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HKBU Lecture 3 -  festive event planning
HKBU Lecture 3 -  festive event planning
HKBU Lecture 3 -  festive event planning
HKBU Lecture 3 -  festive event planning
HKBU Lecture 3 -  festive event planning
HKBU Lecture 3 -  festive event planning
HKBU Lecture 3 -  festive event planning
HKBU Lecture 3 -  festive event planning
HKBU Lecture 3 -  festive event planning
HKBU Lecture 3 -  festive event planning
HKBU Lecture 3 -  festive event planning
HKBU Lecture 3 -  festive event planning
HKBU Lecture 3 -  festive event planning
HKBU Lecture 3 -  festive event planning
HKBU Lecture 3 -  festive event planning
HKBU Lecture 3 -  festive event planning
HKBU Lecture 3 -  festive event planning
HKBU Lecture 3 -  festive event planning
HKBU Lecture 3 -  festive event planning
HKBU Lecture 3 -  festive event planning
HKBU Lecture 3 -  festive event planning
HKBU Lecture 3 -  festive event planning
HKBU Lecture 3 -  festive event planning
HKBU Lecture 3 -  festive event planning
HKBU Lecture 3 -  festive event planning
HKBU Lecture 3 -  festive event planning
HKBU Lecture 3 -  festive event planning
HKBU Lecture 3 -  festive event planning
HKBU Lecture 3 -  festive event planning
HKBU Lecture 3 -  festive event planning
HKBU Lecture 3 -  festive event planning
HKBU Lecture 3 -  festive event planning
HKBU Lecture 3 -  festive event planning
HKBU Lecture 3 -  festive event planning
HKBU Lecture 3 -  festive event planning
HKBU Lecture 3 -  festive event planning
HKBU Lecture 3 -  festive event planning
HKBU Lecture 3 -  festive event planning
HKBU Lecture 3 -  festive event planning
HKBU Lecture 3 -  festive event planning
HKBU Lecture 3 -  festive event planning
HKBU Lecture 3 -  festive event planning
HKBU Lecture 3 -  festive event planning
HKBU Lecture 3 -  festive event planning
HKBU Lecture 3 -  festive event planning
HKBU Lecture 3 -  festive event planning
HKBU Lecture 3 -  festive event planning
HKBU Lecture 3 -  festive event planning
HKBU Lecture 3 -  festive event planning
HKBU Lecture 3 -  festive event planning
HKBU Lecture 3 -  festive event planning
HKBU Lecture 3 -  festive event planning
HKBU Lecture 3 -  festive event planning
HKBU Lecture 3 -  festive event planning
HKBU Lecture 3 -  festive event planning
HKBU Lecture 3 -  festive event planning
HKBU Lecture 3 -  festive event planning
HKBU Lecture 3 -  festive event planning
HKBU Lecture 3 -  festive event planning
HKBU Lecture 3 -  festive event planning
HKBU Lecture 3 -  festive event planning
HKBU Lecture 3 -  festive event planning
HKBU Lecture 3 -  festive event planning
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HKBU Lecture 3 - festive event planning

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  • 1. Festive Event Management Subject Code: CEM4103 Lecture 3Festive Event Planning Developed & Presented by : Roy Ying Note: Pictures used in this power point file is for academic Purpose only
  • 2. Agenda1. Elements of strategic festive event planning process2. Establishment of festive project management structure3. Determining festive event site and date4. Festive event risk management, legal considerations and insurance
  • 3. Festive Strategic Planning• Understand the festival’s mission• Clearly state the event’s objectives and goals• Create an organization structure and recruit talented people and partners• Create tactical plans to achieve objectives• Execute plans and then measure results
  • 4. Mission, Vision, ObjectivesNeed specific festive goals. For example,• Event has potential to be a long-term income generator.• Event provides value to the stakeholders.• Event enhances the image and visibility of the Community, not only for hosting the event, but also for the use of proceeds for the betterment of the community.
  • 5. Class Discussion 1• Name the common objectives of the following festive events? – Hong Kong Brand & Product Expo – Hong Kong Winter Shopping Carnival – Hong Kong Wine & Dine Festival
  • 6. Class Discussion 2• Name one thing in common the organizer has done in achieving their objective? – Ruby 7 – UBS Hong Kong Open – New Year Horse Racing
  • 7. Case Study
  • 8. Question• What are the objectives of the Hong Kong Film Festival?• Through what direction the organizing is heading to achieve these objectives?• Who are the relevant stakeholders?
