SeaFare Event Plan

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An event plan for the mock launch of a new cross channel ferry route.

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SeaFare Event Plan

  1. 1. Event Plan <br />EventSeaFare Dover – Calais Launch<br />Date14th July 2006<br />Client:SeaFare Ferries<br />Objectives of Event (External)<br />Specific to the new Dover – Calais route:<br />Generate 2,500 enquires within the first month.<br />Generate 1,000 bookings within the first month.<br />Raise the profile of SeaFare through a range of media.<br />Objectives of Event (Internal)<br />Build SeaFare staff relations.<br />Build a stronger corporate image for the SeaFare brand.<br />Trial the use of Wireless Internet technology on a cross channel ferry.<br />Event Overview<br />The event is being organised by Ted PR on behalf of SeaFare ferries. <br />Event to be in 3 parts:<br />oTeaser Advertisement – A small teaser advertisement will be circulated in the local press 2 weeks before the launch to generate interest in the launch.<br />oPress Launch – John Rodgers will dress up in swimming costume along with other members of the SeaFare crew. He will then announce the new low cost route. The crew will be surrounded by posters announcing the offer. The new ferry will also be in the background. This will provide good photo and interview opportunities.<br />oPublicity Event - The press will be toured around the new ship and then partake in cheese and wine tasting.<br />Style and Branding:<br />Light hearted, entertaining and relaxed press launch.<br />SeaFare branding to be used throughout and wherever possible.<br />Overall styling to be contemporary and simple.<br />Background to Event<br />SeaFare are launching a new route from Dover – Calais on the 14th July 2006 with a low introductory fare of just £4.99 per passenger each way. SeaFare want to launch the service with a high impact press launch. <br />Team Members<br />Below is a list of the team members involved on the project. Their initials are shown on the critical path and the schedule for the event day.<br />Ted PRStuart TownsendEvents CoordinatorLaura TryEvents AssistantSeaFareFrom Head OfficeJohn RodgersChairmanJohn SmithHead of MarketingPeter JonesHead of Public RelationsSimon ParkerFinance ManagerPaul TrySales DirectorSharon TuckerHuman ResourcesFrom the Ferry CrewBrian FlemingSpirit of England CaptainLucy PowerFerry ManagerJohn SpicerRestaurant ManagerJustine PlampingSeaFare StaffTrevor SmithSeaFare StaffBetty AllenSeaFare StaffTim WheelerSeaFare StaffJohn KittSeaFare Staff<br />Attached on the following pages:<br />Critical Path <br />A detailed critical path outlining all the steps needed to stage the event. Clear deadlines are set out for each step as well as those responsible for them. Some slack has been built into the amount of time given to critical parts of the process in case of unforeseen problems.<br />Event Day Schedule<br />A detailed hour by hour plan of what happens on the day of the event, including who takes responsibility for what.<br />Budget<br />Broken down into different project areas so as to ensure there is no overspend in any area.<br />Contingency Plans<br />Bad Weather<br />The timing of the event means that rain is less likely however in the event of bad weather:<br />-Marquee erected on dockside (large enough to accommodate all attendees).<br />-Umbrellas to hand for photo shoot (SeaFare branded).<br />Mayor Unavailable<br />-Have made plans to invite other dignitaries such as local MP and local councilors. If they all turn up great, but it means that the event is not just relying on one person.<br />Transport Delays<br />-The schedule should be flexible so that in the event of the majority not being able to make the 9:30am start things can be shifted back slightly. This has been agreed with Dover Marina and other interested parties.<br />RATIONALE FOR EVENT PLAN<br />Aim/ Objective:<br />Provide a critical path of work that needs to be done in the run up to the event.<br />All parties can ‘sing from the same song sheet’. This will minimise the risks involved with such an important launch.<br />Target Audience:<br />Internal Stakeholders:<br />Ted PR Personnel. <br />External Stakeholders:<br />SeaFare Employees.<br />Design for Life (Design Agency).<br />Catering Suppliers (Cheese and Wine).<br />Hire Companies.<br />Dover Marina Representative.<br />Key Message(s):<br />Ensure all team members know what tasks they have and when they have to do them by.<br />Ensure that project is completed on time and within budget.<br />Planned Activity:<br />Meetings to be held at the beginning middle and end of the planning process to ensure everything is going to plan. These will be attended by all team members.<br />The first meeting will set the objectives, target audiences, target media and budget for the event.<br />The second meeting will be on the 1st June and will be at such a point in the process that attendees can be confirmed and all projects to be briefed to the design agency can be agreed. Any problems raised at this point can be identified and acted upon.<br />The third meeting will be after the event has taken place and will evaluate the success of the event and to what degree the original objectives were met.<br />Tactics:<br />Assign tasks to relevant team members.<br />Present and hand out event plan at first team meeting.<br />Collate minutes and action points from each meeting.<br />Evolve plan based on minutes raised from each meeting.<br />Evaluation: <br />When evaluating the success of the event. The objectives set out at the beginning of this document should be assessed to decide whether the event has been a success.<br />External: <br />Number of Enquiries:<br />There were just under 2,000 enquires in the month following the event. SeaFare were pleased with this although were surprised at how many came through the company’s website. SeaFare and Ted PR will put more focus on web PR for future campaigns.<br />Number of Bookings:<br />There were 1,700 bookings in the first month higher than was expected. This was mainly due to the strong introductory offer that was communicated as part of the overall press coverage.<br />Raise the profile of SeaFare through a range of media:<br />The amount of press coverage gained was large, although the photos of John in his swimwear were the highlight. A full list of press clippings is available on request.<br />Internal:<br />Build SeaFare staff relations:<br />Since the launch SeaFare’s staff has arranged a charity football match and a Christmas party.<br />Build a stronger corporate image for SeaFare:<br />The production of so many pieces of branded material has led to an improved corporate style guide that can be used for future projects.<br />Trial the use of Wireless Internet technology on a cross channel ferry:<br />The event successfully promoted the use of Wireless Internet technology. The number of users exceeded SeaFare’s original expectations. They now intend to roll this out across the rest of their UK routes.<br />Recommendations:<br />The critical path ensured that most tasks were completed in time although as some of the team players were external organisations some factors were always going to be beyond the control of the PR agency and SeaFare.<br />The inclusion of a contingency fund was essential as the costs of some elements of the plan were higher than first thought ensuring that the project still came in on budget.<br />The production of the launch leaflet has meant that SeaFare can reuse the basic design and re promote its other UK routes.<br />

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