Eventbekes en

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What is an event? Which different kinds of events are know? How to organise an event?

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Eventbekes en

  1. 1. Event ManagementEric Van CauwenbergeSzent István University Békéscsaba
  2. 2. Event Management - Topics• Definition of an event• Definiton of an event – Categorization• Definiton of an event – Typology• Characteristics of events• Managing events:
  3. 3. Event Management – Topics - Managing eventso Making a starto Events planningo Financial management and the budgeto The event: venue-finding, logistics and ambienceo Marketing and public relations for eventso Managing the event as a projecto The organization manager and the team: during theevento Close-down, evaluation and legacies
  4. 4. Event Management - Topics• Definition of an event• Definiton of an event – Categorization• Definiton of an event – Typology• Characteristics of events• Managing events:
  5. 5. Definition of EventThat phenomenon arising from those non-routineoccasions which have leisure, cultural, personal ororganizational objectives set apart from the normalactivity of daily life, whose purpose is to enlighten,celebrate, entertain or challenge the experience ofa group of people 5
  6. 6. Event Management - Topics• Definition of an event• Definiton of an event – Categorization• Definiton of an event – Typology• Characteristics of events• Managing events:
  7. 7. Definition of event - Categorization 7
  8. 8. Event Management - Topics• Definition of an event• Definiton of an event – Categorization• Definiton of an event – Typology• Characteristics of events• Managing events:
  9. 9. Definition of event - Typology 9
  10. 10. Event example• Csabai Kolbászfesztivál 28-31/10/2011
  11. 11. Event Management - Topics• Definition of an event• Definiton of an event – Categorization• Definiton of an event – Typology• Characteristics of events• Managing events:
  12. 12. Characteristics of events 12 Eric Van Cauwenberge
  13. 13. Characteristics of eventsUniqueness: key element of all events, each one will be different Participants, surroundings, the audience or any number of other variants will make the event unique Eric Van 13 Cauwenberge
  14. 14. Characteristics of eventsPerishability: if we regard events as unique, they cannot be repeated in exactly the same way It relates also to the use of facilities Every event will be very time dependent 14 Eric Van Cauwenberge
  15. 15. Characteristics of eventsIntangibility: with events the activity is more or less intangible This intangibility is entirely normal for service activities It is important for event organizers to bear in mind that even the smallest tangible item will help to sustain people’s idea of how good an event has been 15 Eric Van Cauwenberge
  16. 16. Characteristics of eventsRitual and ceremony: many modern ceremonial activities are “fossilized” or reinvented versions of old traditions The original tradition might have had some key role in the ceremony, now lost, but the ritual of doing it still continues Often the ritual ceremony is there because it does, in fact, emphasize the continuity of the tradition 16 Eric Van Cauwenberge
  17. 17. Characteristics of eventsAmbience and service: Ambience is one of the most important determiners of the outcome = experience An event with the right ambience can be a huge success An event with the wrong ambience can be a huge failure At a personal event the ambience may be created by the people who are there 17 Eric Van Cauwenberge
  18. 18. Characteristics of eventsPersonal contact and interaction: in service situations customers have frequent contact with staff and this often determines the quality or otherwise of the experience People attending events are frequently themselves part of the process A room decorated for a party may look nice, but will not come to life until it is full of guests 18 Eric Van Cauwenberge
  19. 19. Characteristics of eventsLabour-intensiveness: the more complex and the more unique, the more likely it is to be more labour-intensive, both in terms of organization and of operation The organizational issue relates to the need for relatively complicated planning to enable the service delivery to be efficient 19 Eric Van Cauwenberge
  20. 20. Characteristics of eventsFixed timescale: events run to a fixed timescale, unlike routine activities which can carry on indefinitely The timescale could be very short or very long Many events are actually composed of a sequence of short bursts of activity, with pauses or breaks in between 20 Eric Van Cauwenberge
  21. 21. Event Management - Topics• Definition of an event• Definiton of an event – Categorization• Definiton of an event – Typology• Characteristics of events• Managing events:
  22. 22. Managing events 22 Eric Van Cauwenberge
