, etc.
Corporate:
- Conventions, Incentive travel, FAM trips, Trade Fairs, etc.
33. EVENT MANAGEMENT
Institutional:
- Flag Day, Historic Commemorations, etc.
Sport:
- Competitions, Charity matches, sporting activities, etc…
33
Ceremonies:
-Weddings, banquets, etc.
Every event is different and it requires a different structure with different
sources of financing.Their goals are different and while some events
produce considerable benefits, others will barely cover costs
.
For example, a sport event is likely to be financed mainly through
sponsorship from the sport labels, broadcasting rights, etc. On the other
hand, a scientific event will most probably be only financed by the
participants’ fees and the Association or University behind the
organization.
LOCATION OF THE EVENT:-
What will the event be like?
Another basic question is the size of the event, i.e., the number of
participants. It is important to decide whether it is going to welcome a
vast audience or just a selected group and, for example, domestic or
foreign participants as the final programme, administrative procedures
and social activities will depend on the size and characteristics of the
event.
Moreover, both income and expenses will vary according to the
dimension, -local, national or international- of the event; and so will the
different sources of financing.
Finally, the character of the event will also influence the possible
economic support given by public or private institutions.
34. EVENT MANAGEMENT
PURPOSE OF THE EVENT
What do I want to organize?
A short, descriptive report should be made including the purpose, needs
and characteristics of the event to be held.
34
When is it due for?
Timing is crucial as it implies not only the event and its organization, but
also the time required to obtain funding.
What character will the event have?
To be borne in mind:
General features of the event
- Participants
- Timing
- Needed Space
- Responsibilities
This information is necessary to define the exact profile of the event and
to know whether the resources are enough to carry out the project.
The purpose. This is what it is to be achieved with the celebration of the
event. The benefits are, according to the nature of the event, diverse:
Economic
Participation
Social
Political
35. EVENT MANAGEMENT
35
Qualification
Public Image
Tourist
Scientific
Media Coverage
Regarding funding, the major goal of every event, apart from those
described above, is to accomplish the initial estimate of income and
expenditure so that the final result achieves the most of the original plan.
POTENTIAL PARTICIPANTS
To whom is the event addressed?
It is fundamental to know the type of participants attending the event so
as to tailor it as much as possible to satisfy their expectations and make as
dynamic as possible in order to catch the necessary attention.
Participant profile:
Experts
Professionals
Students
Children
Youngsters
Adults
Seniors
Technicians
Public in general
36. EVENT MANAGEMENT
36
The Budget
Once the type of event has been established, we need to know if it is
possible to carry it out and to do that we need to make a budget with the
income and the expenses.
REQUIREMENTS OF THE EVENT
A draft budget will be drawn and modifications will be made along the
organization of the event. This takes a long time beforehand and is
basically theoretical. Halfway though the organization, a second budget
will be made. It will be closer to reality, with updated rates, although the
number of participants will be still unknown, as well as the final sources
of financing. Eventually a final budget will be made. It will be real and
operational and a logical consequence of the second. We should
highlight here the importance of the fact that unexpected costs will be
appearing along the organization of the event. These are extraordinary
expenses that arise throughout the development of the event and that may
take up to 20% of the total costs.
FEASIBILITY STUDY
An itemized budget should include the technical requirements, suppliers
and necessary services for the development of the event. According to the
funds expected for the event decisions should be made about the
logistical, organizational, staff and formal requirements, as well as the
size of the venue to be held, time of the year and length of the event.
Every aspect of the event should be included in this study. It is necessary
to know whether it is possible to organize and hold it, bearing in mind the
minimum goals and the percentage of these goals over the total costs, so
as to know whether the final benefits would be obtained. A strategy to
obtain funds will be designed so that the event can be successful. This
strategy should attract private or public sponsors, as well as participants
We need to check that there is a demand that will accept our project. We
37. EVENT MANAGEMENT
also need to know how to achieve the necessary funds and whether the
event will have any sort of profit margin.
