CHAPTER 2: PLANNING EVENT
This Photo by Unknown Author is licensed under CC BY-NC-ND
FINDING AND TESTING AN IDEA
FINDING AND TESTING AN IDEA
Marketing screen
Target market: the type of people, their demographic or social profile, age group,
familiar activities, past experience of events, size of the target group, and so on
Marketing screen
chọn ngày đẹp
market research
Operations screen
- What is achievable.
- What expertise and staffing is available.
- What locations or venues are available with capacity on the required dates
- What timescale and
- What technology or other equipment will be needed
Volunteer two operational style professional
Operations screen
thuê tình nguyện viên thuê công ty
Volunteer Professional
• A volunteer committee: • Volunteer organizations:
innate good sense member’s jobs &
• Relevant expertise personal interests
• Financial – design issues • Backgrounds: hobbies,
• Hard work and not interests, expertise ..
everyone wants to do it
check lại xem hđ operation có ổn không, khả thi (thực hiện)
Operations screen
Financial screen
các cách kiếm thêm tiền: bán đồ ăn, bán
đồ lưu niệm, lưu tư liệu bán hoặc làm
phim, tài trợ
=> revenue
Progressing the ideal các câu hỏi cần trả lời
• How vulnerable is the project financially and operationally?
các công việc của security: bảo vệ
• What issues might constitute a risk?
tài sản/NTD/quy định
• Are there factors about licensing, fire, health and safety, crowd control, security,
hazardous materials or activities that have to be considered?
• How will these be put together?
• Who will be doing the organizing and who is responsible for what?
• Where will the event be held and has more than one venue been approached?
• When will the event happen and are suitable dates and times available?
• What materials, supplies and equipment might be needed?
• What transport, parking or access is available?
• Why is the time schedule for achieving this important, and what are the deadlines?
2 loại security:
- internal: trong cty tổ chức sự kiện
- từ chính quyền: đảm bảo sự kiện diễn ra đúng quy định, mục đích
Progressing the ideal
biểu mẫu oveview về event
Progressing the ideal
THE PLANNING PROCESS
Planning is the process by which the
manager or organizer looks towards the
event to discover what various courses of
action are available to arrange it, and
which course of action would be the best
PURPOSES OF PLANNING
to visualize potential problems technical problem (âm thanh, ánh sáng)
to have a plan that will take into account the environment of the event, the
stakeholders, the circumstances in which the event is taking place and what might
go wrong;
or put more simply, there will need to be some contingency planning for
emergencies
PURPOSES OF PLANNING
The draft plan is really a place for initial ideas to be recorded, a kind of brainstorming and
all your initial thoughts and concepts. Its headings should, importantly, cover six key issues:
• Why the event is being undertaken?
• Who will be involved in the process and the event (and who may not be)?
• What will take place and what information or research is needed to make decisions?
• How will it be done?
• Where will it happen (including the main location and any additional locational needs)?
• When will it take place (including dates and expected outline times)?
OBJECTIVES, ENVIRONMENTAL SEARCH AND INFORMATION-GATHERING
- The environmental search/information-gathering process is also a search for opportunities (as well as
problems)
- The organizer, or in the case of a very large event, a professional researcher, will be looking for:
• information about demand for the event and the capacity of the market
• any competition
• availability of technology, equipment and supplies
• financing and sponsorship
• organizations and the availability of staff
• local cultural or social issues and precedents, and
• time issues in planning.
OBJECTIVES, ENVIRONMENTAL SEARCH AND INFORMATION-GATHERING
OBJECTIVES, ENVIRONMENTAL SEARCH AND INFORMATION-GATHERING
OPERATIONAL PLAN
For some events, the issue of demand may not seem directly relevant,
and for personal events in particular it might be thought that demand is
not a significant factor
• What sort of people are interested?
• How many might attend?
• When would be a good date or time to put the
event on?
FINANCIAL PLAN
• cost risks related to quality management and standards
• cost risks related to the expense of putting on the event
• costs risks related to the effective timing and scheduling of
events.
MARKETING PLAN
• The issue of how to market an event does become significant, even if we are only ‘marketing’
within a group of friends or neighbors or to a small organization, rather than to the public as a
whole
• who is our market? What will they pay? What are their interests? How will they get to us?
• internal marketing, within the organization, both in respect of the people involved in preparing
the event and in respect of those people within the organization whom the event would be for;
• and/or external marketing, for public events or events where some external public relations would
be a benefit
MARKETING PLAN
There are many lead-time issues that relate to the marketing function. These may include:
thời gian bđ cbi => kết thúc cbi
• printing of tickets, posters, menus, programs, banners, etc.
