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Ironwood Company manufactures cast-iron barbeque cookware. During a recent windstorm, it lost some of its accounting records. Ironwood has managed to reconstruct portions of its standard cost system database but is still missing a few pieces of information. Required: Use the information in the table to determine the unknown amounts. You may assume that Ironwood does not keep any raw material on hand. 2. Lamp Light Limited (LLL) manufactures lampshades. It applies variable overhead on the basis of directlabor hours. Information from LLL's standard cost card follows: During August, LLL had the following actual results: Units produced and sold 24,800 Actual variable overhead $9,470 Actual direct labor hours 15,800 Required: Compute LLL's variable overhead rate variance, variable overhead efficiency variance, and over or under applied variable overhead. Variable Overhead Rate Variance Variable Overhead Efficiency Variance Variable Overhead Spending Variance 3. Olive Company makes silver belt buckles. The company's master budget appears in the first column of the table. Required: Complete the table by preparing Olive's flexible budget for Rs.5,700, 7,700 and 8,700 units. Ironwood Company manufactures cast - iron barbeque cookware. During a recent w indstorm, it lost some of its accounting records. Ironwood has managed to reconstruct portions of its standard cost system database but is still missing a few pieces of information. Required: Use the information in the table to dete r mine the unknown amount s. You may assume that Ironwood does not keep any raw material on hand. 2. Lamp Light Limited (LLL) manufactures lampshades. It applies variable overhead on the basis of directlabor hours. Information from LLL's standard cost card follows: During August, L LL had the following actual results: Units produced and sold 24,800 Actual variable overhead $9,470 Actual direct labor hours 15,800 Required: Compute LLL's variable overhead rate variance, variable overhead efficiency variance, and over or under a pplied variable overhead. Variable Overhead Rate Variance Variable Overhead Efficiency Variance Variable Overhead Spending Variance 3. Olive Company makes silver belt buckles. The company's master budget appears in the first column of the table. Required: Ironwood Company manufactures cast-iron barbeque cookware. During a recent windstorm, it lost some of its accounting records. Ironwood has managed to reconstruct portions of its standard cost system database but is still missing a few pieces of information. Required: Use the information in the table to determine the unknown amounts. You may assume that Ironwood does not keep any raw material on hand. 2. Lamp Light Limited (LLL) manufactures lampshades. It applies variable overhead on the basis of directlabor hours. Information from LLL's standard cost card follows: During August, LLL had the following actual results: Units prod.

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Ironwood Company manufactures cast-iron barbeque cookware. During a recent windstorm, it lost some of its accounting records. Ironwood has managed to reconstruct portions of its standard cost system database but is still missing a few pieces of information. Required: Use the information in the table to determine the unknown amounts. You may assume that Ironwood does not keep any raw material on hand. 2. Lamp Light Limited (LLL) manufactures lampshades. It applies variable overhead on the basis of directlabor hours. Information from LLL's standard cost card follows: During August, LLL had the following actual results: Units produced and sold 24,800 Actual variable overhead $9,470 Actual direct labor hours 15,800 Required: Compute LLL's variable overhead rate variance, variable overhead efficiency variance, and over or under applied variable overhead. Variable Overhead Rate Variance Variable Overhead Efficiency Variance Variable Overhead Spending Variance 3. Olive Company makes silver belt buckles. The company's master budget appears in the first column of the table.
Required: Complete the table by preparing Olive's flexible budget for Rs.5,700, 7,700 and 8,700 units. Ironwood Company manufactures cast - iron barbeque cookware. During a recent w indstorm, it lost some of its accounting records. Ironwood has managed to reconstruct portions of its standard cost system database but is still missing a few pieces of information. Required: Use the information in the table to dete r mine the unknown amount s. You may assume that Ironwood does not keep any raw material on hand. 2. Lamp Light Limited (LLL) manufactures lampshades. It applies variable overhead on the basis of directlabor hours. Information from LLL's standard cost card follows: During August, L LL had the following actual results: Units produced and sold 24,800 Actual variable overhead $9,470
Actual direct labor hours 15,800 Required: Compute LLL's variable overhead rate variance, variable overhead efficiency variance, and over or under a pplied variable overhead. Variable Overhead Rate Variance Variable Overhead Efficiency Variance Variable Overhead Spending Variance 3. Olive Company makes silver belt buckles. The company's master budget appears in the first column of the table. Required:
Ironwood Company manufactures cast-iron barbeque cookware. During a recent windstorm, it lost some of its accounting records. Ironwood has managed to reconstruct portions of its standard cost system database but is still missing a few pieces of information. Required: Use the information in the table to determine the unknown amounts. You may assume that Ironwood does not keep any raw material on hand. 2. Lamp Light Limited (LLL) manufactures lampshades. It applies variable overhead on the basis of directlabor hours. Information from LLL's standard cost card follows: During August, LLL had the following actual results: Units produced and sold 24,800 Actual variable overhead $9,470 Actual direct labor hours 15,800 Required: Compute LLL's variable overhead rate variance, variable overhead efficiency variance, and over or under applied variable overhead. Variable Overhead Rate Variance Variable Overhead Efficiency Variance Variable Overhead Spending Variance 3. Olive Company makes silver belt buckles. The company's master budget appears in the first column of the table. Required: Attachment 2/1 The Changing Roles of the Conference & Event Professional & Planning Process - PG - 2014-1.pdf
University of Westminster Centre for Tourism MA Events and Conference Management Events and Conference Planning 2013/2014 Rachel Ley People have changed; • Better educated/qualified • Diverse backgrounds • Better connected • Globally aware • Technically competent • More demanding Music events Festivals & Cultural Events Conferences
Away Days Exhibitions & Trade Shows Seminars Team Building Congresses Webinars Corporate Hospitality Incentives Outdoor Events Sports Events Training Events Product Launches Road shows Awards Dinners Experiential Events Investigator Meetings ....’Fests’ Meetings AGM’s Receptions
Fun Days � Growing importance of events and meetings: ◦ More recognised as a fundamental part of the internal/external communications strategy ◦ Powerful mechanism to connect with increasingly disparate audiences driving change for more ◦ It’s easier to hold a meeting or event! ◦ Events market is diverse; plenty of ‘tools’ to suit most needs ◦ Meetings/events are more accessible ◦ Technology / Digital ◦ Immediacy of purchasing ◦ Globalisation � Technology / Digital advances � Media influences � Social Media � Sustainability � Economic Climate � Global professionalism
� Align best practices � Develop concepts to meet the needs � Learn from experiences (e.g. London 2012!) Organisers who have a formal part of their role dedicated to events: � Conference/Congress/Meetings/Events Planner � Conference/Congress/Meetings/Events Organiser � Event Director/Manager/Executive/Assistant/Co-ordinator etc � Event Organiser Other functions where the role of organising can appear! � Marketing � Sales � HR � Product Development � PR � Etc... � Increasingly seen as a specialist role � Clarity: ◦ Internal Planner = one who works in-house for an organisation or ‘end client’ (corporate or association) and therefore only works with one type of organisation or delegation ◦ External Planner = either: � Independent planner, agency or PCO
� (PCO = Professional Conference Organiser) � Supplier based planner; usually seen within hotels or venues � Seen as service driven � Administratively heavy � Logistic specialists � Territory of women � Unrecognised as a ‘profession’ � Strategic � Consultative � Creative � Tactical � Entrepreneurial � No longer the territory of women � A broader skill base required....
� Entirely possible to be asked to: ◦ Assist with goal and objective setting ◦ Establishing, measuring and evaluative return on investment ◦ Adopt and cascade communication and marketing strategies ◦ Advise and manage content ◦ Evaluate financial viability; including revenue/income and expenditure strategies ◦ Etc......... � How are Planners paid: ◦ Internal Planners; via payroll as a paid member of staff � Independent/PCO’s: 1. Fixed fee for agreed services 2. Percentage of project turnover 3. Hourly against a vendor agreement 4. Commission � Time = money! � “As the transformation of meetings takes place, the role of
the meeting professional must also change. Planners will expand their focus to include a more strategic role in the on- going development of their organisations. One way the meeting professional may do this is to become an ‘interaction specialist’, a highly educated, strategic marketer who facilitates the communication processes that lead to new ideas and ways of accomplishing key organisational objectives”. � David C. Scypinski, Senior Vice President of Industry relations at Starwood Hotels and Resorts Worldwide � Scenarios.... A one day conference; meeting in the am, team activities outside in the afternoon.... ....but nothing arrives....what do you do? You are managing a conference at a conference centre; the delegate hotel is a 20 minute coach trip from the centre. The conference finishes ONE HOUR early. There are no coaches...what do you do??? The night before your conference starts, a delegate commits suicide in the hotel. What do you do?
