Event Management and Planning - Essay Example

 Events Management Introduction Event management and planning can include management of many types of events. Events can be cultural celebrations, art and entertainment events, and sports, educational, political, private, recreational and business. Any special function occurring outside of the regular functions of an organization can be described as an event. Clients will see events as something that is pleasant experienced outside of their day to day activities. Depending on the circumstance of the event and usually the size will decide if the event as a small event or an event known as a hallmark event, which is an event that provides a high level of visibility to and within a community. Event planning is also used within organizations to establish where an organization is at present and where it would like to be in the future, creating strategy and guides as to how to reach goals and objectives (Ivanovic, p 925). Creating a plan will require knowledge of internal and external conditions that may affect any decision that is made. Plans should be seen as directional in nature rather that conclusive and circumstances that may change need to be adapted to. A pestle analysis measures and analyzes factors such as political, economic, social, technological, environmental and legal which are extrinsic in nature but are directly related to the success or failure of any industry. By analyzing the industry or event as a whole and producing a picture of all factors we are better able to decide what the future may bring. PESTLE Analysis Political: Does the event invoke controversy in certain populations? Does the event support a specific political policy of figure? Is the event political in nature? Are there any specific tax laws or implications of the event? Are there employment law specifications that will be a factor in the event? Is there political stability in the area of the event? Possibility of strikes, rioting, etc.? Will import or export laws and/or restrictions be a factor in the event? What environmental regulations will need to be followed for the event? Economic What is the current state of the economy where the event will be held? Are interest rates a factor? Exchange rates? Inflation? Is the event cost prohibitive? Will the event cost the population? Has a well-defined budget been defined? Cost of the event? Social What role will employees play? What role with the population play? Will the event create a division in the population? Does the event allow for growth and improvement of people? What opportunity or advantage will the event create for the organization of the local population? Has the event planning considered demographic factors in planning? Technological Are there recent technological advancement or discoveries that will be used, highlighted? Will technology improve the event or planning process? Is technology being utilized to improve efficiency and innovation? Can the event planning process be improved through the use of technology? Is the event one that will feature technology? Environmental Recycling Will the event utilize environmental friendly products? Are there environmental regulations in place that will affect the event? Legal What laws are in place that the event plan needs to consider? County or city ordinances? Advertising ordinances that will affect sign placement? Restrictions? Event management will and can include many outside factors that will directly affect the planning process. Using a tool such as a pestle analysis will help the planning team identify and plan for all possibilities. Key factors that are identified can be explored and researched and problems can be solved before they occur. Further study can be implemented on key factors by individuals or teams assigned to that area. Depending on the complexity of the event, the event management team may be simple and include one or two individuals or may encompass groups of laborers, volunteers, committees, employees or departments. Recognizing needs will help not only in the planning and implementation of an event but in the budgeting and resource planning of the event as well. All factors noted or suggested in the pestle analysis should be explored and answered fully before the actual event occurrence. Industry trends suggest that it is a suppliers market in Europe and the UK. Limited industry growth are creating higher hotel occupancy rates and leading to more hotels being created despite increased air fares. Europe and the UK account for 50% of the market in the hospitality industry. Defining the specific audience for yout event type will determine your specific demand. Supply in Europe and the UK is influenced by local country economies and politics. In 99% of the EU hospitality industry there are fifty people or less employed and 92% employee less than 10. Factors such as location are a huge determining point in the demand of the hospitality industry. Local attractions such as natural habitat (beaches, volcanoes, mountains, snow) will be a factor in the supply and demand of the region. Amusement or relaxation themes are common factors that influence the demand for an industry. Attractiveness, access, availability, activities, and support services are all factors that consumers consider when choosing where they want to spend their time and finances. Event planning is currently taking strong advantage of the social media networks available. Social media networks are being used to promote and market upcoming events more than ever. Being creative with the use of social media through the use of the internet has become a huge part of event planning. Sites such as Facebook and twitter allow mega events to be shared, promoted, and marketed. Social media is an event planners current creative playground, and it is expected that this trend will continue to grow. Event planners gain name recognition by also using the internet and social media to give value and public placement of their credentials. Trends in the hospitality industry itself include smaller themes, airport hotel check-ins and resorts allowing pets. Touch screen menus are appearing more frequently in the hospitality industry as are educational guest activities. Perks for loyalty, unique event menus, and more personalized room amenities were trends for 2010-2011. Offering guest specials and the idea of a VIP status can create return customers. Choosing a venue that has been well reviewed and received the majority of high ratings will help you ensure a successful event. Using customized programs or gifts can show your group of guests that their wants and needs were carefully considered. Event management strategy will depend upon the ultimate objective of the event. While some events are designed with the ultimate goal of generating revenue many are planned long term with the primary objective of creating and committing new customers to an event. Events that occur annually or with regularity and that are successful are usually events that have considered the consumer and their particular wants and needs before profit. Profit will come when the event is successful and consumers are committed to attending the event again or using the event planners services again. Evaluating an events strengths and weaknesses is just as important as initial analysis when planning an event. This evaluation should be designed to assist the planner in improving and expanding abilities while identifying areas that were poorly planned or executed to be avoided in the future. Event evaluation criteria should be well defined and part of the initial planning. Deciding what methods you will use for evaluation should consider all possibilities such as guest or customer survey, client feedback, event management team feedback and public opinion. Active monitoring of the event is used throughout the event with summative monitoring being used at the end of an event. Evaluation and monitoring is used to identify problems, determine the worth of the event, examine cost versus benefit, accountability, and to gain support and credibility. As with any industry event management can be highly competitive. Many of the mega events are planned by what are now large corporations. As an individual who is part of an event management team you must demonstrate creativity and the desire to successfully meet client satisfaction goals. Knowing your client and providing the very best and up to date in events can ensure that you are visible in the industry and create repeat clients who are your most valuable clients, often using their own social networks to promote your event. Whichever event planning model or strategy is used there are many factors that are consistent. Audience identification, advanced problem solving, defining program and budget and deciding on organizational structure are components of any management plan. Whether it is a small corporate event or large event centered on an annual holiday your clients want to feel individual and as though they are attending something very special. Meetings and conventions where planning has included special amenities and guest allowances are usually those considered more successful than those without. Though events aren’t always planned with the objective or goal of entertaining a client the clients comfort and satisfaction should always be a factor in your planning. Whether your event is something for a very small group or a much larger group of individuals each should be treated as exclusive and special. References Allen, J. (2008), Festival & Special Event Management, John Wiley & Sons Bowdin, G. et al, (2007), Event Management, Elsevier Conway, D.G (2009), The Event Manager’s Bible, How to Books Ltd, Oxford Daniels, M. (2010), Wedding Planning and Management, Elsevier Davidson, R & Cope, B. (2003), Business Travel, Conferences, Incentive Travel, Exhibitions, Corporate Hospitality & Corporate Travel Pearson  Getz, D. (2007), Event Studies, Theory, Research and Policy for Planning Events, Elsevier Goldblatt, J. (2010), Special Events: A New Generation and the Next Frontier, John Wiley & Sons IVANOVIĆ, S, GALIČIĆ, V, & MIKINAC, K 2010, 'EVENT PLANNING AS A FUNCTION IN THE HOSPITALITY INDUSTRY', Tourism & Hospitality Management, pp. 925-930, Hospitality & Tourism Complete, EBSCOhost, viewed 5 January 2012. Oxford University Press (2007), Gillespie Foundations of Economics, PESTEL analysis of the macro-environment, (Online) Available at http://www.oup.com/uk/orc/bin/9780199296378/01student/additional/page_12.htm (Accessed January 01, 2011) Read More