  23. 23. Event Management – Topics - Managing eventso Making a starto Events planningo Financial management and the budgeto The event: venue-finding, logistics and ambienceo Marketing and public relations for eventso Managing the event as a projecto The organization manager and the team: during theevento Close-down, evaluation and legacies
  24. 24. Managing eventso Making a start: getting started has two aspects: finding people to do the job and sorting out or screening the idea = concept• The initial stage depends on what kind of activity is going on – what the objectives are• Events can be personal, leisure, cultural, organizational, entertainend• It may be organized by volunteers or by professionals 24 Eric Van Cauwenberge
  25. 25. Event Management – Topics - Managing eventso Making a starto Events planningo Financial management and the budgeto The event: venue-finding, logistics and ambienceo Marketing and public relations for eventso Managing the event as a projecto The organization manager and the team: during theevento Close-down, evaluation and legacies
  26. 26. Managing eventso Events planning: Planning is vital to the success of events, because of their complexity, their ununsual requirements• Objectives and getting started• Financial and marketing planning• Organizing and preparing the event• Implementing: running the event• Divestment/legacy 26 Eric Van Cauwenberge
  27. 27. Managing eventsObjectives and getting started What is the event intended to do? to celebrate, to entertain, to fund-raise, to create ROI? Demand and operational planning: the issue of demand may not seem directly relevant For allmost all events demand and the potential market are an issue Sometimes just a question of numbers 27 Eric Van Cauwenberge
  28. 28. Managing eventsFinancial and marketing planning The organizer should be able to quantify the size of the event – how many people are coming, whether there is any competition or complimentation? The issue of pricing is very important – some inexperienced organizers underestimate the various costs – the ticket price has to be based on it All events require marketing planning 28 Eric Van Cauwenberge
  29. 29. Event Management – Topics - Managing eventso Making a starto Events planningo Financial management and the budgeto The event: venue-finding, logistics and ambienceo Marketing and public relations for eventso Managing the event as a projecto The organization manager and the team: during theevento Close-down, evaluation and legacies
  30. 30. Managing eventso Financial management and the budget For many events there will be both an income and expenditure – good financial control is important to the success The setting of objectives is important and also the key to what has to be done financially The budget may be no more complicated than a list of revenues and costs or it may be vastly complicated – what is the financial objective? Making money or cover its costs? 30 Eric Van Cauwenberge
  31. 31. Managing eventso Financial management and the budget We have assumed that income is derived from people buying tickets There might be other sources of income It is a misconception that an event will easily attract sponsorship Local authorities or other funding agencies might be willing to put money into an event 31 Eric Van Cauwenberge
  32. 32. Event Management – Topics - Managing eventso Making a starto Events planningo Financial management and the budgeto The event: venue-finding, logistics and ambienceo Marketing and public relations for eventso Managing the event as a projecto The organization manager and the team: during theevento Close-down, evaluation and legacies
  33. 33. Managing eventso The event: venue-finding, logistics and ambience Support functions, such as food and drink, music and entertainment, technical and related activities and services can be very complicated – different types of events will require different support services The location of the event, the range of potential venues available will be critical to success 33 Eric Van Cauwenberge
  34. 34. Managing eventso The event: venue-finding, logistics and ambience Site visits are useful, but the organizer needs to have a reasonable idea of event requirements before visiting venues – the first impression is important The event may have special power requirements, it might need additional utilities (e.g. telecoms, gas, water, sewerage, waste removal) 34 Eric Van Cauwenberge
  35. 35. Managing eventso The event: venue-finding, logistics and ambience Logistics in events terms includes activities such as: ticketing and enquiries, arrival and departure of visitors, the flow of people, equipment, suppliers, artists and crew arround the venue The organization of catering varies according to the type of venue – there is a choice between in-house catering and contracted-out catering 35 Eric Van Cauwenberge