Your conference is going very well, everything is to time; then your main speaker is delayed by nearly an hour getting to the venue.....what do you do....what is important? You are managing an incentive travel event; whilst there, one of the delegates’ wives has a baby back at home....how do you deal with it? � Leadership Responsibility � Teamwork Calm � Motivation Numerate � Organisation Literate � Negotiation Stamina � Diplomacy Change mgt � Creativity Tenacious � Lateral thinking Attention to detail � Communication Sense of Humour! � Continued diversification
� Client influence will drive the change for demonstrable qualifications � Education pathways/awareness + number of available courses - worldwide � Professional certification (Certificate in Meeting Management and Certified Meeting Professional) � University degree courses � Litigious world � Corporate Manslaughter � Professionalism of industry as a whole � Complexity of events is growing; thus practical requirements changing � Documentation, documentation, documentation ◦ Critical path / production schedule / timeline ◦ Budget / cash flow ◦ Service Orders (Banqueting Event Orders..) ◦ Working document
◦ Contact lists ◦ Programme / Itinerary ◦ Floor plans � With the brief..... ◦ Clarity around the brief ◦ Be sure you know what is being asked ◦ Ask questions; challenge the information ◦ ◦ Sometimes the solution is not obvious, but finding some form of solution is part of the role..... � 200 people � One and a half day conference � Within one hour of London ◦ What questions would you ask to qualify this brief? � 1,000 people from all over the UK � Awards dinner
◦ What questions would you ask to qualify this brief? � Itinerary of day � Budget � Contact reports / meeting notes � Risk Assessments / Crisis Mgt plans � Marketing / PR Plans � Working documents � Contact lists � Service Orders � Floor plans � Briefing documents � Post reconciliation budget � Evaluation Attachment 2/2 Site Selection - choosing a destination and a venue - PG - 2014-1.pdf University of Westminster Centre for Tourism
MA Conference and Events Management 2013/2014 Rachel Ley � DESTINATION: ◦ Where an event takes place � VENUE or SITE: ◦ Which specific property the event takes place within � Geographical suitability � Purpose of the conference or event � Profile and size of the audience � Accessibility – travel distance to country AND venue / transport infrastructure � Range of accommodation available � Social and economic climate � Time/day/date/duration � Budget/currency exchange benefits/tax � History of the conference � Purpose of the conference or event � History � Range of accommodation and availability � Range of meeting / event space requirements
� Programme components � Travel time from the point of departure � Time/day/date/duration � Budget � Convention Bureau (CVB) � Venue booker/finder � DMC’s � Internet � Trade press / trade shows (IMEX, EIBTM, Confex etc) � Travel guides � Embassies � Travel agencies � Your colleagues and peers! � Works differently to corporate clients – source of bid
� Often lead by the CVB � Focus is on Country and City � Bid often takes a long time � Requires the PCO to be the ambassador for the country/city + extended working knowledge / expertise � Mixed country options rarely presented � Bid is often multi-country/city � Requires global expertise or access to it � DMC/local CVB sometimes used, but not always � Proposal must usually include entire package, i.e. flights, accommodation, ground handling etc � Competition is high � Corporate rationale needs to be considered � City Centre or Urban � Airport � Resort and � Country (Try to encourage openness from clients and expand the criteria, e.g. ‘within an hour of an airport/motorway)
� Convention Centre � Hotel � Conference or Training Centre � Academic Venues � Unusual site or venue Convention Centres: � Usually used for large numbers of delegates, a blank canvas, creative solutions possible but can be expensive. Hotel: � Often fixed in what you can do, but can produce results at short notice, infrastructure in place. Conference or Training Centres: � Limited opportunities for creativity, infrastructure in place, great for simple solution, day long solutions. Academic Venues: � Limited availability, large complex campus, cost effective, ideal for long
events for cost conscious clients Unusual Sites/Venues: � Time and budget needed to implement infrastructure, often a one-off experience. � Brand and image � Capacity � Flexibility � Facilities � Service � Cost � Site inspections/venue recce � Proposal contents � Negotiation � Contract etiquette � Production � Conference / event
� Familiarisation trips & continuous learning � Other support – i.e. Hilton days � e.g. www.meetpie.com – venue negotiation seminars � Eventia – www.eventia.org.uk � CIT – www.citmagazine.co.uk � MPI – www.mpiweb.org.uk Attachment 2/3 Conference Food & Beverage Operations - PG - 2014-1.pdf University of Westminster Centre for Tourism MA Event Management Rachel Ley � The ability to plan an excellent food and beverage programme that compliments the event content is key to creating a measurable and enjoyable experience for all event attendees. � This session will focus on: ◦ Identifying how catering can affect the success of the event
◦ What practical and operational considerations must be put in place. Establish: � Who is attending � How many are attending � Purpose of the event � Programme components surrounding � Demographic and culture � Space available � And don’t forget your staff! Think about ‘worst case scenarios’: � Too many people � Space too small � Insufficient food / beverage � Inappropriate food / beverage � Dirty facilities � Queues too long � No where to sit � Inattentive staff
� Briefing, selecting and contracting caterers � Dealing with special requirements � Pre-event catering management ◦ Tastings ◦ Menu planning / checking / labelling ◦ Final numbers � On-site management ◦ Health & Safety ◦ Waste Management � ……..Dealing with the unexpected! � Timing – arrival / departure…and eating � Dress code � Transfers (if applicable) � Seating plans � Programme � Toilets � …….Help! � Where would you? � Location � Culture
� Duration of conference or event � Quantities � When to negotiate: ◦ Quantity not quality ◦ Number of courses ◦ Crew food ◦ Dressing ◦ Food complexity ◦ ….but take care; you get what you pay for….. � The prestigious final night Gala Dinner of a three day/two night conference ◦ 550 people ◦ Pan-European delegation ◦ 50:50 split male:female ◦ Age range: 30 – 45’s ◦ Location is Glasgow ◦ Programme components: welcome cocktail, welcome speeches, four course meal, five Awards,
band � 50% of you are caterers � 50% of you are event managers � Caterers must: create a list of questions and considerations against the information given � Event managers: create a brief for the caterer based on the information from the brief � Together you must: ◦ Create a running order for the evenings ◦ Develop the floor plan to include what goes where ◦ Describe how the menu would be used ◦ Describe what entertainment, dressing, theming etc you would use ◦ Describe the staffing levels and operational considerations you would put into place � Variety � Appropriateness � Operationally viable � People always remember the food! Attachment 2/4 Meeting Content and the Role of the Meeting Architect - 2014-1.pdf
Rachel Ley University of Westminster Centre for Tourism � In the context of events; contentcontentcontentcontent is everything that happens inside the meetings themselves and is usually aligned to the event objectives. Thus there must be a reason reason reason reason for the Meeting or Event There must be areason for the Content Education or learning *** Communication or networking *** Motivation � The importance of format; pace; energy; balance
� Bringing a group of people together results in the consolidation of ideas, thoughts, feelings and actions (good and bad) How do we harness an educational outcome with this information? � ...consider the format and tools available � ….at their own rate! � Some people are analysts; some think in pictures � Sometimes take experiences from event content that is personal to them and can surprise you. � This means that you cannot possibly please all people at all times….. � Suggested formats for educational content: ◦ Top down = Presentation ◦ Horizontal = Discussion ◦ Bottom Up = Crowd Sourcing Or ◦ Presentation by an expert ◦ Peer to peer discussion ◦ Collect feedback
� Passive traditional presentation � Reactive voting systems etc � Active Q&A? � Interactive Q&A / social media � Collaborative on-line communities/blogging � Co-creative wiki-workshop � Participative! Delegates create a tangible product using the educational content of the meeting in a competitive environment � Most formats don’t go far enough…. I hear and I forgetI hear and I forgetI hear and I forgetI hear and I forget I see and I rememberI see and I rememberI see and I rememberI see and I remember I do and I understandI do and I understandI do and I understandI do and I understand � Result of a chance encounter � Un prompted � A trusted relationship that is built from human-to-
human contact cannot be manufactured by technology � Innovation is most commonly a result of likeminded people coming together…. � Do not underestimate the powerpowerpowerpower and valuevaluevaluevalue of networkingnetworkingnetworkingnetworking � Professional � Expertise � Respect � Fun � Evaluation � Connection � Tying ◦ PERFECTPERFECTPERFECTPERFECT � A person who translatestranslatestranslatestranslates the needs of the meeting owner into design elementsdesign elementsdesign elementsdesign elements and building blocksbuilding blocksbuilding blocksbuilding blocks for that meeting.
1.1.1.1. IIIInvestigate 2.2.2.2. DDDDesign 3.3.3.3. EEEExecute 4.4.4.4. AAAAssess IDEAIDEAIDEAIDEA the acronym for the four stages Identify and clarify objectives (and terminology) through questioning Decide concepts/vocabulary that will make the Meeting effective; content flow, experience, facilitation style, venue message etc Debate and ratify the relationship with the meeting with other aspects of business plans and strategy 2. Design Define the words or vocabulary to summarise the objectives you are planning to achieve
Design the content flow, visualise it in a drawing How you want them to experience or interpret the content Then consider; timing, format, guidance, tools, resources techniques, consultancy, methodology, technology etc 3. Execute � Using the model below it is possible to gauge the level of interactivity you may need to incorporate into your event. Essentially the higher you score on any event element to the right hand side, there is likely to be a need to deploy some interactivity rather than assuming it will take place naturally and unaided. www.crystal-interactive.co.uk Event Planning! � Going full-circle ◦ Measurement/evaluation design
◦ What happens to the results? ◦ What happens with the information from the results? ◦ Next steps…… � Marketing and communications � HR � Audio Visual / Technology � Training � Adult Education � Facilitation � Virtual Meetings � Theatre � MindMeeting – www.mindmeeting.org � Crystal Interactive – www.crystal-interactive.co.uk � Involve – www.involveuk.com � iManage – www.imanageperformance.com
Attachment 2/5 Evaluation - measuring return on investment - PG - 2014-1.pdf University of Westminster Centre for Tourism MA Conference and Events Management Rachel Ley � Definition of “evaluation” “to ascertain or set the amount or value of” or “to judge or assess the worth of” � Return on Investment = ROI � Meetings demand measurable results for all key stakeholders: ◦ For the originator / client ◦ For the attendee ◦ For the organiser � Begin with the end in mind….