HOW TO MAKE A BUDGET. EXAMPLES
In order to make the budget we need to ask, and answer, a few basic
questions. What is the size the event? To whom is it addressed? What
participation expectations do we have? Where is venue? All these
questions were answered above. In every budget, there must be a total
balance between income and expenditure. Two example budgets are
shown below. These are likely to be the most representative: a sport event
and a scientific event.
The sport event is a social gathering with a large number of participants
as this is a very dynamic sector that attracts widespread interest from both
the audience and the sponsors if the right sportsman is chosen. As stated
above, one of the main goals of a sport event is to have economic
benefits.
In the present example it is easy to see in the final balance the benefit
obtained, as the income was higher than the expenses, and therefore the
organizers will have a surplus either for the organization of the next event
or for their own benefit.
In this example, expenses are:
37
SPORT EVENT
Transport, accommodation and competitors’ and judges’ allowances
and salaries, which are the logistics expenses.
Opening Cocktail or Ceremony with the participants and the media.
Expenses of the corporate image: event programme, tickets, posters,
journals, websites (from which to sell online tickets), mailings (to the
prospective participants and sponsors).
38. EVENT MANAGEMENT
Technical and audiovisual equipment: screens for the results, cabins for
the translators, public address system, etc.
Coordination expenses. The technical secretariat means a very
important cost but at the same time it is their responsibility to ensure the
success of the event, to plan, develop and hold the event from the
beginning to the settling of the accounts.
o The press office will be in charge of the media coverage of the event.
Further costs are press insertions with the participants and dates.
Venues and premises: the space necessary to hold the event.
Public-liability insurance will cover the organizer’s responsibility in
case of attendees’ accidents, faults in the facilities involving refunds or
the cancellation of the event due to participants’ injuries or withdrawal.
Unexpected costs are included here as they are likely to appear through
the event.
There are four parts in the income section:
Participants’ fees: these are the attendees to the event who pay their
ticket.
Sponsors: Sport labels and sponsors in general who will bring their
economic support
for material expenses, easy to justify to the public tax office.
Public Institutions: All the funds received form the local government
where the event takes place.
Local Council: will provide the funs for the venue of the event.
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39. EVENT MANAGEMENT
RISKS AND RESPONSIBILITIES
There are times when the differences between the initial two budgets and
the final one, where unexpected expenses are included, are so wide that
the whole event is at stake.
Dangers likely to be found:
Lack of experience in the event organization. This will result in some
costs not being included in the draft budget. Lack of foresight. Events
should be prepared long time beforehand and right from the beginning a
draft budget, including all expenses, should be prepared in order to know
the funds necessary .Lack of funds and participants: The budget may have
been too optimistic and the financing received is not enough. The
estimated attendance has resulted in a very poor real attendance. This
tends to happen in the first edition of most events.
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Poor organization:
The date of the event should not coincide with any other event in the
same field, even though the scopes are different, since this would result in
poor attendance
Responsibilities:
The Organizing Committee, which will appoint an organizer or will be
made up of several persons, will take full responsibility in case the
overall purpose is not fulfilled, as they will authorize payments from the
very first budget to the settling of the accounts.
40. EVENT MANAGEMENT
40
EXPENSES
In doing the expense part of the budget, it should be taken into account all
the different concepts needed for the organization of the event. A set of
questions should be prepared in order to know the characteristics and
scope of the event.
Below, some of the main cost elements in the budget
Human resources needed, do we have enough
staff or do we need to hire especially qualified
staff? :
Technical secretariat, hostesses, promoters, models, tourist guides,
coordinators, image consultants, event organizers, protocol consultants,
chairmen, speakers, security staff, medical services, translators and
interpreters and clearing and maintenance.
Technical Equipment. What do we need?
Public address system, simultaneous translation, recording studios,
cinema production, media coverage and broadcasting, corporate videos,
etc.
Communication. What do we need to make our
event known?:
Advertising, marketing and communication , graphic design and printing,
media coverage, script writers, multimedia, web design, mailing, and
merchandising.
Entertainment. Do we want a dynamic event?
Entertainment, artists, DJs, Karaoke, shows, cultural visits , music
evenings.
41. EVENT MANAGEMENT
Stage and furnishing. What kind of presentation
41
do we want?