  36. 36. Managing eventso The event: venue-finding, logistics and ambience Bars for events are of two types: paid and cash – VIP’s have free drinks – guests may cover their first drink There is also the related issue of drinks served during a meal Technical services that venues are expected to provide are becoming sophisticated 36 Eric Van Cauwenberge
  37. 37. Managing eventso The event: venue-finding, logistics and ambience The backdrop, or staging is of major concern – backdrop may be a matter of considerable technical expertise incorporating stage design elements Lighting’s main purpose is to provide ambient lightning, to highlight artists or speakers, to light backdrops and to enhance the atmosphere 37 Eric Van Cauwenberge
  38. 38. Managing eventso The event: venue-finding, logistics and ambience Provision of professional sound systems is often necessary There are also issues of sound re-inforcement needed to go with visual tools and multimedia presentations, to provide atmosphere Cleaning and clearing are issues sometimes neglected 38 Eric Van Cauwenberge
  39. 39. Managing eventso The event: venue-finding, logistics and ambience Ambience is often significant to the creation of a good event Visitors respond to stimulus of their senses of smell, sight, touch, hearing and taste 39 Eric Van Cauwenberge
  40. 40. Event Management – Topics - Managing eventso Making a starto Events planningo Financial management and the budgeto The event: venue-finding, logistics and ambienceo Marketing and public relations for eventso Managing the event as a projecto The organization manager and the team: during theevento Close-down, evaluation and legacies
  41. 41. Managing eventso Marketing and public relations for events: careful marketing planning and effective marketing are required for activities Target market refers to the people who could be coming to a particular event The issue for the events organizer is how much is known about the potential target market and whether this can be used to marketing’s advantage 41 Eric Van Cauwenberge
  42. 42. Managing eventso Marketing and public relations for events: careful marketing planning and effective marketing are required for activities Part of the process of identifying the target markets involves knowing where your visitors will be coming from The most important is that this knowledge enables some thought to be given to how to promote the event to a particular group 42 Eric Van Cauwenberge
  43. 43. Event Management – Topics - Managing eventso Making a starto Events planningo Financial management and the budgeto The event: venue-finding, logistics and ambienceo Marketing and public relations for eventso Managing the event as a projecto The organization manager and the team: during theevento Close-down, evaluation and legacies
  44. 44. Managing eventso Managing the event as a project: in setting objectives these can be tested using the SMART formula Specific Measurable Achievable Realistic Timely 44 Eric Van Cauwenberge
  45. 45. Managing eventso Managing the event as a project Legalities and Insurance: include licensing, health, safety and insurance requirements which are the key to secure operations System set-up and ticketing: you can use various methods of channels – central ticket office or the use of a ticketing agency Operational activities: organizer’s office, receiving of supplies, transport and parking, welcome visitors 45 Eric Van Cauwenberge
  46. 46. Event Management – Topics - Managing eventso Making a starto Events planningo Financial management and the budgeto The event: venue-finding, logistics and ambienceo Marketing and public relations for eventso Managing the event as a projecto The organization manager and the team: during theevento Close-down, evaluation and legacies
  47. 47. Managing eventso The organization manager and the team: during the event: the organization and staffing vary considerable The key members of staff might be the only paid staff, others can be volunteers Volunteers are people who choose to contribute their time, skills, effort and experience without pay, to benefit a cause or the community in which they live 47 Eric Van Cauwenberge
  48. 48. Managing eventso The organization manager and the team: during the event: the organization and staffing vary considerable Finding staff can be conventional but recruiting volunteers can be complicated The co-ordination of a wide range of disparate and even unusual activities, facilities and services can be overwhelming 48 Eric Van Cauwenberge
  49. 49. Event Management – Topics - Managing eventso Making a starto Events planningo Financial management and the budgeto The event: venue-finding, logistics and ambienceo Marketing and public relations for eventso Managing the event as a projecto The organization manager and the team: during theevento Close-down, evaluation and legacies