  • 9. Agenda1. Elements of strategic festive event planning process2. Establishment of festive project management structure3. Determining festive event site and date4. Festive event risk management, legal considerations and insurance
  • 10. Festive Management Structure• Organizing Committee
  • 11. Festive Event OC membership• Usual composition – Organizer (i.e., religious group, sporting association, government agency, community, exhibition organizer) – Co-organizers – Major sponsors – Official representatives
  • 12. Question• Who should be the organizer of the following festival events? – Hong Kong Tennis Classic Team Challenge – Asia Game Show – UBS Hong Kong Golf Open
  • 13. Phases of Festive Event Project Management The Event• Source: Project Management Body of Knowledge (PMBOK)
  • 14. Phase 1 – Festive Initiation• Festive Project Charter – this defines the overall vision and project organisation• Feasibility Study - a go or no-go decision should be reached• Appoint the project team – defines roles and responsibilities and assign individuals or appoint PCO
  • 15. Definition – Festive Project Charter• Sometimes refer to as the “terms of reference”• Purpose of this charter – Reasons for undertaking the project – Objectives and constraints of the project – Directions concerning the solution – Identities of the main stakeholders
  • 16. Definition - PCOProfessional Conference Organizer• commonly known as PCOs, are commercial companies that assist host organizations in every aspect of organizing an event. PCOs will be able to assist the committee members and act as the consultant, project manager, hospitality coordinator, local secretariat, housing and tour bureau, etc.• Their services include: – OC secretariat – registration processing – venue management – international media and – programme planning publicity – speaker support – publications and printing – budget control – materials production – sponsorship management – hotel and transportation – event marketing – on-site management
  • 17. Who’s the PCO?
  • 18. Phase 2 - Festive Planning• Create a project plan – most importantly this includes the work breakdown structure and schedule;• Create a resource plan – what roles, capabilities and experiences are required and when;• Create a risk management plan – this will detail how project risks will me mitigated/managed jointly.• Create an acceptance plan – this defines the final acceptance criteria which you, the client (or boss), will use as your final sign-off upon delivery.
  • 19. Phase 3 – Festive Execution• Implementation of all the plans – including hiring of staff, sending out RFP, confirming contractors, and carrying out promotional schedule• Monitoring and controlling – testing the plans and confirming how relevant they are the organizing progresses• Making decisions based on the comparison between the plans and reality• Work in progress reporting to the key stakeholders• Active risk management
  • 20. Phase 4 – the Festival• Control and monitor project team• Communications with all stakeholders• Active achievement of the objectives listed under Festive Project Charter – If it’s a film festival, you want….. – If it’s a competition, you want….. – If it’s a parade, you want….. – If it’s a food festival, you want….
  • 21. Phase 5 - Closure• The last phase of the process – Onsite shutdown including VIP exit, crowd control, equipment and materials packing – Evaluate success / failure based on objectives – Archiving documents and financial reporting – Disbanding of project team – Planning for next event
  • 22. Agenda1. Elements of strategic festive event planning process2. Establishment of festive project management structure3. Determining festive event site and date4. Festive event risk management, legal considerations and insurance
  • 23. Marketing Consideration• From a marketing point of view, instead of focusing on availability and budget, it’s more important to look at – Why you are doing the event – Who you are targeting – Where your target audience is located – When is a good time to host your event – What kind of requirements you need
  • 24. Part of Festive Event Marketing Venue Date PRICE PLACE The Marketing Mix PROMOTION PRODUCT
  • 25. Place• Use your venue in achieving your objectives listed in Festive Project Charter• Considerations should include: – Audience – Event requirement – Availability – Service – Budget
  • 26. Audience• It’s the Who under the 5Ws in festive event marketing• Your choice of venue should – match your audience’s profile – accommodate your expected size of audience – be easily accessible by your target audience – provide service required by your audience
  • 27. Audience• Group discussion – What’s a good choice? – You are managing a private jewelry show promoting X’mas sale – Your target audience are • Mainland big spenders • Wives of rich and famous • Senior female executives • Investment bankers • Expatriates
  • 28. Audience• Choice 1 - Kee Club
  • 29. Audience• Choice 2 - AWTC
  • 30. Audience• Choice 3 – East Hotel
