The Principles Of The Marketing And Promotion Of Events - Essay Example

The Principles Of The Marketing And Promotion Of Events 1. Marketing – Marketing and promotion: The principles of the marketing and promotion of events Event marketing is defined as “the process by which event managers and marketers gain an understanding of their potential consumer’s characteristics and needs in order to produce, price, promote, and distribute an event experience that meets these needs and the objectives of the special event” (Bowdin et al. 2011:367). From this definition, it is clear that event marketing is an integral part of planning process, and hardly any successful event can be carried out without undertaking of marketing and promotion initiatives. Marketing of events is a complex process, which requires careful strategic analysis and evaluation. Before deciding on the marketing approach, it is necessary to ensure that it is aligned with the company’s mission and vision statements (Bowdin et al., 2011). The next principle of strategic marketing planning process for events is referred to research and analysis of both external and internal environments as well as marketing mix analysis.Crowther et al. (2015) recommend embracing a plurality of research methods, and adopting multiple research methods. The marketers need to understand various external factors (including political, economic, social, technological, environmental, and legal) that might have impact on the company’s strategy. Furthermore, it is important to understand key event attendees, their motivation, demands and expectations of event, their lifestyle, interests, leisure needs, etc. (Bladen 2012; Bowdin et al. 2011). Understanding of internal event environment also is important, as well as analysis of current competition (Bowdin et al., 2011). One of great tools that can be used is analysis of strengths, weaknesses, opportunities and threats (SWOT). Thus, for example, while analyzing internal environment for managing mega sports events, it is possible to consider good infrastructure in place, good political standing, volunteers as major strengths, while lack of infrastructure, limited budget, lack of human resources can be viewed as weakness (Karadakis et al. 2010). Opportunities may include growth of the tourism industry and increase in the quality of life, while threats may vary from pollution to political instability (Karadakis et al. 2010). This information is valuable tool in hands of marketers as it provides them with further insights on how better to develop strategies and tactics related to event product, its place, processes, partnerships, people, and communication (Getz 2012). Once the company has gathered and analysed this information through primary and secondary research, it can define its target markets and develop positioning and competitive strategy. It is also important to develop SMART marketing objectives for the event campaign, which are specific, measurable, achievable, realistic, and time-bound (Getz 2013). These objectivescan span from tactical to strategic, from primary to secondary, and depend on the event context. Thus, for example, for the same event, marketers may set a primary objective to increase brand awareness by 15%, and a secondary objective to increase sales by 5 % (Crowther 2011). Based on the set objectives, marketers need to develop event marketing mix and specific action plans, whereas there are identified and specified details on product, people, price, place/physical evidence, and promotion activities (Bladen, 2012). It is important to adopt professional project management approach whereas key responsibilities, budgets, time scales and outcomes are clearly identified and allocated. The next principle of marketing event planning process is control over the results of event campaign. For this purpose, marketers need to develop key performance indicators against which they will measure the results and modify plans of necessary (Bowdin et al., 2011). It is important to understand perfectly how attendees view event and balance these views with their perceptions related to events organized by competitors (Bladen, 2012). Based on this knowledge they need to decided what marketing communication tools and channels better to use in order to reach its target audience and in the most efficient and effective way to promote this event. 2. Site Planning and Management: The principles of site planning and management for events and the associated challenges for event managers While planning and managing an event, it is important to consider such an important source of both potentially major opportunities and constraints as venue/site. The decision of where to carry out a specific is fundamental to event’s success, as the venue often dictates important supply, logistics and equipment decisions (Daniels et al. 2012). Thus, for example, the design and layout of a celebration can create a perfect atmosphere enabling guests to relax and celebrate. On the other hand, the site, which is difficult to find or get to may discourage many people from visiting, thus contributing to event’s failure (O'Toole and Mikolaitis, 2002). Therefore, event organisers need to select the best site and ensure that the site is aligned with the event design and the whole event system (O'Toole, and Mikolaitis, 2002). It is important to take into consideration various external factors, such as location, transportation, external access, and internal requirements such as floor loading, capacity of the site or venue, room size, exits and entrances, ceiling height, width of doors, power, sight lines, etc. (O'Toole, and Mikolaitis2002; Allen 2009).Moreover, it is necessary to consider site constraints and opportunities, varying from physical constraints (poles, posts, stage, entranceways, availability of parking, etc.), legal (federal, state, local regulations), historical (whether place has historical value whether it is known for carrying out similar events (for example exhibition center, hotel, etc.), environmental, political (risk of terrorism) and ethical (O'Toole, and Mikolaitis 2002; Chiappa 2012). Event managers face with a variety of different challenges while planning and operating venues. Some of the major challenges include the following: balancing safety and the expectations of the visitors (for example, gay and lesbian festivals) (Markwell and Tomsen, 2010), protecting the valuable assets/historical architecture from intentional/accidental damage (for example, the Swell Sculpture open-air Festival in Currumbin, Queensland) (Mackellar 2013). Quite often, managing attendee/patron alcohol and drug use is also a significant challenge (Harris et al. 2014).Thus, while deciding on the site where to carry out an event, access to alcohol also should be taken into consideration. This challenge is especially relevant to leisure events, such as open-air concerts, festivals, and sports events as many people use alcohol as part of their leisure and socialisation program (Pegg, Patterson, Axelsen, 2011). References: Allen, J. (2009). Event planning. Mississauga, Ont.: J. Wiley & Sons Canada. Bowdin, G., Allen, J., O’Toole, W., Harris, R., McDonnell, I. (2011). Events management. Oxford: Elsevier. Bladen, C. (2012). Events management. London: Routledge. Chiappa, G. (2012), “How do meeting organizers choose convention sites based on different types of meetings?” Event Management, 16, pp. 157-170. Crowther, P., (2011), "Marketing event outcomes: from tactical to strategic", International Journal of Event and Festival Management, 2 (1), pp.68 - 82 Crowther, P., Bostock, J., and Perry, J. (2015), “Review of established methods in event research”, Event Management, 19, pp. 93-107. Daniels, M., Lee, S., and Cohen, T. (2012), “The attributes influencing wedding reception venue selection”, Event Management, 16, pp. 245-258. Getz, D. (2013). Event studies. London: Routledge. Harris, R., Edwards, D., and Homel, P. (2014), Managing alcohol and drugs in event and venue settings: the Australian case, Event Management, 18, pp.457-470. Karadakis, K., Kaplanidou, K., Karlis, G. (2010), “Event leveraging of mega sport events: a SWOT analysis approach”, International Journal of Event and Festival Management, 1(3), pp.170-185. Mackellar, J. (2013), “Participant observation at events: theory, practice and potential”, International Journal of Event and Festival Management, 4(1), pp. 56-65. Markwell, K., and Tomsen, S. (2010), “Safety and hostility at special events: lessons from Australian gay and lesbian festivals”, Event Management, 14, pp. 225-238. O'Toole, W. and Mikolaitis, P. (2002). Corporate event project management. New York: Wiley. Pegg, S., Patterson, I., Axelsen, M. (2011), “Sporting Events and the use of alcohol by University students: managing the risks”, Event Management, 15, pp. 63-75. Read More