� Validation ◦ demonstrating strategic value to/for the client ◦ highlighting the value of professional organisation ◦ providing an added value service � Defining the value of a meeting? ◦ Tangible results i.e. financial gains, objectives achieved ◦ Intangible results? 1. Identify and meet with stakeholders 2. Establish measurable objectives 3. Determine measurement tools 4. Develop the content of the event 5. Report the results � Different stakeholders have different objectives…but the meeting must have a primary purpose � Meetings are usually designed to affect peoples:- ◦ Reactions ◦ Learning ◦ Behaviour ◦ Business Results
� 5 Principals of setting objectives – SMART ◦Specific ◦Measurable ◦Attainable/achievable ◦Relevant/realistic ◦Time-based ‘All 25 members of the X Product Sales Division to improve their knowledge of Y product by 25% by the end of the conference’ Education *** Communication *** Motivation � Comprehensive measures are required to assess the total value of a meeting; from budget targets to learning objectives – consider:
◦ Pre and Post Research ◦ Qualitative and Quantitative ◦ Response rate ◦ Measurement Criteria ◦ …remember, people want to be listened to…. � Alternative measurement tools:- ◦ Phone surveys ◦ Focus & Advisory groups ◦ Pre & Post-event knowledge evaluations ◦ Examinations & tests ◦ Secret shoppers ◦ Opinion polls ◦ Audience response systems ◦ Tracking results ◦ Web-based surveys � Tips on measuring ROI � Develop question topics � Select the question and response formats � Select the wording � Determine sequence
� Layout and appearance � Pilot testing � Think about the analysis � A proper accountancy term for evaluating the success of an investment by comparing its cost with the expected gains � ROI (%) = £ Net Programme Benefits x 100 £ Programme Costs � Company X’s annual sales conference in London this year cost £230,000, including the cost of time for those attending. Examination of sales and other data showed the estimated benefit of the conference, due to an increase in performance and a reduction in staff turnover, was a total of £430,000 � ROI (%) = £430,000 - £230,000 x 100 = 87% £230,000 � Company Y recently held a Senior Manager meeting. The cost of the meeting, including time of those attending, was £190,000. The calculated benefits from the conference were £135,000 � ROI (%) = £135,000 - £190,000 x 100 = -29%
£190,000 � Always allow time to collate ROI results and analyse � Report ROI appropriate to the recipient � Reporting ROI as part of the post event debrief meeting � Consider the best format of reporting and sharing results � A basic report will including information on:- ◦ Budgets ◦ Revenues ◦ Delegate numbers ◦ Overall evaluations � An integral part of the event management process ◦ Objective review of all aspects of the event ◦ Eliciting feedback ◦ Learning from participant evaluations � Specific areas for evaluation:- ◦ Budget reconciliation ◦ The planning process ◦ Supplier performance � Understand what you want to achieve – begin with the end in mind….
� Next…! Attachment 2/6 Risk & Crisis Management - PG 2014-1.pdf University of Westminster Centre for Tourism MA Conference and Events Management Rachel Ley snowstorm in their country of departure ◦ Brainstorm the problems ◦ Brainstorm some key solutions ◦ What about communication ◦ Who is responsible?
suicide ◦ Brainstorm the problems ◦ Brainstorm some key solutions ◦ Communication? ◦ Who is responsible? – private dinner - booked…. ◦ Brainstorm the problem ◦ Brainstorm some key solutions ◦ Who is responsible?
big fire at the venue ◦ Brainstorm the problem ◦ Brainstorm some key solutions ◦ Communication? ◦ Who is responsible? , you have a legal, ethical, and financial responsibility to make certain that the event and its operations maintain the highest standards of safety possible”. Silvers 2004:171
keep an event from meeting its goals and objectives’ prevent or reduce this potential’ event from meeting its goals and objectives’. urity of delegates and staff must be the top priority in the event reputation of your company/organisation ine the risks, to assess their likelihood, and to consider how they
would affect the organisation and operation of the event planning process destination, venue, etc), budget, and research security matters; management failures – including habit, inertia, and ignorance her conditions, natural disasters … disputes… 4 basic rules
ans (HAZARDS …) ‘Risk management walk-through’ and external communications (media) , schedule, chain of command and communication, emergency procedures … is a complex issue, involving: ◦ the venue ◦ the conference planner
◦ the suppliers ◦ the delegates – booths – common areas - and often unrewarding difficult nt on a supplier’s contract… welfare of delegates rests with the meeting planner. planner, venues often make the conference planner responsible for a wide variety of risks to the delegates and to the suppliers in a written AGREEMENT
use when a crisis occurs ….write it down, record it, communicate it. cancellation/interruption insurance, weather insurance everyone involved. to know everything about everything…… Attachment 2/Conference Planning 1314-2.docUniversity of Westminster Centre for Tourism Research MA Events and Conference Management
Module Leader: Claire Humphreys4TRS7B8 Conference and Events Planning 2013/2014 _____________________________________________________ ________________________________ 1. Introduction Conference and Events Planning focuses on the processes involved in organising, contracting and bidding for corporate and leisure event business. The module blends academic content and practical activities through lectures, practitioner contributions through guest speakers and a practical coursework assignment requiring students to plan and bid for an event. 2. Module Aims To develop a thorough understanding of relevant business principles and theories, and, based on these, to develop a critical awareness of the complex range of business skills and techniques that are required by those with responsibility for organising corporate and leisure conferences and events either on behalf of clients or for their own organisations. To review the range of problems that can arise in the conference/events organising process and to critically examine examples of good practice in anticipating and solving such problems. 3. Learning Outcomes On successfully completing the module, students will be able to: 1 Demonstrate a sound understanding of relevant business principles and theories of project planning pertaining to the planning of conferences and events 2 Demonstrate a comprehensive understanding of the range of
business skills and techniques that contribute to the organising of successful conferences and events 3 Critically analyse the logistical and strategic tasks that constitute the successive stages of conference/events planning 4 Critically review the elements that constitute the design and content of conferences and events, and demonstrate a full appreciation of the internal and external factors which can determine their design and content 4. Teaching Programme and Organisation The module is led by Claire Humphreys and will be delivered in collaboration with Rachel Ley, a Professional Conference Organiser. All lectures will begin at 2.30pm. Thursday 16th January Introduction to the module CH The changing roles of the conference and event professional RL The planning process Reading: Bowdin et al (2011) Ch 15
Carey (1999) pp9-45 Daniels and Loveless (2012) ch 8 McCabe et al (2000) pp 234-260 Toh, et al (2005) Silvers (2012) pp 4-27 Van der Wagen (2010) pp211-224 Thursday 23rd January Site selection: choosing a destination and a venue RL Reading: Crouch and Louviere (2004) Carey (1999) pp 72-86 Silvers (2012) pp 60-87 Rogers (2008) pp 184-195 Thursday 30th January
Industry engagement CH Thursday 6th February Conference and event food and beverage operations RL Reading: Carey (1999) pp122-130 Daniels and Loveless (2012) ch 11 McCabe et al (2000) pp 279-287 Silvers (2012) pp 280-300 Astroff & Abbey (2006) pp 429-463 Thursday 13th February Design and content planning, Meeting Architecture RL The event tender process Reading
Vanneste (2007) Chapters 5 and 7 Elsborg & Ravn (2006) pp 11-50 Van der Wagen and White (2010) pp 487-495 Allen (2002) pp 47-117 Thursday 20th February The financial, budgetary and legal aspects of RL conferences and events Reading: McCabe et al (2000) pp 343--368 Carey (1999) pp 99-111 Van der Wagen and White (2010) pp 336-348 Thursday 27th February Evaluation: measuring return on investment (ROI) RL
Assignment tutorials Reading: Carey (1999) pp53-62; pp 213-216 Davidson (2003) pp A-151–A-156 Silvers (2012) pp 413-416 Thursday 6th March Independent Study – Group assignment preparation time Independent site visit to Confex (12-13 March). You can register online to attend this event. You will be able to get insight into a variety of products available to enhance events. Thursday 13th MarchRisk assessment and crisis management RL Strategic human resources management for the events industry Reading: Carey (1999) pp 199-207
Tarlow (2002) Chapter 2 Silvers (2012) pp 330-366 Van der Wagen and White (2010) pp 160-182, 252-268 and 271- 284 Goldblatt and Matheson (2009) Thursday 20thMarch Ethical issues RL Reading: Carey (1999) pp238-241 McCabe et al (2000) pp 365-367 Vatner J & Frazier C (2005) Rogers (2008) pp 313-324 Allen (2003) Chapter 1 Thursday 27th March Assignment Presentation
CH/RL Thursday 3rd April Independent study – individual assignment Tutorials available on request (CH) 5. Assessment This module will be formally assessed in two ways: · Theory-focused Essay (50%) TEAM PROJECT (50%) For many Professional Conference Organisers (PCO's) and event management professionals, the opportunity to host an event on behalf of a company or association is only achieved following a detailed bidding process. Successful bidding relies on understanding the objectives of the organisation/event and translating these into a proposal which will meet the desired outcome. This project asks the team to bid for an event, based on the scenario below. There are two elements to this project: 1) Written submission of proposed event (tender document) – Submit no later than 6pm on Thursday 13th March 2014. 2) Presentation outlining proposed event - in class on Thursday 27th March 2014 Scenario: You are assuming the role of an events agency and have been asked to submit a proposal which addresses the event objectives for the client. You must host this event in London. Client Profile: The client is an American computer gaming company.
Event Objective: The client has just introduced a range of new games aimed at the ‘Over-Forties’ market, using app technology on IOS/android mobile phone and tablet platforms. The client wants to hold an event which brings together their European senior sales team. During the event product training will be provided, to aid knowledge and understanding of the new product range. The event will also include a gala evening, at which awards will be made to those achieving top sales on last year's products. The event is also seen as a thank you to the sales staff so incentive elements should also be included in the programme and must be seen as a unique experience that rewards the guests for their efforts. A total of 2 days (including travel) have been set aside for this event, and it is planned for November 2014. The client will assume full responsibility for the content to be delivered during the training session but you must make arrangements for an appropriate venue for a 120 person training session and gala awards night. Participant profile: The participants will include 12 Senior Managers, drawn equally from the client's three European sales offices - in Paris, Frankfurt and Vienna. The senior managers each head their own sales team (comprising usually of about 9 employees) and these sales staff will also be attending the event. In total this comprises 120 pax. Four marketing staff from the San Francisco-based head office will be attending to act as event hosts, along with the US-based Vice-President of Sales, who will be attending to present the awards. Their ages range from 46-66 years. The gender divide is roughly 70% men and 30% women.