  • 31. Festive Venue Selection
  • 32. Festive Venue Selection
  • 33. Festive Venue Selection
  • 34. Festive Venue Selection
  • 35. MEHK Promotional Video http://www.youtube.com/watch?v=yzsvqR8Mtj8
  • 36. Types of Festive Venues• What’s available? – HKCEC – AWE – Hotels – Public space – Shopping Malls – Restaurants – Boats – Stadiums and Parks – Private Clubs
  • 37. Quiz – can you name these?1 2 34 5 67 8
  • 38. Quiz Answers1. HKCEC roof top2. China Club3. AMC4. L’hotel Nina5. AWE6. Central7. Top Deck8. Shangri-la Atrium (Library)
  • 39. Build your own venue database• A listing of venues with the following information: – Sizes of all the ballrooms and meeting rooms – Contacts of catering sales department – Charts and floor plans (if available) – Special remarks • Membership • Discounts / Surcharge • Minimum Charges • Guest Room Requirements – For public space, you need to get government involved who can help you get all the necessary licences
  • 40. Selecting Festive Event DatesConsiderations include:• Community culture• Event marketing• Feasibility• Market intelligence• Expectation management
  • 41. There are exceptions…• Do Dragon Boat Competitions always happen around Tuen Ng Festival?• In Japan, there is a new “White Day” created one month after Valentines• The Ryder Cup of 1999 was postponed because of 911
  • 42. Agenda1. Elements of strategic festive event planning process2. Establishment of festive project management structure3. Determining festive event site and date4. Festive event risk management, legal considerations and insurance
  • 43. What do we mean by crisis?
  • 44. Risk, incident & crisis management
  • 45. Strategic Responses to RiskAvoidance Reduction Transference RetentionIncludes Reduces Transfer to Acceptingnot the another the lossperforming severity or party to when itan activity likelihood accept the occurs.that could of loss risk. May or Maybe toocarry risk. occurring. may not large or mean cost too insurance. much.
  • 46. Tips for Festive Event Manager• Understand what kind of risks your events are exposed to• Contingency plan costs money. Only draw up “Plan B” if the risks are justified• Use suppliers who are experienced in the kind of event you are organizing• Protect yourself with adequate contract terms and liability insurance• Proper documentation & communication• Involve your boss as much as you can
  • 47. Emergency Personnel Team• You – as event manager and also the PR manager onsite• Spokesperson (1-2)• Phone team• Researcher and writer• Decision maker• Legal council, if applicable
  • 48. First determine what’s wrong, e.g.• Human error• Clerical error• Unauthorized procedures• Inadequate supervision• Inadequate quality control• Misuse of confidential information• Errors of judgement• Inadequate standard operating procedures
  • 49. Develop a core message• You want this message to be heard in every step of how people assimilate info
  • 50. Tell everyone your message!1. Emergency Personnel Team2. Board of Directors3. Employees4. Members5. Other Stakeholders
  • 51. Example – Michael Jackson• Died on 25 June, 2009
  • 52. Crisis Management• "The world lost a kind soul who just happened to be the greatest entertainer the world has ever known," Randy Phillips, chief executive of AEG Live, said in a statement. "Since he loved his fans in life, it is incumbent upon us to treat them with the same reverence and respect after his death.“ 29 June 2009
  • 53. Emergency crisis media interview
  • 54. Designated Spokespersons• Must be a senior officer• Interest and empathy• Honesty and authenticity• Responsive and proactive• Open to criticism• A good story teller
  • 55. Lack of crisis communications preparation
  • 56. Interview skill - Bridging• Don’t Know: I don’t know, but I can tell you…• Time: That may have been the case in the past. Now we are…• Importance: That once was important. What is most important now is…• Completing: I think you would have a more complete picture if you considered…• Yes and No: No, let me explain. Yes, and furthermore…
  • 57. 7 Must Have Elements in Your Crisis Communication Kit1. A list of the members of the crisis management team2. Contact information for key officers, spokespeople, and crisis management team members3. Fact sheets on the company, each division, each physical location, and each product offered.4. Profiles and biographies for each key manager in your company
  • 58. 7 Must Have Elements in Your Crisis Communication Kit5. Copies of your company, division and product logos, your press release format and the scanned in signature of your CEO on disk6. Pre-written scripts answering key questions that you have generated through your crisis scenario analysis7. Contact information for each of your key media contacts both locally, nationally, and if appropriate, key financial press and analysts.
  • 59. Key considerations
  • 60. Remember…
  • 61. What NOT to do
  • 62. Crisis, once happened, is all about communication

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