Furnishing hire, digital visual art, party commodities, marquees,
platforms, stages, decor and design, stand design and assembly, flower
arrangements, notices, signposting and labelling.
Social Programme. How many free time
activities shall we offer?
Lunches and dinners ,catering, gala dinners, opening and closing
ceremonies, gifts.
The venue. Where do we want to hold the event?
Town Halls, boats, bars and discos, wine cellars and vineyards, congress
and convention centres , historic buildings, castles, palaces ,sport
facilities, in the open air, hotels, restaurants, lounges.
Transport Do we need any means of transport?
Rent a car, chauffeurs, coaches, air transport and special vehicles.
5. 3 Income and Financing
HOW CAN WE OBTAIN THE MONEY? SOURCES
OF FINANCING
Once the budget is finished and the scope of the event chosen, the next
step is to specify the type of financing needed for the balance of the
budget. In any type of event there are always two types of financing:
internal and external.
42. EVENT MANAGEMENT
42
Internal financing:
This is basically the funds belonging to the organization itself, resulting
from previous events which were profitable and from the membership
fees and private funds from the organizer.
External financing may come from:
Fees:
From the participants and attendees in the event . It is calculated in a first
draft taking as a reference a previous edition of the event or a similar one
in order to foresee the income and know the fees to charge. Moreover, it
is necessary to know the contribution from institutions, however rough
the estimative may be, before the final fees are set. Fees tend to cover
50% of the total cost of the event.
Institutional Help:
Public Institutions: Local government and Town Council
Official grants: local, national, international.
Private Sponsors:
Depending on the type and scope of the event it is possible to find private
institutions (banks, saving banks, companies, sponsors, et.) to support the
event partly or totall Sponsoring means to contribute in kind or cash in
consideration for publicity and media coverage that the sponsors will
receive in the short term. When the contribution is in kind, the costs in the
examples above will be covered. For example, the town council will pay
for the expenses of the venue hire directly or a private sponsor will cover
the travelling expenses paying themselves the tickets they accepted to
contribute with.
Private sponsors may be:
43. EVENT MANAGEMENT
43
Associations:
Legal entities made up by partners with the same purpose who pay a
membership fee periodically with which to support this type of events.
Federations:
Associations as a whole.
Companies:
They finance events in order to become well known in the short term.
They usually exchange their economic support for the chance to appear in
the events appearing in the media.
Charities:
These are non-profit legal entities which may have commercial activities
devoting part of the benefits to support cultural, social or environmental
activities.
Sponsors:
They offer support, either in kind or in cash, in a long term
consideration. The sponsors are the promoters and organizers of over
80% of the events arranged. Most events would not be possible without
their support.
45. EVENT MANAGEMENT
Health, Safety and Risk Assessment.
Risk Assessment - The 5 Steps
45
1 Identify the hazards
2 Determine who is at risk
3 Determine if the existing controls are adequate and amend
4 Record the findings
5 Review the assessment as necessary
Hazard Categories
Physical: noise, vibration, lasers and electrical hazards
Chemical: toxic, corrosive, irritant, harmful materials and fire
Positional: work at height, position near water, layout of site,
vehicles and use of temporary structures
Environmental: heat, cold, wind, pollution and slopes.
Health: fatigue, dehydration, musculoskeletal injury, psychological
stress.
Determine who is at risk
Different people may be more vulnerable to certain hazards, they may be
less responsible or more likely to take risks - consider in particular:
Children and those caring for them
Older people
Disabled people
Volunteers
46. EVENT MANAGEMENT
46
Contractors
New and expectant mothers
Those whose first language is not your own
Those affected by drink / drugs / substance abuse
The importance of identifying those at risk involves:
their different vulnerabilities to hazards
heir different competencies and understanding
their different perceptions of risk
their different abilities to respond to information
their different behaviour in certain situations
Key Definitions
• Hazard = something with the capacity to cause harm
• Risk = the likelihood and severity of the harm
• Risk Assessment = method to determine the risk
• Risk Control = means to reduce the risk
To carry out health and safety responsibilities effectively it is wise to
adopt a
systematic approach
This encourages proper planning and execution of the tasks necessary
for health and safety management
47. EVENT MANAGEMENT
3.7: PRATICAL VIEWPOINT
The process of planning , organizing and staging of an event is describe
in this chapter.