Budget: The budget for this event has not been disclosed, however this is an important consideration. All services presented throughout the event must be of a high standard, however the event must not appear extravagant or wasteful. Estimated pricing will be sufficient for the purpose of this bid and you must disclose all the costs of the event including the cost of your service as an agency. Submission of Coursework: Online Submission using Blackboard Your coursework must be submitted electronically via Blackboard. Your work will be scanned automatically through a text matching system (designed to check for possible plagiarism). You will also be able to access your feedback (strengths and weaknesses of your work as well as an annotated copy of your script) and grades via the blackboard grade centre. The deadline for submission is 18.00 – You can still upload your work after this time but the computer system will automatically record any work submitted after 6pm as late. See your course handbook for information relating to penalties for late submission. A faulty internet connection is no excuse for late submission, therefore you are strongly advised to upload your work no later than 17.00 on deadline day (you can submit earlier than this date). Work must be submitted as a pdf (you can save a word file as a pdf using the 'save as' function, changing the document type to pdf). You should include your family name in the title of the document you upload. To submit your coursework through Blackboard Assignment
1. Go to the ‘Assessment’ tab (on left) 2. Click the link to the correct assignment 3. On the next screen in Part 2 find the button titled 'browse my computer'. Click on this link and find the file you wish to upload (your essay). Once you have clicked on the file the title appears listed below the 'browse computer' button. Note: Do NOT click 'Do not attach' link after uploading because this will remove your file. 4. On this same page in part 3 click 'submit' You will receive an email confirming your submission. This will include the date and time of the submission.6. Assessment criteria The coursework is assessed according to the following criteria: 1. Research and Knowledge: Evidence of a thorough investigation, comprehensive and appropriate research undertaken, use of academically credible sources, and a sound knowledge of the topic. 2. Understanding and Analysis: Understanding of the topic displayed, well focused on the topic, analytical rather than descriptive, with sound conclusions drawn from arguments and data. 3. Structure and organisation: Logically structured and clearly argued. 4. Standard of presentation: Information and ideas presented in a clear and reasoned manner. 7. Reading list
Essential Reading · Allen J (2002) The business of event planning: behind-the- scenes secrets of successful special events, John Wiley & Sons · Allen, J. (2003) Event planning: ethics and etiquette, Ontario,John Wiley & Sons · Astroff M & Abbey J (2006), Convention Sales and Services, 7th Ed. Las Vegas, Waterbury Press · Carey, T. (Ed.) (1999) Professional Meeting Management: A European Handbook, Meeting Professionals International. · Bowdin, G., McDonnell, I., Allen, J. & O'Toole, W. (2011) Events Management, (3rd Ed), Oxford, Elsevier/Butterworth- Heinemann · Crouch G I and Louviere J J (2004) ‘The Determinants of Convention Site Selection: A logistic choice model from experimental data’, in Journal of Travel Research, Vol 43, November · Daniels, M and Loveless, C (2012) Wedding planning and management, Abingdon, Routledge · Davidson, R. (2003) ‘Return on Investment in Corporate Events’, in INSIGHTS, May, British Tourist Authority · Elsborg S & Ravn I (2006), Learning meetings and conferences in practice, People’s Press · Goldblatt, J and Matheson C (2009) Volunteer recruitment and retention: and Australia-USA comparison, IN Baum, T, Deery, M, Hanlon, C, Lockston, L and Smith, K, People and Work in Events and Conventions: a research perspective, Wallingford, CABI
· McCabe ,V., Poole, B., Weeks, P. and Leiper, N. (2000) The business and management of conventions, NJ: Wiley. · Rogers, T. (2008) Conferences and Conventions: a global industry, 2nd Ed. Oxford, Butterworth Heinemann · Silvers J R (2012) Professional Event Coordination, 2nd Ed. New Jersey: Wiley. · Tarlow P (2002), Event risk management and safety, New York, Wiley · Toh R S, DeKay C. F, Yates B (2005) Independent meeting planners: roles, compensation, and potential conflicts, Cornell Hotel & Restaurant Administration Quarterly, November, Vol.46,No.4 pp.431-443 · Vanneste M (2007), Meeting Architecture, Meeting Support Institute (available online at http://www.meetingsupport.org/files/meeting%20architecture%2 0book%202pp.pdf · Vatner J & Frazier T (2005), Stolen Thoughts, Meetings and Conventions, http://www.mcmag.com/article_ektid11338.aspx?terms=*idea+t heft*&page=1Further Reading · Ariffin A A M et al (2008) ‘Corporate Meeting Destination Choice: The Influences of Consumption Value, Organizational Structure and Personality’, in International Journal of Hospitality & Tourism Administration, Volume 9, Issue 4, Pages 313 – 326 · Baloglu S and Love C (2005) ‘Association meeting planners' perceptions and intentions for five major US convention cities: the structured and unstructured images’, in Tourism Management, Volume 26, Issue 5, October 2005, pages 743-752
· Breiter D and Milman A (2006) ‘Attendees’ needs and service priorities in a large convention center: Application of the importance–performance theory’, in Tourism Management, Volume 27, Issue 6, Pages 1364-1370 · Campbell, F., Robinson, A., Brown, S. and Race, P. (2003) Essential Tips for Organising Conferences and Events, Kogan Page. · Comas M and Moscardo G (2006) ‘Understanding Associations and their Conference Decision-Making Processes’, in Journal of Convention & Events Tourism, Volume 7, Issue 3 and 4, Pages 117 – 138 · De Groot, E and van der Vijver, M (2013) Into the heart of meetings: basic principles of meeting design, Leeuwarden, Mindmeeting · DiPietro, R.B; Breiter, D; Rompf, P and Godlewska, M ( 2008) ‘An Exploratory Study of Differences among Meeting and Exhibition Planners in their Destination Selection Criteria’, in Journal of Convention & Event Tourism, Vol. 9(4), 2008, pages 258-276 · Fawzy,A. (2008) ‘Site Selection Criteria for Meetings on Cruise Ships: The View of Corporate Meeting Planners’, in the Journal of Convention & Event Tourism, Vol. 9(1), 2008, pages 81-94 · Montgomery, R. J. and Strick, S. K. (1994) Meetings, conventions and expositions: an introduction to the industry, Van Nostrand Reinhold. · Robinson L S and Callan R J (2005) ‘UK Conference Delegates' Cognizance of the Importance of Venue Selection Attributes’, in Journal of Convention & Event Tourism, Vol 7, Issue 1, Pages 77 – 95
· Seekings, D. and Farrer, J. (1999) How to organise effective conferences and meetings, (7th Ed.) London: Kogan · Shone A (1998) The business of Conferences, Butterworth Heinemann · Yeoman, I., Robertson, M., Ali-Knight, J. Drummond, S. and McMahon-Beattie, U. (Eds), (2004) Festival and Events Management: an international arts and culture perspective, Oxford: Elsevier Butterworth-Heinemann. · Weber, K. and Chon, K. (Eds.) (2002) Convention Tourism: international research and industry perspectives, Haworth Hospitality Press Periodicals · Association Meetings International (www.meetpie.com/publicat/asocmeet/currissu/ascconts.asp) · Conference and Exhibition Fact Finder · Conference and Incentive Management (www.cim- publications.de) · Conference and Incentive Travel (www.citmagazine.com) · Convene (www.pcma.org/resources/convene/archives) · Corporate Entertainer (www.corporateentertainer.com) · Incentive magazine www.incentivemag.com · Incentive Travel & Corporate Meetings (www.incentivetravel.co.uk) · Meetings and Conventions (www.meetings-conventions.com) · Meetings and Incentive Travel
(www.meetpie.com/publicat/mit/currissu/mitconts.asp) · Successful Meetings (www.successmtgs.com) WWW References www.abpco.org www.conworld.net www.cvent.com/resources/ www.eventia.org.uk www.hbaa.org.uk www.iapco.org www.icca.nl http://meetingsnet.com/sites/select/walkability_growing_attracti on_0201/ www.mpiweb.org www.mpiuk.org www.pcma.org INDIVIDUAL ESSAY (50%) Drawing on relevant academic literature, industry research and trade press, critically evaluate tools and techniques which can be employed to ensure event logistics are executed effectively to achieve the objectives of an event. Discuss, with examples, situations where application of these tools/techniques might be modified. Your essay must make full use of the sources included in the Reading Lists below, as well as appropriate sources identified in your own individual research. It must be fully referenced throughout and must compare and contrast the views of the numerous authors who have written on this topic.