đặt hàng equipment -> có equipment
• ordering of equipment, often the more specialized the longer the lead time
• advertising and promotion, even local radio may need two or three weeks notification of an
event to ensure it is given good coverage
• liaison issues, where relevant, with police, highways departments, health
and safety, and so on, especially where large numbers of the public may be
attending.
lead time ngắn: không kịp cbi
lead time dài: uncertainty
PUTTING IT TOGETHER
There are many lead-time issues that relate to the marketing function. These may include:
• printing of tickets, posters, menus, programs, banners, etc.
• ordering of equipment, often the more specialized the longer the lead time
• advertising and promotion, even local radio may need two or three weeks notification of an
event to ensure it is given good coverage
• liaison issues, where relevant, with police, highways departments, health
and safety, and so on, especially where large numbers of the public may be
attending.
CONTENTS
• To explore some of the key marketing issues of events
management including budgetary and timing issues
• To suggest appropriate marketing and public relations
techniques which events organizers can use
• To consider some of the marketing needs for both new
events and for further editions
PLAY A GAME
• GROUP A • GROUP B
Let’s identify key marketing activities that
contribute to a successful event
MARKETING PLAN
MARKETING
PLAN
TARGET MARKET
WHERE IS YOUR CATCHMENT AREA?
• Where does most of your target market live?
• From how far away will people come to your event?
• What is the most likely distance (or time) people would travel to your event?
• Can you say how many people in your various target markets are in each
catchment? How will these various groups travel to your event?
HOW TO INFLUENCE TARGET MARKET
• What are their media habits, what newspapers, magazines, websites, etc. do
they read? Can you use direct mail or newspaper inserts to influence them?
• Do they watch TV, go the cinema or listen to local radio?
• How can you influence them if they are not engaged by the media? (Not
everyone is.) What public relations activities could you use for these groups?
• Who are the opinion leaders and how might they be influenced?
HOW TO INFLUENCE TARGET MARKET
What are your expectations of an event?
MARKETING BUDGET
1. Print items: tickets, posters, brochures, leaflets, visitor maps (design costs, display costs)
2. Direct marketing: sales visits to opinion leaders / event organizers / agencies / mailings
3. ‘Advertorials’: journal / magazine inserts or advertising copy pieces
4. Hospitality: familiarization visits, pre-event days
5. Exhibition material for local promotions, stands, site models
6. Paid advertising: newspapers, magazines, radio, TV
7. Websites, Facebook or Twitter page creation and moderation
8. Payments for celebrity guests
9. Press kits, photography and artwork activities
10. Banners, signs, etc.
MARKETING SCHEDULE
• Check the lead times brochures
• Magazines might need two to four months’ notification of an event to get an advertisement in
• TV and radio shows require up to six weeks’ notice
• a website might need several weeks’ intensive design work
• ….
MARKETING SCHEDULE
MARKETING SCHEDULE
REPEAT EVENTS AND NEW EDITIONS
• Careful recording of attendance information about visitors and participants is
the first stage in making sure they can be encouraged to return to the next
event.
• It is also important to collect the same information each year, for the sake of
consistency and to be able to make accurate comparisons
REPEAT EVENTS AND NEW EDITIONS
• Records of visitor numbers
Total visitor or participant numbers, how many and where from
It depends on how big your event is, and what resources you can put into
recording
Gathering this information will help you promote the event in the right
places next time.
REPEAT EVENTS AND NEW EDITIONS
• Records of visitor numbers
• Details of spending and use patterns
How much was spent, and what on? How many people did what, and when? => This
kind of information helps you find out what aspects were most popular. Your event might
have included several different components or activities (the product service mix)
This information can be obtained from spot checks and from sampling elements such as
queue lengths at given times. More detailed information can be found from ticket sales,
and from sales records of catering or other activities
Gathering this information will help you decide what parts of your event are most
popular, and which should be kept or changed next time.
REPEAT EVENTS AND NEW EDITIONS
• Records of visitor numbers
• Details of spending and use patterns
• Marketing effectiveness
What parts of the marketing, publicity and public relations effort were successful? It is
quite common for people to be asked on a questionnaire, ‘How did you find out about
us?’
Gathering this information will help you find out what part of your marketing effort was
the most useful, and how you could improve it.
REPEAT EVENTS AND NEW EDITIONS
• Records of visitor numbers
• Details of spending and use patterns
• Marketing effectiveness
• Expectations and satisfaction
What did your visitors expect and were they happy with their experience, i.e. did your
event fulfil their expectations?
checking expectation and satisfaction is probably best done by talking to people
the most useful purpose in getting satisfaction information is to help identify strengths
and weaknesses and to help grow the potential number of visitors attending by knowing
what went well and what didn’t.