Event management is planning and management of an event ,project or
activity.
It is important when staging an event to be dear about WHY the event is
being held :
To inform and educate the community about a cause;
Obtain media coverage for an activity;
47
To raise funds ; and
To celebrate a community’s strength and conhesiveness.Organizers
should also clarify WHO the event is for.
Most events will cater for a variety of interest groups :
The local community
Members
Sponsors
Media; and
Potential members.
48. EVENT MANAGEMENT
Regardless of the nature of events , your target audience or the event’s
objectives , some key steps should be followed to help ensure a
successful event.
Key steps for event management :
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Developing the event concept
The key questions to ask at this early development stage are :
What is this event for ?
What form will it take ?
When and where will it be held ?
How will the event benefit participants?
What could be barriers ?
Determine the feasibility of the event :
Key questions to be asked are :
What physical resources are available (facilities and equipment) or
accessible to support the event?
What are the costs (time , personnel , and money)?
How can any potential barriers be overcome ?
Is their sufficient time for planning?
49. EVENT MANAGEMENT
Check the timings of your vent does not clash with any other key
49
events.
Event Planning and Preparation:
It’s a good idea to establish a formal event committee consisting of committed
members who are clear about their skills and what they are prepared to
contribute . one person should lead the project as the Event Coordinator.
As early as possible , outline the responsibilities of each member – their
tasks, deadlines , reliance on other members for support and any
interdependency of tasks.
The following steps are a useful guide for the Event Planning Stage.
Set Objectives:
Set realistic dates , times ,deadlines.
Consult with stakeholders for input
Develop budget and monitor finances
List all essential costs for the event:
Costs should include administration , event delivery ,marketing ,
communication , contingency , advertising etc.
Rupees for unexpected expenses (normally 15% of total budget
expenditure).
50. EVENT MANAGEMENT
Many events may also generate some income:
Direct income (ticket sales , programs ,catering , car parking)
Indirect income (advertising , sponsorships ,raffles , donations).
All sponsorships should be noted as income. Also incude any costs
incurred in obtaining sponsorships. Refer to our Voluntering and
Community and Business Partnership fact sheet for advice on securing
partnerships.
Drawings up a cash flow budget is also advised , which estimates when
money is to received and when it is to be paid out. Plan for income i.e.
payments to be received in order to pay for accounts. As a safety measure
, nominate a cut –off date , when a final decision is made to proceed with
the eve or not .if income is not going to be sufficient to cover expenses , it
is advisable to cancel the event.
Identify Tasks and Responsibilities :
Main tasks for the event must be identified , and individuals in the event
committee appointed against each task. Such taks include catering,
competition, facilities and equipments, finance , marketing and
communications, programs/ results/awards,security, insurance (to cover
those attending your event), support services , transport ,sponsorships
relations and volunteers.
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Prepare a chart :
It may be useful to prepare a chart , which outlines your projects
timelines and the people responsible for tasks. This will help keep track
of your progress.
51. EVENT MANAGEMENT
51
Monitor vent progress:
The event coordinator’s role is to monitor the team’s progress against
milestone and ensure the event runs smoothly.
Regular meeting dates for dates for progress reports are advisable , to
keep members feeling connected with each other ,report on progress or
problem , and map out next steps for the project and address
contingencies.
Possible loop holes :
Experience has revealed the following to be ‘trouble spots/loopholes for
event management. Try to ensure that you address these areas in your
planning.
Not appointing an events coordinator .
Not maintaining accurate written records.
Not monitoring progress closely.
Allowing insuffient planning time.
Failing to communicate and coordinate fully with committee
members.
Insufficient staff.
Specific event ‘trouble spots’include:
Insufficient food and beverages.
No first aid
52. EVENT MANAGEMENT
52
Poor press coverage.
No contingency plans for bad weather.
Program running over time.
Lack of hospitality for visitors.
Failure to inform police or local authorities.
Lack of colour or glamour.
Insufficient parking.
Unclear direction signs.