The essay should be 3000 words in length and be fully referenced using the Harvard system. Your work should be submitted online (instructions below) no later than 6pm on Monday 28th April 2014. TEAM PROJECT ASSESSMENT 1. Written Submission: You are required to propose a creative event which will achieve the outcomes desired for this client. Your written proposal should explain the concept of the event and show clearly how it will meet the objectives outlined. It should also provide: An introduction to the theme Details of the event programme in terms of format Details of the venue selected to host the event, including rationale for the decision An outline budget estimating costs for the event, along with a
short rationale explaining your budgetary approach The ways in which the event measurement process is introduced The written submission should be a maximum of 2500 words (In addition to the word limit you may choose to include appendices but information contained in appendices must be relevant and referred to in the main document). 2. Presentation: You will be asked to provide a short summary of your event proposal. You will be given 10 minutes to detail the key elements of the proposal, particularly highlighting features and benefits of your proposal. This will be followed by questions from the panel. You should provide a copy of any presentation slides to the panel prior to the start of your presentation. PAGE
event planning 3000words/1 The Changing Roles of the Conference & Event Professional & Planning Process - PG - 2014.pdf University of Westminster Centre for Tourism MA Events and Conference Management Events and Conference Planning 2013/2014 Rachel Ley People have changed; • Better educated/qualified • Diverse backgrounds • Better connected • Globally aware • Technically competent • More demanding Music events
Festivals & Cultural Events Conferences Away Days Exhibitions & Trade Shows Seminars Team Building Congresses Webinars Corporate Hospitality Incentives Outdoor Events Sports Events Training Events Product Launches Road shows Awards Dinners Experiential Events Investigator Meetings ....’Fests’
Meetings AGM’s Receptions Fun Days � Growing importance of events and meetings: ◦ More recognised as a fundamental part of the internal/external communications strategy ◦ Powerful mechanism to connect with increasingly disparate audiences driving change for more ◦ It’s easier to hold a meeting or event! ◦ Events market is diverse; plenty of ‘tools’ to suit most needs ◦ Meetings/events are more accessible ◦ Technology / Digital ◦ Immediacy of purchasing ◦ Globalisation � Technology / Digital advances � Media influences � Social Media � Sustainability � Economic Climate
� Global professionalism � Align best practices � Develop concepts to meet the needs � Learn from experiences (e.g. London 2012!) Organisers who have a formal part of their role dedicated to events: � Conference/Congress/Meetings/Events Planner � Conference/Congress/Meetings/Events Organiser � Event Director/Manager/Executive/Assistant/Co-ordinator etc � Event Organiser Other functions where the role of organising can appear! � Marketing � Sales � HR � Product Development � PR � Etc... � Increasingly seen as a specialist role � Clarity: ◦ Internal Planner = one who works in-house for an organisation or ‘end client’ (corporate or association) and therefore only works with one type of organisation or delegation
◦ External Planner = either: � Independent planner, agency or PCO � (PCO = Professional Conference Organiser) � Supplier based planner; usually seen within hotels or venues � Seen as service driven � Administratively heavy � Logistic specialists � Territory of women � Unrecognised as a ‘profession’ � Strategic � Consultative � Creative � Tactical � Entrepreneurial � No longer the territory of women
� A broader skill base required.... � Entirely possible to be asked to: ◦ Assist with goal and objective setting ◦ Establishing, measuring and evaluative return on investment ◦ Adopt and cascade communication and marketing strategies ◦ Advise and manage content ◦ Evaluate financial viability; including revenue/income and expenditure strategies ◦ Etc......... � How are Planners paid: ◦ Internal Planners; via payroll as a paid member of staff � Independent/PCO’s: 1. Fixed fee for agreed services 2. Percentage of project turnover 3. Hourly against a vendor agreement 4. Commission � Time = money!
� “As the transformation of meetings takes place, the role of the meeting professional must also change. Planners will expand their focus to include a more strategic role in the on- going development of their organisations. One way the meeting professional may do this is to become an ‘interaction specialist’, a highly educated, strategic marketer who facilitates the communication processes that lead to new ideas and ways of accomplishing key organisational objectives”. � David C. Scypinski, Senior Vice President of Industry relations at Starwood Hotels and Resorts Worldwide � Scenarios.... A one day conference; meeting in the am, team activities outside in the afternoon.... ....but nothing arrives....what do you do? You are managing a conference at a conference centre; the delegate hotel is a 20 minute coach trip from the centre. The conference finishes ONE HOUR early. There are no coaches...what do you do???
The night before your conference starts, a delegate commits suicide in the hotel. What do you do? Your conference is going very well, everything is to time; then your main speaker is delayed by nearly an hour getting to the venue.....what do you do....what is important? You are managing an incentive travel event; whilst there, one of the delegates’ wives has a baby back at home....how do you deal with it? � Leadership Responsibility � Teamwork Calm � Motivation Numerate � Organisation Literate � Negotiation Stamina � Diplomacy Change mgt � Creativity Tenacious � Lateral thinking Attention to detail � Communication Sense of Humour!
� Continued diversification � Client influence will drive the change for demonstrable qualifications � Education pathways/awareness + number of available courses - worldwide � Professional certification (Certificate in Meeting Management and Certified Meeting Professional) � University degree courses � Litigious world � Corporate Manslaughter � Professionalism of industry as a whole � Complexity of events is growing; thus practical requirements changing � Documentation, documentation, documentation ◦ Critical path / production schedule / timeline ◦ Budget / cash flow
◦ Service Orders (Banqueting Event Orders..) ◦ Working document ◦ Contact lists ◦ Programme / Itinerary ◦ Floor plans � With the brief..... ◦ Clarity around the brief ◦ Be sure you know what is being asked ◦ Ask questions; challenge the information ◦ ◦ Sometimes the solution is not obvious, but finding some form of solution is part of the role..... � 200 people � One and a half day conference � Within one hour of London ◦ What questions would you ask to qualify this brief?
� 1,000 people from all over the UK � Awards dinner ◦ What questions would you ask to qualify this brief? � Itinerary of day � Budget � Contact reports / meeting notes � Risk Assessments / Crisis Mgt plans � Marketing / PR Plans � Working documents � Contact lists � Service Orders � Floor plans � Briefing documents � Post reconciliation budget � Evaluation event planning 3000words/2 Site Selection - choosing a destination and a venue - PG - 2014.pdf
University of Westminster Centre for Tourism MA Conference and Events Management 2013/2014 Rachel Ley � DESTINATION: ◦ Where an event takes place � VENUE or SITE: ◦ Which specific property the event takes place within � Geographical suitability � Purpose of the conference or event � Profile and size of the audience � Accessibility – travel distance to country AND venue / transport infrastructure � Range of accommodation available � Social and economic climate � Time/day/date/duration � Budget/currency exchange benefits/tax � History of the conference � Purpose of the conference or event � History
� Range of accommodation and availability � Range of meeting / event space requirements � Programme components � Travel time from the point of departure � Time/day/date/duration � Budget � Convention Bureau (CVB) � Venue booker/finder � DMC’s � Internet � Trade press / trade shows (IMEX, EIBTM, Confex etc) � Travel guides � Embassies � Travel agencies � Your colleagues and peers!
� Works differently to corporate clients – source of bid � Often lead by the CVB � Focus is on Country and City � Bid often takes a long time � Requires the PCO to be the ambassador for the country/city + extended working knowledge / expertise � Mixed country options rarely presented � Bid is often multi-country/city � Requires global expertise or access to it � DMC/local CVB sometimes used, but not always � Proposal must usually include entire package, i.e. flights, accommodation, ground handling etc � Competition is high � Corporate rationale needs to be considered � City Centre or Urban � Airport � Resort and
� Country (Try to encourage openness from clients and expand the criteria, e.g. ‘within an hour of an airport/motorway) � Convention Centre � Hotel � Conference or Training Centre � Academic Venues � Unusual site or venue Convention Centres: � Usually used for large numbers of delegates, a blank canvas, creative solutions possible but can be expensive. Hotel: � Often fixed in what you can do, but can produce results at short notice, infrastructure in place. Conference or Training Centres: � Limited opportunities for creativity, infrastructure in place, great for simple solution, day long solutions.
Academic Venues: � Limited availability, large complex campus, cost effective, ideal for long events for cost conscious clients Unusual Sites/Venues: � Time and budget needed to implement infrastructure, often a one-off experience. � Brand and image � Capacity � Flexibility � Facilities � Service � Cost � Site inspections/venue recce � Proposal contents � Negotiation � Contract etiquette
� Production � Conference / event � Familiarisation trips & continuous learning � Other support – i.e. Hilton days � e.g. www.meetpie.com – venue negotiation seminars � Eventia – www.eventia.org.uk � CIT – www.citmagazine.co.uk � MPI – www.mpiweb.org.uk event planning 3000words/3 Conference Food & Beverage Operations - PG - 2014.pdf University of Westminster Centre for Tourism MA Event Management Rachel Ley � The ability to plan an excellent food and beverage programme that compliments the event content is key to creating a measurable and enjoyable experience for all event attendees.
� This session will focus on: ◦ Identifying how catering can affect the success of the event ◦ What practical and operational considerations must be put in place. Establish: � Who is attending � How many are attending � Purpose of the event � Programme components surrounding � Demographic and culture � Space available � And don’t forget your staff! Think about ‘worst case scenarios’: � Too many people � Space too small � Insufficient food / beverage � Inappropriate food / beverage � Dirty facilities � Queues too long � No where to sit
� Inattentive staff � Briefing, selecting and contracting caterers � Dealing with special requirements � Pre-event catering management ◦ Tastings ◦ Menu planning / checking / labelling ◦ Final numbers � On-site management ◦ Health & Safety ◦ Waste Management � ……..Dealing with the unexpected! � Timing – arrival / departure…and eating � Dress code � Transfers (if applicable) � Seating plans � Programme � Toilets � …….Help! � Where would you?
