Conference and Events Planning - Coursework Example

THEORY-FOCUSED ESSAY (CONFERENCE AND EVENTS PLANNING) Introduction Event management refers to the process of applying concepts of project management towards the creation and development of various large scale functions and events like conferences, festivals, formal parties and conventions among others. The event management process involves identification of target audiences, studying about brands, devising event concepts, logistics and planning as well as coordinating technical aspects prior to the launch of actual events. Additionally, the venues for these meeting need to be carefully chosen in order to help achieve the set objectives in the most effective way; for this reason, besides organizational events planners, the need to have a person or entity that can guide the organisation towards effective event, meeting and conference planning The planning and coordination process for the particular event is often called event planning and often includes scheduling, budgeting, getting the necessary tools and equipment, scheduling among other important plans (Berridge 2007, p, 55). Currently, the event industry in many countries has really expanded, comprising of events of various sizes. These events range from Olympics all the way to mere breakfast meetings for individuals and corporate groups. Many charitable organizations and other interest groups often hold various events and conferences in the aim of marketing their products and services, building relationships, celebrating achievements and raising money (Mina 2002, p. 31). This paper examines the process of events and conference planning, focusing on the role of meeting architect in creating successful event programs. The Meeting Architect The success of any event or conference lies in the effectiveness of the plan that one had before the entire process. Before planning for an event, it is important to understand the reasons why that particular meeting or event is being held before commencing on its planning process. It is important to realize that in modern times, conferences centers provide effective environments for holding meetings and various corporate functions. However, having a “meeting architecture” provides a proper guide for having successful events and other meetings for individuals and corporate organizations. A “meeting architecture” is more than just a physical architecture; it can always improve on the experience of a centre, helping to convert just a god meeting into a very great and successful one (Allen 2010, p. 67). Meeting architecture refers to the process by which meetings are effective planned from an inside-out perspective. In this kind of approach, the focus on the event planning process s more than just about logistics management in that it examine some of the wider experiences that bring needed outcomes while assessing their effectiveness of such results. After making the assessment process, the meeting architecture makes recommendations and course corrections, which are applied in proceeding meetings. In general, a meeting architecture is about establishing something that has a lot of impact compared to typical meetings. The first process in creating and implementing a meeting architecture involves identifying change, motivations, skills and knowledge as well as connections that may be needed for the participants of meetings. In executing the meeting, the architecture plan integrates some of the best practices from different other professions like environmental design, which enhances the learning process and retention of information learned in the future (Jennings 2007, p. 90). Currently, it is important to understand that conference centers in many countries have began adopting the idea of meeting architecture. The result of this development has been facilitation of uniquely designed settings offering of specialized services and technical sophistication that is directed towards gathering of all kinds of information that can enhance a successful meeting or event. The importance of environmental awareness In order to have a successfully implemented meeting architecture, it is important that facility managers place top priority in establishing environments that are highly conducive in the execution of measurable and compelling experiences in events and other kinds of meetings. Successful meetings and events are those that often leave business impacts on the participants, enabling them enjoy the experience. Some of the important aspects of a successful meeting architecture include having an improvement in terms of efficiency and revenue (Armstrong 2001, p. 88). This outcome is very important since it plays a central role in determining how content, physical space and the education process will be handled. The architecture gives a good outline of the follow up activities that are to happen at the end of the particular meeting. Participants of such events and meetings organized under a meeting architecture explain that it is very imperative for planners to be keen with the kind of outcomes they expected from such meetings and events (Hukins & Gender 2004, p. 76); thereafter, they should use those particular outcomes to create appropriate experiences for those attending the meetings and events. The key towards the success of such a meeting or event is that all parties attending the meeting are supposed to be very strategic partners who are supposed to make inquiries by having insightful questions and a good listening skill. In this case, they are expected to be actively involved in the planning process as opposed to just a physical environment for serving foods and beverages among other things that are preferred. When it comes to finding a suitable physical site for meetings, Joan Eisenstodt, one of the highly renowned industry consultant and chief strategist in Washington DC explains that conferences centers are often the most convenient and effective sites where this planning ought to take place (Brophy 2013, p. 34). Joan explains that conferences centers are often interested in knowing and understanding people attending the event, purpose of those events, number of participants and other things that they can help provide in order to enhance the success of the meeting (Brophy 2013, p. 34). This information is important because it helps to provide services that can attract clients that are suited for certain conferences and meetings. Most conferences centers try to ensure that they provide all the needed materials and resources for the success of meetings and events, knowing that a good meetings place enables them to get finances and other returns on their investment. For event planners, such a place reduces on the costs that would have been incurred in the construction of physical meetings sites. This money can therefore be used in future marketing and organizations of activities and functions that enhance their performance and success. It is important to realize that as far as environmental awareness is concerned, conference centers are always better placed to ensure the success of an event or meeting. The adaptability that is often associated with conference centers arises from the fact that they are always keen on the kind of physical space and environment in which they are built, knowing that most high people prefer to have meetings and events in places that are quite serene and free from town noises and disturbances (Patel 2008, p. 21). In this case, many people prefer these places because of these and many other features that are often available for events and meetings. In measuring and assessing the success and effectiveness of an event or meeting, it is important that one examines six important factors, which include the healthfulness of the event, its resourcefulness, adaptability, socialness, stimulation as its sustainability (Craven & Golabowski 2006, p. 65). The event manager needs to ensure that he chooses on the kind of factors that are best suited in enhancing the success of his particular event or meeting. The use of the available space depends on the objectives set for the meeting, particular sessions, audience make up among other important features. Role of the meeting architect in creating the event programme It is important to understand that the meeting industry is