Emergengy procedures not in place.
Insufficient waste management systems(toilets and rubbish).
53. EVENT MANAGEMENT
Recommendations for filling the loopholes:
The loopholes mentioned above can be filled with proper planning and
appointment of an event coordinator. He/she should communicate
efficiently and effectively with the members of managing committee.
The coordinator should plan the process in such a way that proper
planning time is allocated to activities and a proper back up plan and
emergency procedures should be planned in case of contingency.
The local authority and the police should be informed about the event
taking place so that event can be carried on peacefully.
The coordinator should be given proper details related to number of
guests expected , venue and etc. so that he can arrange the at his best with
proper staffing.
Details related to venue will help him/her providing with spots for media
coverage. This can also help in planning the place required for parking
and the appropriate directions towards sitting facilities etc.
The information related to number of guets expected , will help him in
providing suffient first aid facilities with suffient number of stalls for
food and beverages , proper wastages system, proper sitting facilities with
right kind of hospitality.
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54. EVENT MANAGEMENT
Key issues plaguing the industry :
Withholding tax on foreign artist’s
54
remunerations:
As per existing regulations the event manager is liable to deduct 30.6%
tax from the remunerations paid to an international artist. In most cases
artist will always refuse to take this burden on themselves and expect the
event management to bare the tax. As a result of this most events become
a non- starter from the beginning itself.
Regulatory clearance for events:
These are several clearance required for an events especially if it is an
international event. At the local level , an average of about 22 clearances
are required for staging an event and for an international event ;
numerous clearances are required to be taken from various agencies.
Lack of infrastructure:
There is lack of infrastructure in india for staging live events here.
Globally events are held in arenas. There is a lack of adequate exhition
infrastructure in india for staging of events. Events are still held open
grounds , sports stadium and university auditoriums , which are not meant
for this purpose.
Lack of corporatizations:
The event management industry still comprises of many non corporate
entities. In order for the industry to grow , industry players need to
expand their operations , invest in hi-tech infrastructure for which they
need institutional finance and external equity investments.
Establishment of industry forum:
Unlike in us ,the Indian event management industry does not have a
forum or a self – regulatory body.
55. EVENT MANAGEMENT
55
Entertainment tax:
The entertainment tax in india is much higher as compared to any other asian
country. Besides the level and nature of taxation also differs from state to
state.
Income tax:
India has complicated income tax regulations for international artists.
Duties on imports:
The duty on imports of equipments pertaining to certain events is still
charged at normal rates, there is no special subsidy or wavier for the
import of world class equipments to support events in india.
56. EVENT MANAGEMENT
Recommendations for factors plaguing the industry :
Besides generating revenues from sponsorships and ticket sales the event
also creates a strong impact on economy. In the case of visiting foreign
artist the Government of India receives IT from the revenues of the
artist. The state government receives entertainment tax from the sale of
tickets. Large movement of people travelling inter city for concerts and
events results in revenues for airlines.
Regulatory clearance for events :
While single window clearance have been facilated by the RBI,
decentralization would help in speeding up the process. The government
needs to understand that they stand to gain substantial revenues if they
make it simpler for event managers. The governments can streamline the
approval process by instituting a single – window clearance procedure for
international events.
Development of infrastructure :
There is dearly need to build exhibition infrastructure specifically for
events, the way it exists in different countries.
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Corporation:
For this to happen, the industry needs to restructure itself into corporate
entities implement sound trade and accounting practices and implement
corporate governance as a code of conduct. Establishment of dear and
transparent accounting policies would enhance the reputation of these
companies, which will facilitate them to get institutional finance.
Establishment of industry forum :
Establishment of an industry forum or association will assist the industry
players in tackling their problems collectively and taking growth-enabling
measures. The forum will help in negotiating with suppliers of facilities.
57. EVENT MANAGEMENT
57
Income tax :
If India has become a popular destination for international artists, the
income tax regulations should be made with no dout and artist-friendly
as possible.
Service tax :
The industry which needs to be nurtured by the government has been
taxed under service tax net (10.2%) that has been levied as per the finance
bill of 2004. This will have a detrimental effect on the industry. Even if
the industry passes on tax to the clients , from the view point of client this
would only cease clients from spending on events.