� Location � Culture � Duration of conference or event � Quantities � When to negotiate: ◦ Quantity not quality ◦ Number of courses ◦ Crew food ◦ Dressing ◦ Food complexity ◦ ….but take care; you get what you pay for….. � The prestigious final night Gala Dinner of a three day/two night conference ◦ 550 people ◦ Pan-European delegation ◦ 50:50 split male:female ◦ Age range: 30 – 45’s
◦ Location is Glasgow ◦ Programme components: welcome cocktail, welcome speeches, four course meal, five Awards, band � 50% of you are caterers � 50% of you are event managers � Caterers must: create a list of questions and considerations against the information given � Event managers: create a brief for the caterer based on the information from the brief � Together you must: ◦ Create a running order for the evenings ◦ Develop the floor plan to include what goes where ◦ Describe how the menu would be used ◦ Describe what entertainment, dressing, theming etc you would use ◦ Describe the staffing levels and operational considerations you would put into place � Variety � Appropriateness � Operationally viable � People always remember the food!
event planning 3000words/4 Meeting Content and the Role of the Meeting Architect - 2014.pdf Rachel Ley University of Westminster Centre for Tourism � In the context of events; contentcontentcontentcontent is everything that happens inside the meetings themselves and is usually aligned to the event objectives. Thus there must be a reason reason reason reason for the Meeting or Event There must be areason for the Content Education or learning *** Communication or networking *** Motivation
� The importance of format; pace; energy; balance � Bringing a group of people together results in the consolidation of ideas, thoughts, feelings and actions (good and bad) How do we harness an educational outcome with this information? � ...consider the format and tools available � ….at their own rate! � Some people are analysts; some think in pictures � Sometimes take experiences from event content that is personal to them and can surprise you. � This means that you cannot possibly please all people at all times….. � Suggested formats for educational content: ◦ Top down = Presentation ◦ Horizontal = Discussion ◦ Bottom Up = Crowd Sourcing Or ◦ Presentation by an expert
◦ Peer to peer discussion ◦ Collect feedback � Passive traditional presentation � Reactive voting systems etc � Active Q&A? � Interactive Q&A / social media � Collaborative on-line communities/blogging � Co-creative wiki-workshop � Participative! Delegates create a tangible product using the educational content of the meeting in a competitive environment � Most formats don’t go far enough…. I hear and I forgetI hear and I forgetI hear and I forgetI hear and I forget I see and I rememberI see and I rememberI see and I rememberI see and I remember I do and I understandI do and I understandI do and I understandI do and I understand � Result of a chance encounter
� Un prompted � A trusted relationship that is built from human-to- human contact cannot be manufactured by technology � Innovation is most commonly a result of likeminded people coming together…. � Do not underestimate the powerpowerpowerpower and valuevaluevaluevalue of networkingnetworkingnetworkingnetworking � Professional � Expertise � Respect � Fun � Evaluation � Connection � Tying ◦ PERFECTPERFECTPERFECTPERFECT � A person who translatestranslatestranslatestranslates the needs of the
meeting owner into design elementsdesign elementsdesign elementsdesign elements and building blocksbuilding blocksbuilding blocksbuilding blocks for that meeting. 1.1.1.1. IIIInvestigate 2.2.2.2. DDDDesign 3.3.3.3. EEEExecute 4.4.4.4. AAAAssess IDEAIDEAIDEAIDEA the acronym for the four stages Identify and clarify objectives (and terminology) through questioning Decide concepts/vocabulary that will make the Meeting effective; content flow, experience, facilitation style, venue message etc Debate and ratify the relationship with the meeting with other aspects of business plans and strategy 2. Design
Define the words or vocabulary to summarise the objectives you are planning to achieve Design the content flow, visualise it in a drawing How you want them to experience or interpret the content Then consider; timing, format, guidance, tools, resources techniques, consultancy, methodology, technology etc 3. Execute � Using the model below it is possible to gauge the level of interactivity you may need to incorporate into your event. Essentially the higher you score on any event element to the right hand side, there is likely to be a need to deploy some interactivity rather than assuming it will take place naturally and unaided. www.crystal-interactive.co.uk Event Planning!
� Going full-circle ◦ Measurement/evaluation design ◦ What happens to the results? ◦ What happens with the information from the results? ◦ Next steps…… � Marketing and communications � HR � Audio Visual / Technology � Training � Adult Education � Facilitation � Virtual Meetings � Theatre � MindMeeting – www.mindmeeting.org � Crystal Interactive – www.crystal-interactive.co.uk � Involve – www.involveuk.com
� iManage – www.imanageperformance.com event planning 3000words/5 Evaluation - measuring return on investment - PG - 2014.pdf University of Westminster Centre for Tourism MA Conference and Events Management Rachel Ley � Definition of “evaluation” “to ascertain or set the amount or value of” or “to judge or assess the worth of” � Return on Investment = ROI � Meetings demand measurable results for all key stakeholders: ◦ For the originator / client ◦ For the attendee ◦ For the organiser
� Begin with the end in mind…. � Validation ◦ demonstrating strategic value to/for the client ◦ highlighting the value of professional organisation ◦ providing an added value service � Defining the value of a meeting? ◦ Tangible results i.e. financial gains, objectives achieved ◦ Intangible results? 1. Identify and meet with stakeholders 2. Establish measurable objectives 3. Determine measurement tools 4. Develop the content of the event 5. Report the results � Different stakeholders have different objectives…but the meeting must have a primary purpose � Meetings are usually designed to affect peoples:- ◦ Reactions ◦ Learning
◦ Behaviour ◦ Business Results � 5 Principals of setting objectives – SMART ◦Specific ◦Measurable ◦Attainable/achievable ◦Relevant/realistic ◦Time-based ‘All 25 members of the X Product Sales Division to improve their knowledge of Y product by 25% by the end of the conference’ Education *** Communication *** Motivation
� Comprehensive measures are required to assess the total value of a meeting; from budget targets to learning objectives – consider: ◦ Pre and Post Research ◦ Qualitative and Quantitative ◦ Response rate ◦ Measurement Criteria ◦ …remember, people want to be listened to…. � Alternative measurement tools:- ◦ Phone surveys ◦ Focus & Advisory groups ◦ Pre & Post-event knowledge evaluations ◦ Examinations & tests ◦ Secret shoppers ◦ Opinion polls ◦ Audience response systems ◦ Tracking results ◦ Web-based surveys � Tips on measuring ROI � Develop question topics � Select the question and response formats
� Select the wording � Determine sequence � Layout and appearance � Pilot testing � Think about the analysis � A proper accountancy term for evaluating the success of an investment by comparing its cost with the expected gains � ROI (%) = £ Net Programme Benefits x 100 £ Programme Costs � Company X’s annual sales conference in London this year cost £230,000, including the cost of time for those attending. Examination of sales and other data showed the estimated benefit of the conference, due to an increase in performance and a reduction in staff turnover, was a total of £430,000 � ROI (%) = £430,000 - £230,000 x 100 = 87% £230,000 � Company Y recently held a Senior Manager meeting. The cost of the meeting, including time
of those attending, was £190,000. The calculated benefits from the conference were £135,000 � ROI (%) = £135,000 - £190,000 x 100 = -29% £190,000 � Always allow time to collate ROI results and analyse � Report ROI appropriate to the recipient � Reporting ROI as part of the post event debrief meeting � Consider the best format of reporting and sharing results � A basic report will including information on:- ◦ Budgets ◦ Revenues ◦ Delegate numbers ◦ Overall evaluations � An integral part of the event management process ◦ Objective review of all aspects of the event ◦ Eliciting feedback ◦ Learning from participant evaluations � Specific areas for evaluation:- ◦ Budget reconciliation ◦ The planning process
◦ Supplier performance � Understand what you want to achieve – begin with the end in mind…. � Next…! event planning 3000words/6 Risk & Crisis Management - PG 2014.pdf University of Westminster Centre for Tourism MA Conference and Events Management Rachel Ley 50% of delegates are delayed because of a freak snowstorm in their country of departure ◦ Brainstorm the problems ◦ Brainstorm some key solutions ◦ What about communication
◦ Who is responsible? suicide ◦ Brainstorm the problems ◦ Brainstorm some key solutions ◦ Communication? ◦ Who is responsible? – private dinner porate client - booked…. ◦ Brainstorm the problem ◦ Brainstorm some key solutions
◦ Who is responsible? big fire at the venue ◦ Brainstorm the problem ◦ Brainstorm some key solutions ◦ Communication? ◦ Who is responsible? and financial responsibility to make certain that the event and its operations maintain the highest standards of safety possible”. Silvers 2004:171
keep an event from meeting its goals and objectives’ prevent or reduce this potential’ event from meeting its goals and objectives’. must be the top priority tment in the event reputation of your company/organisation
to assess their likelihood, and to consider how they would affect the organisation and operation of the event planning process destination, venue, etc), budget, and research security matters; management failures – including habit, inertia, and ignorance disputes…
4 basic rules (HAZARDS …) ‘Risk management walk-through’ and external communications (media) and communication, emergency procedures … public liability, weather…) is a complex issue, involving:
◦ the venue ◦ the conference planner ◦ the suppliers ◦ the delegates ors – booths – common areas - and often unrewarding difficult welfare of delegates rests with the meeting planner. planner, venues often make the conference planner responsible for a wide variety of risks to the delegates and to the suppliers in a written AGREEMENT
use when a crisis occurs communicate it. INSURANCE: cancellation/interruption insurance, weather insurance everyone involved. about everything……
event planning 3000words/Conference Planning 1314.docUniversity of Westminster Centre for Tourism Research MA Events and Conference Management Module Leader: Claire Humphreys4TRS7B8 Conference and Events Planning 2013/2014 _____________________________________________________ ________________________________ 1. Introduction Conference and Events Planning focuses on the processes involved in organising, contracting and bidding for corporate and leisure event business. The module blends academic content and practical activities through lectures, practitioner contributions through guest speakers and a practical coursework assignment requiring students to plan and bid for an event. 2. Module Aims To develop a thorough understanding of relevant business principles and theories, and, based on these, to develop a critical awareness of the complex range of business skills and techniques that are required by those with responsibility for organising corporate and leisure conferences and events either on behalf of clients or for their own organisations. To review the range of problems that can arise in the conference/events organising process and to critically examine examples of good practice in anticipating and solving such problems. 3. Learning Outcomes On successfully completing the module, students will be able to:
1 Demonstrate a sound understanding of relevant business principles and theories of project planning pertaining to the planning of conferences and events 2 Demonstrate a comprehensive understanding of the range of business skills and techniques that contribute to the organising of successful conferences and events 3 Critically analyse the logistical and strategic tasks that constitute the successive stages of conference/events planning 4 Critically review the elements that constitute the design and content of conferences and events, and demonstrate a full appreciation of the internal and external factors which can determine their design and content 4. Teaching Programme and Organisation The module is led by Claire Humphreys and will be delivered in collaboration with Rachel Ley, a Professional Conference Organiser. All lectures will begin at 2.30pm. Thursday 16th January Introduction to the module CH The changing roles of the conference and event professional RL
The planning process Reading: Bowdin et al (2011) Ch 15 Carey (1999) pp9-45 Daniels and Loveless (2012) ch 8 McCabe et al (2000) pp 234-260 Toh, et al (2005) Silvers (2012) pp 4-27 Van der Wagen (2010) pp211-224 Thursday 23rd January Site selection: choosing a destination and a venue RL Reading: Crouch and Louviere (2004) Carey (1999) pp 72-86 Silvers (2012) pp 60-87
Rogers (2008) pp 184-195 Thursday 30th January Industry engagement CH Thursday 6th February Conference and event food and beverage operations RL Reading: Carey (1999) pp122-130 Daniels and Loveless (2012) ch 11 McCabe et al (2000) pp 279-287 Silvers (2012) pp 280-300 Astroff & Abbey (2006) pp 429-463 Thursday 13th February Design and content planning, Meeting Architecture RL
The event tender process Reading Vanneste (2007) Chapters 5 and 7 Elsborg & Ravn (2006) pp 11-50 Van der Wagen and White (2010) pp 487-495 Allen (2002) pp 47-117 Thursday 20th February The financial, budgetary and legal aspects of RL conferences and events Reading: McCabe et al (2000) pp 343--368 Carey (1999) pp 99-111 Van der Wagen and White (2010) pp 336-348 Thursday 27th February
Evaluation: measuring return on investment (ROI) RL Assignment tutorials Reading: Carey (1999) pp53-62; pp 213-216 Davidson (2003) pp A-151–A-156 Silvers (2012) pp 413-416 Thursday 6th March Independent Study – Group assignment preparation time Independent site visit to Confex (12-13 March). You can register online to attend this event. You will be able to get insight into a variety of products available to enhance events. Thursday 13th MarchRisk assessment and crisis management RL Strategic human resources management for the events industry
Reading: Carey (1999) pp 199-207 Tarlow (2002) Chapter 2 Silvers (2012) pp 330-366 Van der Wagen and White (2010) pp 160-182, 252-268 and 271- 284 Goldblatt and Matheson (2009) Thursday 20thMarch Ethical issues RL Reading: Carey (1999) pp238-241 McCabe et al (2000) pp 365-367 Vatner J & Frazier C (2005) Rogers (2008) pp 313-324 Allen (2003) Chapter 1 Thursday 27th March
Assignment Presentation CH/RL Thursday 3rd April Independent study – individual assignment Tutorials available on request (CH) 5. Assessment This module will be formally assessed in two ways: · Theory-focused Essay (50%) TEAM PROJECT (50%) For many Professional Conference Organisers (PCO's) and event management professionals, the opportunity to host an event on behalf of a company or association is only achieved following a detailed bidding process. Successful bidding relies on understanding the objectives of the organisation/event and translating these into a proposal which will meet the desired outcome. This project asks the team to bid for an event, based on the scenario below. There are two elements to this project: 1) Written submission of proposed event (tender document) – Submit no later than 6pm on Thursday 13th March 2014. 2) Presentation outlining proposed event - in class on Thursday 27th March 2014 Scenario: You are assuming the role of an events agency and have been asked to submit a proposal which addresses the event objectives
for the client. You must host this event in London. Client Profile: The client is an American computer gaming company. Event Objective: The client has just introduced a range of new games aimed at the ‘Over-Forties’ market, using app technology on IOS/android mobile phone and tablet platforms. The client wants to hold an event which brings together their European senior sales team. During the event product training will be provided, to aid knowledge and understanding of the new product range. The event will also include a gala evening, at which awards will be made to those achieving top sales on last year's products. The event is also seen as a thank you to the sales staff so incentive elements should also be included in the programme and must be seen as a unique experience that rewards the guests for their efforts. A total of 2 days (including travel) have been set aside for this event, and it is planned for November 2014. The client will assume full responsibility for the content to be delivered during the training session but you must make arrangements for an appropriate venue for a 120 person training session and gala awards night. Participant profile: The participants will include 12 Senior Managers, drawn equally from the client's three European sales offices - in Paris, Frankfurt and Vienna. The senior managers each head their own sales team (comprising usually of about 9 employees) and these sales staff will also be attending the event. In total this comprises 120 pax. Four marketing staff from the San Francisco-based head office will be attending to act as event hosts, along with the US-based Vice-President of Sales, who
will be attending to present the awards. Their ages range from 46-66 years. The gender divide is roughly 70% men and 30% women. Budget: The budget for this event has not been disclosed, however this is an important consideration. All services presented throughout the event must be of a high standard, however the event must not appear extravagant or wasteful. Estimated pricing will be sufficient for the purpose of this bid and you must disclose all the costs of the event including the cost of your service as an agency. Submission of Coursework: Online Submission using Blackboard Your coursework must be submitted electronically via Blackboard. Your work will be scanned automatically through a text matching system (designed to check for possible plagiarism). You will also be able to access your feedback (strengths and weaknesses of your work as well as an annotated copy of your script) and grades via the blackboard grade centre. The deadline for submission is 18.00 – You can still upload your work after this time but the computer system will automatically record any work submitted after 6pm as late. See your course handbook for information relating to penalties for late submission. A faulty internet connection is no excuse for late submission, therefore you are strongly advised to upload your work no later than 17.00 on deadline day (you can submit earlier than this date). Work must be submitted as a pdf (you can save a word file as a
pdf using the 'save as' function, changing the document type to pdf). You should include your family name in the title of the document you upload. To submit your coursework through Blackboard Assignment 1. Go to the ‘Assessment’ tab (on left) 2. Click the link to the correct assignment 3. On the next screen in Part 2 find the button titled 'browse my computer'. Click on this link and find the file you wish to upload (your essay). Once you have clicked on the file the title appears listed below the 'browse computer' button. Note: Do NOT click 'Do not attach' link after uploading because this will remove your file. 4. On this same page in part 3 click 'submit' You will receive an email confirming your submission. This will include the date and time of the submission.6. Assessment criteria The coursework is assessed according to the following criteria: 1. Research and Knowledge: Evidence of a thorough investigation, comprehensive and appropriate research undertaken, use of academically credible sources, and a sound knowledge of the topic. 2. Understanding and Analysis: Understanding of the topic displayed, well focused on the topic, analytical rather than descriptive, with sound conclusions drawn from arguments and data. 3. Structure and organisation: Logically structured and clearly argued.
4. Standard of presentation: Information and ideas presented in a clear and reasoned manner. 7. Reading list Essential Reading · Allen J (2002) The business of event planning: behind-the- scenes secrets of successful special events, John Wiley & Sons · Allen, J. (2003) Event planning: ethics and etiquette, Ontario,John Wiley & Sons · Astroff M & Abbey J (2006), Convention Sales and Services, 7th Ed. Las Vegas, Waterbury Press · Carey, T. (Ed.) (1999) Professional Meeting Management: A European Handbook, Meeting Professionals International. · Bowdin, G., McDonnell, I., Allen, J. & O'Toole, W. (2011) Events Management, (3rd Ed), Oxford, Elsevier/Butterworth- Heinemann · Crouch G I and Louviere J J (2004) ‘The Determinants of Convention Site Selection: A logistic choice model from experimental data’, in Journal of Travel Research, Vol 43, November · Daniels, M and Loveless, C (2012) Wedding planning and management, Abingdon, Routledge · Davidson, R. (2003) ‘Return on Investment in Corporate Events’, in INSIGHTS, May, British Tourist Authority · Elsborg S & Ravn I (2006), Learning meetings and conferences in practice, People’s Press
· Goldblatt, J and Matheson C (2009) Volunteer recruitment and retention: and Australia-USA comparison, IN Baum, T, Deery, M, Hanlon, C, Lockston, L and Smith, K, People and Work in Events and Conventions: a research perspective, Wallingford, CABI · McCabe ,V., Poole, B., Weeks, P. and Leiper, N. (2000) The business and management of conventions, NJ: Wiley. · Rogers, T. (2008) Conferences and Conventions: a global industry, 2nd Ed. Oxford, Butterworth Heinemann · Silvers J R (2012) Professional Event Coordination, 2nd Ed. New Jersey: Wiley. · Tarlow P (2002), Event risk management and safety, New York, Wiley · Toh R S, DeKay C. F, Yates B (2005) Independent meeting planners: roles, compensation, and potential conflicts, Cornell Hotel & Restaurant Administration Quarterly, November, Vol.46,No.4 pp.431-443 · Vanneste M (2007), Meeting Architecture, Meeting Support Institute (available online at http://www.meetingsupport.org/files/meeting%20architecture%2 0book%202pp.pdf · Vatner J & Frazier T (2005), Stolen Thoughts, Meetings and Conventions, http://www.mcmag.com/article_ektid11338.aspx?terms=*idea+t heft*&page=1Further Reading · Ariffin A A M et al (2008) ‘Corporate Meeting Destination Choice: The Influences of Consumption Value, Organizational Structure and Personality’, in International Journal of Hospitality & Tourism Administration, Volume 9, Issue 4, Pages 313 – 326
· Baloglu S and Love C (2005) ‘Association meeting planners' perceptions and intentions for five major US convention cities: the structured and unstructured images’, in Tourism Management, Volume 26, Issue 5, October 2005, pages 743-752 · Breiter D and Milman A (2006) ‘Attendees’ needs and service priorities in a large convention center: Application of the importance–performance theory’, in Tourism Management, Volume 27, Issue 6, Pages 1364-1370 · Campbell, F., Robinson, A., Brown, S. and Race, P. (2003) Essential Tips for Organising Conferences and Events, Kogan Page. · Comas M and Moscardo G (2006) ‘Understanding Associations and their Conference Decision-Making Processes’, in Journal of Convention & Events Tourism, Volume 7, Issue 3 and 4, Pages 117 – 138 · De Groot, E and van der Vijver, M (2013) Into the heart of meetings: basic principles of meeting design, Leeuwarden, Mindmeeting · DiPietro, R.B; Breiter, D; Rompf, P and Godlewska, M ( 2008) ‘An Exploratory Study of Differences among Meeting and Exhibition Planners in their Destination Selection Criteria’, in Journal of Convention & Event Tourism, Vol. 9(4), 2008, pages 258-276 · Fawzy,A. (2008) ‘Site Selection Criteria for Meetings on Cruise Ships: The View of Corporate Meeting Planners’, in the Journal of Convention & Event Tourism, Vol. 9(1), 2008, pages 81-94 · Montgomery, R. J. and Strick, S. K. (1994) Meetings, conventions and expositions: an introduction to the industry, Van Nostrand Reinhold.