quite young and developing fast. Many event planners and organizers have been trying to develop strategies and other kinds of approaches to ensure that they exploit the opportunities that are still plenty in this industry. Event planners and organizers have been struggling in understanding the best ways in organizing meetings and events, their formats as well as marketing plans. This follows an understanding that effective event planning has become an idea that many event planners have been following keenly. In the modern business world, many organisations are looking for effective ways by which they can inspire their staff better performance. This goal cannot be achieved if the venues for such planning do not aid in meeting the set objectives; for this reason, the need to have successful events, meetings and conferences has been a key concern in the socioeconomic activities of life. Meeting architects have more often than not been called in order to direct the strategic planning and organisation of high stakes meetings, events and conferences for large and small organisations. These people often require understanding the profile of the organisations they are working for; this knowledge is often very imperative in the process of designing the plan and picture of the meeting. Together with organizational representatives, the meeting architect decides on the strategies that will be used in order to achieve the set goals and objectives for the meeting. Most often, people attending the meeting often feel much more successful, when the meeting venues are those that meet their needs, something that the meeting architects tries as much as possible to achieve. A meeting architect is charged with the duty of ensuring that he organizes events and meetings so that individuals and corporate can have successful and eventful events that meet their set goals and objectives. Therefore, the work of the architect is very imperative in meeting the goals and objectives of successful meetings and events. When meetings are not organized in the best ways, they are bound to fail (Clark 2008, p. 56; Mundry 2000, p. 81). For this reason, it is important to have a successful meeting architecture designed by an architect that understand the needs and dynamics of the particular industry before engaging in events planning and organisation. The main purpose of any meeting or event is to ensure that it meets the purposes to which they have been planned for. For this to happen, the has to be proper planning and implementation of effective strategies and approaches set by the meeting architect together with the particular event planners and organizers (Allen 2002, p. 43; Silvers 2004, p. 34). In achieving the set objectives, the meeting architect has to ensure that in the end, event planners get the value for their money, thus building their portfolio for other meetings to come by. An event program provides the root map for which event organizers use in the process of setting their events and meetings. An effective event program needs to incorporate all the sessions in the event, with proper time plans for each. It should ensure that all the set objectives for the meeting or particular event are achieved in the best way possible (Osland & Rubin 2001, p. 77). This means that the event architect has to be quite inquisitive and knowledgeable in matters relating particular industries that the events comprise. To achieve this, he has to understand the resource and materials requirements for certain events and plan effectively in achieving these particular goals and objectives. How the design of an event programme influences practicalities of food and beverage operations. As pointed out earlier, an event program is the most important tool that determines the success of meetings and events, which means that that have to be prepared by skilled meeting architects. Currently, we have a widespread misconception, which explains that all kinds of operations in the food and beverage industry are similar. This kind of prevailing assumption can be said not to be entirely true because of various reasons. First, the places that serve these kinds of foods are also very different, having clients that have different tastes and preferences. Operations in foods and beverages in hotels are often quite different from those in restaurants and restaurants compared to those at the golf clubs. In hotels and restaurants, particular owners often design their own menu, which fits within their boundaries for certain themes like Italian, French, North America among others. In this process, it becomes evident that the operations for the same items are often varying from one place to another (Allen 2000, p. 72; Abkowitz 2008, p. 51). For event organizers, they are therefore expected to buy certain tools and equipment, hire staff that is best suited in offering those particular services to their clients. For this reason, it is important that event programmers understand all these practicalities in order to create effective programmers that can meet their set goals and objectives. The process of designing an event program is very extensive, meeting architects have the responsibility to ensure that they get familiar with the dynamics of different operations in the food and beverage industry. This follows the fact that from one place to another, people’s preferences and tastes keep on changing, prompting the need for continuous study on these changing faces of consumer behavior. For instance, it is a common observation that most gold clubs often have very many outlets that serve food and beverages; therefore, it is the duty of meeting architects to ensure that different operations in this industry are planned in the best way possible. In most restaurants, the planning of operations is done in various locations so that people can enjoy their meals and other functions in the most conducive environments that are professionally planned. The specialty in these different hotels and restaurants and other centers that offer various operations in foods and beverages are supposed effectively combine with meeting architects in the process of arriving at the best reasonable and accepted standards for particular events. It is in such a combination that people can see the difference in the way experiences are created (Kaszeta 2013, p. 54; Barnes 2001, p. 28). Meetings and events that are prepared under such an effective combination are often very effective because they include the knowledge and skills of all the key players in the industry (Sullivan & Wircenski 2010, p. 34). In the end, they are in a better position to generate an effective event program that addresses the key issues and concerns of the particular events and meetings. Conclusion In conclusion, it is important to understand that the events and meeting industry is quite young and full of opportunities especially for companies joining the industry to offer event planning and organisation services. Many companies and organizations are looking for ways of enhancing their success and performance through such programs as staff training and development, team building among many other functions. Meeting and event architects stand a better chance of exploiting these and many other opportunities that are available in the industry. However, their success lies in understanding the dynamics of the industry and designing programs that address the particular needs of event planners and organizers. It is important that these architects conduct research and studies over different operations in different industries in order to assist them in the process of planning and organizing for various events and meetings. Bibliography Abkowitz, M. 2008. Operational risk management: A case study approach to effective planning and response. John Wiley & Sons, Hoboken, N.J. Allen, J. 2000. Event planning: The ultimate guide to successful meetings, corporate events, fundraising galas, conferences, conventions, incentives, and other special events. John Wiley & Sons Canada, Toronto. Allen, J. 2002. The business of event planning: Behind-the-scenes secrets of successful special events. J. Wiley & Sons, Toronto. Allen, J. 2010. Events Management. Elsevier Science, San Francisco. Armstrong, J. 2001. Planning special events. 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