  50. 50. Managing eventso Close-down, evaluation and legacies the most obvious close-down activities are the physical ones: the big clear-up once the doors have closed and the last visitor has gone There should be a meeting of the various interested parties to evaluate the event The evaluation should use all the various sources of information available 50 Eric Van Cauwenberge
  51. 51. Event Management Company 51 Eric Van Cauwenberge
  52. 52. Roadbook Event Management 52 Eric Van Cauwenberge
  53. 53. 06.07.11
  54. 54. Flanders• is the northern region of Belgium• has a Dutch speaking population• 13.522 km2 of surface area• 6.252.000 inhabitants (462/ km2)• age structure20 % youths (18-) 60 % working age 20 % senior citizens (65+)
  55. 55. Chart of the Flemish Educational System Doctor Min. 120 ECTS only at universities at universities and Min. 60 advanced Master at university colleges in the framework of an association ECTS and at postgraduate training institutions Min. 60 advanced Bachelor Master – at universities and at university colleges in Min. 60 ECTS only at university colleges the framework of an association ECTS bridging course professional Bachelor academic Bachelor (profession-oriented Bachelor)Min. 180 Min.180ECTS ECTS only at university colleges at universities and at university colleges in the framework of an association secondary school-leaving certificate giving access to higher education
  56. 56. Higher education (196.226)• Universities (79.158 students) ACADEMIC BACHELOR + MASTER + PhD studies are academic integration of education and research (fundamental research = major task)• University Colleges ACADEMIC BACHELOR + MASTER studies are academic HOGESCHOLEN (based on scientific knowledge 117.068 students rather than linked to specific professions) PROFESSIONAL BACHELOR
  57. 57. Professional Bachelor• Study period of three years = 180 ECTS (professional bachelor degree)• Courses are practise-oriented and include practical professional training• Courses prepare students for specific professions in industry, commerce, agriculture, health and rehabilitation, social work, teaching, applied arts, computer-related fields (ICT) or the media
  58. 58. Professional Bachelor 10 fields of study• architecture• audio-visual and fine arts 10• biotechnology (3) 4 9 6• health care (4) 5• commercial sciences and business 3 management (5)• industrial sciences and technology (6)• music and dramatic art• nautical sciences• teacher training (9)• social work (10)
  59. 59. KATHOKatholieke HogeschoolZuid-West-Vlaanderen
  60. 60. Your future @ KATHOKATHO, the place to be for a broad choice andinteresting offer! • 8.500 students • 890 staff members (582 FTE) • 1.600 graduates • 700 final projects • 4 campuses • 7 departments • 6 basic study-areas • 18 practice-oriented basic trainings with 41 specialisations • 39 centres of excellence • 70 applied research projects • 2 master programmes in cooperation with K.U.Leuven
  61. 61. KATHO 8.500 students• Health care HIVV Kortrijk and HIVB Roeselare• Applied Social Studies IPSOC Kortrijk• Education PHO Tielt and RENO Torhout• Applied Engineering, technology and informatics VHTI Kortrijk• Biotechnology HIVB Roeselare• Commercial sciences and business management HANTAL Kortrijk
  62. 62. KATHO
  63. 63. KATHO
  64. 64. Commercial sciences and business management KATHO - HANTAL •Office Management • Management assistant • HR Officer • Medical management assistant
  65. 65. Commercial sciences and business management KATHO - HANTAL •Business Management • Accountancy and taxation • Event management • Finance and insurance • Logistics management • Marketing • Real estate and insurance • Business management and entrepreneurship • Automotive management
  66. 66. KATHO - HANTAL
  67. 67. Essential characteristics• focusing on the individual student• permanent updating of staff members• internationalization
  68. 68. KATHO - INTERNATIONALKATHO has more than 250 international exchangepartners worldwide. KATHO is also a valuedmember of several Erasmus thematic networks.Every year we have about 200 foreign students whocome to study at KATHO, a number only equalled bythe number of outgoing students.
  69. 69. KATHO - INTERNATIONALAnnually, about 150 KATHO lecturers go abroad andduring the International Weeks (organised atdepartmental level) we host at least 80 foreigncolleagues.Our incoming students enjoy a special programmedepending on the department they have selectedand they take part in our weekly, modular courseson Global Issues of the 21st Century".
  70. 70. Contact KATHO International Office Doorniksesteenweg 145 B-8500 Kortrijk - Belgium tel. + 32 56 26 41 64 fax + 32 56 26 41 35internationaloffice@katho.be www.katho.be/international
  71. 71. KATHOKöszönöm a figyelmet

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