2. Difference B/W Operations & Production
Event Operations
• The set of activities comprising supervision, planning
and designing of operations in the field of event of
goods and services is termed as operations.
• The purpose of operations is to make certain that
the operations of a business are efficient and
effective and result in minimum of wastage.
• Operations tries to cut down resources involved in
Production while at the same time making operations
more effective and productive.
• In fact operations management is more concerned on
processes than people or products.
• Operations management in a nutshell is using
physical resources in an optimum manner, converting
input into output.
Event Production
• Production on the other hand focuses specifically
on the production of goods and services
• It is a broad sum of activities that go into turning
raw material into final, finished product.
• One may feel that production is a subset of
operations, but production in itself is a broad
subject that comprises production planning and
control, inventory management.
• Production management includes all
management activities spanning selection.
Designing, operating, controlling and updating
production system.
3. Operation Management
• Operations management is an area
of management concerned with overseeing, designing,
and controlling the process of production and
redesigning event operations in the production
of goods or services
• It involves the responsibility of ensuring that event
operations are efficient in terms of using as few
resources as needed, and effective in terms of meeting
customer/Client requirements
5. Inputs
Inputs or resources
• Natural or material resources
• Human resources,
• Technological resources
• Entrepreneurial resources)
which are purchased by the organisation
6. Process
• Involve the conversion or transformation of the
resources into products or service
• ( e.g. using project, batch or continuous
process)
7. Output
• Output and the feedback to the organisation
from its customer .
• Feedback helps in overall development of the
organisation in the future.
8. Critical Decisions
Such a conversion or transforming process involves managers in
making many critical decisions. These decisions concern:
• The initial design of the product or service
• The equipment and assets required for the production process
• The skills needed by the employees during the process
• Employee remuneration details
• The location of organisational operations
• Capacity
• Internal facility layout
All of these decisions must be made to support the strategic
direction of the organisation
9. Client Liaison
• A client liaison is a person who liaises between organizations &
Client to communicate and coordinate their activities.
• In the event, liaison work to achieve mutual understanding or unity
of effort among different groups. For incident or crisis management
• Liaison serve as the primary contact for event organisation.
• Liaison often provide technical or subject matter expertise of the
organization.
• Organization embeds liaison in
organizations to provide face-to-face
coordination with client.
10. Pre Event Planning
1. Objectives
2. Planning Committee and Coordinator
3. Target Group
4. Budget
5. Format & Duration
6. Anticipated Attendance Figures
7. Timing
8. Location and Venue
11. Event Objectives
– The aim must be clear-cut before planning can start many
events are damp squibs due to badly defined objectives.
– Decide if it is really necessary,
because there might be cheaper
but equally efficient
ways of reaching your target.
12. Planning Committee and Coordinator
– Set up a planning committee, including the sponsor or his/her
representative, members or employees of all the agencies
involved and people representing the target audience.
– Look for dependable, responsible and flexible people who are
used to teamwork and empowered to make decisions; and
remember: "the more, the merrier" does not refer to planning
committees.
– Appoint a co-ordinator, empowered to make decisions whenever
possible.
– With the aim of controlling expenditure, the co-ordinator should
be the only person authorised to make payments.
13. Target Group
– Pin-point your target group and,
if you are not sure what their
real needs are, identify them by
means of a survey.
– Find out what direct competitors,
peer groups or similar associations are doing at the moment to
identify current trends and, subsequently, any gaps in demand.
– If it is important to reach the widest possible audience, consider
staging a multidisciplinary event or including video conferences,
or web broadcasting.
14. Budget
– Base your budget on previous event histories, if available.
– Establish a budget for the event, setting aside 10% for contingencies.
This is crucial because the financial resources available will have a
direct influence on the rest of the decisions that will have to be made.
– Determine which expenses will be assumed by the Client/sponsor and
which by the participants.
– If any profits are anticipated or if the event should break even, identify
all sources of revenue.
– Study all possible risks before deciding on the type of insurance
coverage you ought to purchase, besides public liability, which is a
must.
15. Format & Duration
– Settle on what type of event format would best suit your
target group.
– Be realistic when
establishing its duration.
16. Anticipated Attendance Figures
– When calculating anticipated attendance figures, do not get carried away.
– If event histories are unavailable, conduct a market research and/or a
survey (albeit costly and time-consuming, it can save you money and a lot
of stress in the long run).
– Decide on whether any speakers and/or VIPs will be invited and if
interpreters will be needed.
– Calculate the number of staff you will require at the event and whether
you will be relying on your own workforce or on casual staff.
– If the event is to be staged abroad, consider hiring casual staff.
– Take into account that big events or those attended by VIPs will require
security measures.
– Make special arrangements for participants with disabilities.
17. Timing
– In the case of big events, allow yourself at least 12-months lead
time.
– Be flexible with the dates; when financial resources are limited,
you will need to negotiate the most favourable rates for
accommodation, flights (if applicable), meals, and meeting
rooms or venues.
– Bear in mind religious or bank holidays, school holidays, other
similar events being held at the same time, expected weather
conditions and peak seasons, since all these factors might affect
attendance figures.
– Engage speakers well in advance.
18. Location & Venue
– Decide on where the event is to be staged and at what kind of venue (which of
course should be well-adapted to the format).
– When planning a one-day or short event, choose a venue with good
accessibility, close to where the majority of the target audience lives or works.
(With the low-cost flight boom, and quicker road and rail connections, in some
cases this recommendation can be overlooked).
– Prepare a shortlist of venues, underlining the pros and cons of each one.
– As before, do not be over-ambitious: getting 100 people from different
countries to a mountain retreat in the middle of nowhere is not as simple as
transporting them to a rural convention centre, half an hour away by car from
an international airport.
– If you are going to outsource, partially of totally, prepare a detailed request for
proposal.
19. - In the case of oversees events, the language barrier or just unfamiliarity with
the country in question can lead to misunderstandings, so, budget permitting,
try to work with a local agency or professional.
- Prepare a shortlist of qualified agencies or professionals with a proven track
record or who have been expressly recommended to you.
- When planning your event abroad, monitor the national and international
press on the Internet to keep yourself fully informed about unforeseen
occurrences that could jeopardise it.
- Always have a contingency plan.
- Although the rapid expansion of the Internet now makes it unnecessary, in the
case of big events it is still a good idea to go on at least one venue inspection
trip.
20. Special Request / Requirement
• You may have a situation when client/sponsor can ask
for special request or the requirement.
• Such as additional branding space, VIP Passes, F&B.
• In these some situation, You will try and fulfil
client/sponsor request by using contingent budget or
the MISC. Budget taken while planning
• Situation where the requirement cannot be fulfilled,
You will in depth explain the reason
“Why it cannot be fulfilled” ?