59. EVENT MANAGEMENT
Technical aspects in Event
management:-
59
Pre-Production :-
Following major tasks have to be performed during the pre-production
stage:
Prepare a detail schedule prior to production work on site.
Detail out of role department that are likely to be involved in
the production.
Prepare a detail checklist of activity heads.
Plot a detailed time chart, delivery schedules that would lead to
successful execution of the production.
Pre-production work also includes completion of following tasks :-
Designing and creation of set.
Designing of signange’s, props etc.
Creation of packaging , which could includes pre-production
computer graphic, animations, television show packaging,
background music scores, music for the show, composition of
thematic music for entries and presentation, etc.
Scripting , designing and allocating the technical production
elements.
60. EVENT MANAGEMENT
60
On-site production :
This includes actual execution of work on site this include
Construction of sets ,
Lighting ,
Backstage management and production,
Coordinating with dancers, artists,
Cueing and executing the screenplay of the act or performance,
Shooting and online editing
,
Controlling and managing multi camera setups.
Post production :-
Post event production starts with the end of the show, it is the
responsibility of the event manager to leave a venue premise restored to
its original state as it was handed over to them prior to the
commencement of the event. The post production includes :
Ensuring smooth dismantling of the technical gear and the staging.
The material/branding pertaining to sponsor should be neatly
packed and handed over to the relevant authorities.
Editing of products footage , packaging it for television.
In case the has to be televised then the tapes should be sent to the
television director for editing and post production, a designate from the
production team should oversee the post production.
61. EVENT MANAGEMENT
Departments in production:-
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Show direction team
Scripting and show packaging team
Show production manager
Technical production team
Lighting design
Acoustic engineering
Audio visual team
SFX team
On ground management.
Backstage management team
Front of stage reception and management team.
62. EVENT MANAGEMENT
Production- The Sequence of Activities:
From time the client approves the project and the discussed creative plan
is passed on the production team. The onus comes onto the production to
design and execute the idea to perfection.
A lot of good production values depend upon drawing detailed checklists,
plotting the event map and flow based on time and delivery schedule. The
first thing that effects good production is drawing a detailed interence and
interpresentation out of the creative brief , i.e. making a list of
requirements that would go into the event.
Starting fom the elementariness that make an event like sets, support
systems, lighting, audio visuals , staging, backstage and artists,
performers , etc. later they need to workout a detailed flow which
includes aspects that would make the audience comfortable in the time
they intend to spent at our event.
This includes aspects of cleanliness , comfortable seating, refreshments
and sanitation, etc once the requirements are listed out the production
team needs to draw a detailed time lines of events along with job list of
who would be responsible for the execution along with a deadline by
which the job would be completed.
The master sheet should also include contact numbers of the people
involved. This sheet should be used as reference point through out the pre
event leading up to the event. A similar entrance and exist sheet should
also be drawn for the show date. There should be a minute-by-minute
schedule detailing about the timing that would go into putting up the
infrastructure and also the ingress of staffing, artists, etc who will be a
part of the show. A separate cue sheet detailing the flow of the
show/event listing the timings of acts, speechless, presentations detailed
to include cues for backstage, lighting, P.A. operator, audio visual team,
etc should also be listed as part of the sheet. A separate sheet showing
detailed report of work carried out during the day and progress on daily
basis should be submitted to the senior production or technical manager.
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63. EVENT MANAGEMENT
Production for conferences :-
Following are the points to be considered for production of conferences :
Preparing and designing and production of conferences,
Invite, mailing and putting together the backend cell for telecalling
63
and monitoring the RSVP’s.
Follow up calls need to be made to all dignitaries to ensure their
participation.
The conferences branding and settings and branding need to be
designed keeping in mind the theme of the event.
Ensure the audience is comfortably seated at conference. There is
enough drinking water, other refreshment for the audience.
Proper signange’s indicating areas reserved for media, VIP’s,
special diginities is put up and the area is distinguished they’ll from
the general seating so that guests are not incovenienced.
If there are any formats of presentation then the same need to be
also arreange for and put into place.
Ensure that all audiovisual gear is checked and backups are in
place.
The delegate kits , bags , badges , registration process, list of a
detailed itinerary of the speakers, ensuring that their presentations
are on the computer loaded and ready for the event to begin.
64. EVENT MANAGEMENT
Production for Awards/Live Events/Fashion Shows :
64
Production for live events includes,
Doing a venue recce to assets the logistics required to put together
a show.
Detailing a complete ground plan including demarcating areas of
utility, like parking, toilets, reception areas, etc
Work out a detailed script of the show including sound and lights
and other technical of the show.
Finalizing acts/artists/dancers/performers and their entries and acts.
Designing of a stage and set for the show which also includes
supplementary like green rooms for artists and performers, quick
change rooms on stage ,screens with masking for audio-visuals, etc
Doing a detailed technical rider which lists out all technical-related
area which includes sound, lights, audio visuals, sfx , props and
other elements to be used during the show.
Creating a cue sheet which details out all aspects of the show right
from timings of various acts, timings when the artists have to be
cued and prepared to go on standby for their act.
Detailing out what props are required for each act , what specific
lighting cues is required is any audio source has to be cued to play
during the act (LIVE /RECORDED) the same has to be included in
the cue sheet for the sound reinforcement team.
Special cues for audio visual team to play any audio visuals as
parts of the act have to be also included in the same brief. Cues for
backstages hands , SFX and other allied departments like FOH, etc
have to be informed accordingly.
65. EVENT MANAGEMENT
The world of technical production :
Technical production has always been the “what’s that” factor for event
managers.
Knowledge of technical production has so far been the domain of few and
very few event managers have tried to dare and ‘know it all’ for the
success of event because technically sounds events can make the most
ludicrous concepts look creative, fabulous and opulent if treated to
perfection.
It is easy to hire a production or technical manager , and rely on his
expertise to deliver the goods. But if you don’t have knowledge about
technical world you can’t tell if it’s good for you or not.
What makes a great technical production?
A detailed insight into technical gear knowledge of different application
of technical gear, how does one distinguish gear and /or equipment for
the right equipments for the right event?
Selecting technicians is done as per show and budgetary requirements of
the client. Having a through knowledge of the show requirements and
look and feel that is required for the show, the design of the set, the
seating plan of the audience and format of the show (whether it is for
television, or a closed audience or indoor or outdoor)
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66. EVENT MANAGEMENT
Technical World at a glance :
66
Lighting
Sound reinforcement
Audiovisuals
SFX
Trusting and scaffolding
Lasers
Televised coverage/broadcasting
Venue construction
Lighting :-
Architectural Lighting
Theater Lighting
Special Effect Lighting
Venue construction:
On ground venue arrangement
Drinking water
Canteen during set up days
Toilets
Green rooms
Meter room
67. EVENT MANAGEMENT
67
Cabling
General lighting
Gates
Parking arrangements
Venue cleaning and maintenance
8.10Tips for technical manager :
Always plan for the worst case scenario, keep enough back ups for power
, mixing controls.
Keep a swiss knife and a torch handly while on the set.
Rubber soled shoes for protection against electric shocks.
Never handle live wires with bare hands . make sure wire, joints
are well insulated.
While ordering projectors, always insist on asking for projector
with a bright bulb if not brand new.
Same goes for the scanners and follow spots too.
Prepare a detailed technical rider of all equipments using separate
sheets for each departments , 1st out of performance , payback
equipment separately.
If audio-visual presentation is to be made in any format eg. In form
of DAT, audio cassette, CD, VCD,MD, BETA, UMAT, VHS ,etc
then ensure that the software required to play the presentations is
included in software head of the rider and make sure you hand over
a copy of this rider to each department head.
68. EVENT MANAGEMENT
CHAPTER 4 :- PRIMARY DATA
EVENT MANAGEMENT BY
EKVEERA DECORATORS
It was started in 1989 by MR.MILIND PATIL, named has Patil
decorators. First they started their business by taking small events has it
was not properly setup. But later in 1991 it was properly setup and started
to take big events. Its 1st big event was of CHINMAY MISSION in 1991.
Even till today all events organize by CHINMAY MISSION is manage
by this event managing firm.
Their workers come from a village named murbad, and even few of
them are still working here. Earlier this workers used to charged 50-100
RS per day but now they charges 500-700 per day till 6.p.m. but if the
time extends more than 6.p.m they charges more money.
Later the firm changed their name from PATIL DECORATORS to
EKVEERA DECORATORS. This firm also have monopoly in various
halls, schools, colleges etc. At present they have monopoly in suyog hall,
lems,vpm and many more.
The firm has monopoly with CHINMAY MISSION for more then 20
years. The upcoming programme which this firm is going to organize is
SAHITYA SAMYLAN in Marathi vidhyalya school in mulund. The firm
has also arrange an event at national level which is a speech of MR.
Advani.
Apart from managing events , the firm also provides services to
NAUGHAR SEVA MANDAL. Its does all its work totally free. The
Ganesh festival of this mandal is totally arrange and organized by
EKVEERA DECORATORS.
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71. EVENT MANAGEMENT
71
Questionnaire
Name :
Address:
Email ID :
What all events do you manage?
What sort of audience are you expecting?
How many volunteers shall be stationed for the event?
How do you plan to maintain order and safety in case of chos?
What sort of security measures shall be provided by you during the
event?
What kind of difficulties are you anticipating? How do you plan to
get beyond them?
What sort of food and drinks will be served during the event?
Have you arrange for the aid or any such medical facility in case of
an emergency?
A.YES B. NO
Are sanitary and hygiene facilities available?
A. YES B. NO
72. EVENT MANAGEMENT
What sort of permissions do you have to seek for hosting the
72
event?
74. EVENT MANAGEMENT
CASE STUDY
74
The challenge :-
A UK-based company specialising in Christmas-themed corporate events
wanted to encourage its customers re-book for the following year. These
large-scale events were attended by up to 1200 guests from various
different companies and typically only 20% of attendees would rebook
for the following year. There were two key challenges – firstly, to
increase the number of re-bookings and secondly, to gather useful
information on other types of events that could be used for future
marketing campaigns.
Solution :-
The event organiser of each company attending was sent a personalised
postcard with a photo of their group at the previous year’s event.
The postcard also contained a call to action to visit a personalised URL .
This led the event organiser to a unique landing page that contained two
more pictures of their group at the event, details of the next year’s event,
an online booking facility, plus a free gift for the organizer. There was
also a survey page to gather more information about any future
requirements such as team building days, corporate hospitality and
marketing events.
Results :-
84% of people visited their personalised URL(uniform resource
locater).
56% rebooked the event for the following year (almost treble on
the previous year.
75. EVENT MANAGEMENT
. Significantly increased database and knowledge of prospects for
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other types of events.
76. EVENT MANAGEMENT
Conclusion
Event management as an industry is in infant stage. It has long way to go.
It has a bright future. This industry is growing at reasonably quick rate.
This can be seen from the number of different firms that came up in this
field in the past few years.
The government can also help this industry grow tremendously.
Government should impose favorable rules and regulation on this
industry which would help its development. For e.g. the time limits
imposed on the events conducted can be increased like for dandia raas the
time given is till ten in the night , which is quite less acoording to the
people who come and attend the event. This time limit can be increased
so as to give justice to both the event as well as the audience.
There should also be a set standard for the events that are being
conducted. All the events conducted should be of hih caliber. This will
help the industry to increase the revenue that is generated from all the
events that are organized.
Hence , for the industry to grow the government should bring in favorable
policies, reduces taxes, develop essentials infrastructure, bring in
corporate to manage the events and above all establish a forum that
would help all firms in firms in their expansion.
In the near future, the companies will form a network of associations in
different states in order to expand the industry so that the events can be
held more professionally. For e.g. if an event management company in
Mumbai has been asked to organize a show in Chennai then it is not
possible for the coordinator to keep track on daily progress in Chennai, so
in this case they form networks with local players to keep track and
inform them. They will hire a local company or open a branch in Chennai
in case the response from people is excellent. So in this way, a network is
formed to organize the event in better perspective.
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