· Robinson L S and Callan R J (2005) ‘UK Conference Delegates' Cognizance of the Importance of Venue Selection Attributes’, in Journal of Convention & Event Tourism, Vol 7, Issue 1, Pages 77 – 95 · Seekings, D. and Farrer, J. (1999) How to organise effective conferences and meetings, (7th Ed.) London: Kogan · Shone A (1998) The business of Conferences, Butterworth Heinemann · Yeoman, I., Robertson, M., Ali-Knight, J. Drummond, S. and McMahon-Beattie, U. (Eds), (2004) Festival and Events Management: an international arts and culture perspective, Oxford: Elsevier Butterworth-Heinemann. · Weber, K. and Chon, K. (Eds.) (2002) Convention Tourism: international research and industry perspectives, Haworth Hospitality Press Periodicals · Association Meetings International (www.meetpie.com/publicat/asocmeet/currissu/ascconts.asp) · Conference and Exhibition Fact Finder · Conference and Incentive Management (www.cim- publications.de) · Conference and Incentive Travel (www.citmagazine.com) · Convene (www.pcma.org/resources/convene/archives) · Corporate Entertainer (www.corporateentertainer.com) · Incentive magazine www.incentivemag.com
· Incentive Travel & Corporate Meetings (www.incentivetravel.co.uk) · Meetings and Conventions (www.meetings-conventions.com) · Meetings and Incentive Travel (www.meetpie.com/publicat/mit/currissu/mitconts.asp) · Successful Meetings (www.successmtgs.com) WWW References www.abpco.org www.conworld.net www.cvent.com/resources/ www.eventia.org.uk www.hbaa.org.uk www.iapco.org www.icca.nl http://meetingsnet.com/sites/select/walkability_growing_attracti on_0201/ www.mpiweb.org www.mpiuk.org www.pcma.org INDIVIDUAL ESSAY (50%) Drawing on relevant academic literature, industry research and trade press, critically evaluate tools and techniques which can be employed to ensure event logistics are executed effectively to achieve the objectives of an event. Discuss, with examples, situations where application of these tools/techniques might be modified. Your essay must make full use of the sources included in the Reading Lists below, as well as appropriate sources identified
in your own individual research. It must be fully referenced throughout and must compare and contrast the views of the numerous authors who have written on this topic. The essay should be 3000 words in length and be fully referenced using the Harvard system. Your work should be submitted online (instructions below) no later than 6pm on Monday 28th April 2014. TEAM PROJECT ASSESSMENT 1. Written Submission: You are required to propose a creative event which will achieve the outcomes desired for this client. Your written proposal should explain the concept of the event and show clearly how it will meet the objectives outlined. It should also provide: An introduction to the theme Details of the event programme in terms of format
Details of the venue selected to host the event, including rationale for the decision An outline budget estimating costs for the event, along with a short rationale explaining your budgetary approach The ways in which the event measurement process is introduced The written submission should be a maximum of 2500 words (In addition to the word limit you may choose to include appendices but information contained in appendices must be relevant and referred to in the main document). 2. Presentation: You will be asked to provide a short summary of your event proposal. You will be given 10 minutes to detail the key elements of the proposal, particularly highlighting features and benefits of your proposal. This will be followed by questions from the panel. You should provide a copy of any presentation slides to the panel prior to the start of your presentation.
PAGE event planning 3000words/Conference Planning 1314- 1.docUniversity of Westminster Centre for Tourism Research MA Events and Conference Management Module Leader: Claire Humphreys4TRS7B8 Conference and Events Planning 2013/2014 _____________________________________________________ ________________________________ 1. Introduction Conference and Events Planning focuses on the processes involved in organising, contracting and bidding for corporate and leisure event business. The module blends academic content and practical activities through lectures, practitioner contributions through guest speakers and a practical coursework assignment requiring students to plan and bid for an event. 2. Module Aims To develop a thorough understanding of relevant business principles and theories, and, based on these, to develop a critical awareness of the complex range of business skills and techniques that are required by those with responsibility for organising corporate and leisure conferences and events either on behalf of clients or for their own organisations. To review the range of problems that can arise in the conference/events organising process and to critically examine examples of good practice in anticipating and solving such problems. 3. Learning Outcomes
On successfully completing the module, students will be able to: 1 Demonstrate a sound understanding of relevant business principles and theories of project planning pertaining to the planning of conferences and events 2 Demonstrate a comprehensive understanding of the range of business skills and techniques that contribute to the organising of successful conferences and events 3 Critically analyse the logistical and strategic tasks that constitute the successive stages of conference/events planning 4 Critically review the elements that constitute the design and content of conferences and events, and demonstrate a full appreciation of the internal and external factors which can determine their design and content 4. Teaching Programme and Organisation The module is led by Claire Humphreys and will be delivered in collaboration with Rachel Ley, a Professional Conference Organiser. All lectures will begin at 2.30pm. Thursday 16th January Introduction to the module CH The changing roles of the conference and event professional
RL The planning process Reading: Bowdin et al (2011) Ch 15 Carey (1999) pp9-45 Daniels and Loveless (2012) ch 8 McCabe et al (2000) pp 234-260 Toh, et al (2005) Silvers (2012) pp 4-27 Van der Wagen (2010) pp211-224 Thursday 23rd January Site selection: choosing a destination and a venue RL Reading: Crouch and Louviere (2004) Carey (1999) pp 72-86
Silvers (2012) pp 60-87 Rogers (2008) pp 184-195 Thursday 30th January Industry engagement CH Thursday 6th February Conference and event food and beverage operations RL Reading: Carey (1999) pp122-130 Daniels and Loveless (2012) ch 11 McCabe et al (2000) pp 279-287 Silvers (2012) pp 280-300 Astroff & Abbey (2006) pp 429-463 Thursday 13th February Design and content planning, Meeting Architecture
RL The event tender process Reading Vanneste (2007) Chapters 5 and 7 Elsborg & Ravn (2006) pp 11-50 Van der Wagen and White (2010) pp 487-495 Allen (2002) pp 47-117 Thursday 20th February The financial, budgetary and legal aspects of RL conferences and events Reading: McCabe et al (2000) pp 343--368 Carey (1999) pp 99-111
Van der Wagen and White (2010) pp 336-348 Thursday 27th February Evaluation: measuring return on investment (ROI) RL Assignment tutorials Reading: Carey (1999) pp53-62; pp 213-216 Davidson (2003) pp A-151–A-156 Silvers (2012) pp 413-416 Thursday 6th March Independent Study – Group assignment preparation time Independent site visit to Confex (12-13 March). You can register online to attend this event. You will be able to get insight into a variety of products available to enhance events. Thursday 13th MarchRisk assessment and crisis management RL
Strategic human resources management for the events industry Reading: Carey (1999) pp 199-207 Tarlow (2002) Chapter 2 Silvers (2012) pp 330-366 Van der Wagen and White (2010) pp 160-182, 252-268 and 271- 284 Goldblatt and Matheson (2009) Thursday 20thMarch Ethical issues RL Reading: Carey (1999) pp238-241 McCabe et al (2000) pp 365-367 Vatner J & Frazier C (2005) Rogers (2008) pp 313-324
Allen (2003) Chapter 1 Thursday 27th March Assignment Presentation CH/RL Thursday 3rd April Independent study – individual assignment Tutorials available on request (CH) 5. Assessment This module will be formally assessed in two ways: · Theory-focused Essay (50%) TEAM PROJECT (50%) For many Professional Conference Organisers (PCO's) and event management professionals, the opportunity to host an event on behalf of a company or association is only achieved following a detailed bidding process. Successful bidding relies on understanding the objectives of the organisation/event and translating these into a proposal which will meet the desired outcome. This project asks the team to bid for an event, based on the scenario below. There are two elements to this project: 1) Written submission of proposed event (tender document) – Submit no later than 6pm on Thursday 13th March 2014. 2) Presentation outlining proposed event - in class on Thursday 27th March 2014
Scenario: You are assuming the role of an events agency and have been asked to submit a proposal which addresses the event objectives for the client. You must host this event in London. Client Profile: The client is an American computer gaming company. Event Objective: The client has just introduced a range of new games aimed at the ‘Over-Forties’ market, using app technology on IOS/android mobile phone and tablet platforms. The client wants to hold an event which brings together their European senior sales team. During the event product training will be provided, to aid knowledge and understanding of the new product range. The event will also include a gala evening, at which awards will be made to those achieving top sales on last year's products. The event is also seen as a thank you to the sales staff so incentive elements should also be included in the programme and must be seen as a unique experience that rewards the guests for their efforts. A total of 2 days (including travel) have been set aside for this event, and it is planned for November 2014. The client will assume full responsibility for the content to be delivered during the training session but you must make arrangements for an appropriate venue for a 120 person training session and gala awards night. Participant profile: The participants will include 12 Senior Managers, drawn equally from the client's three European sales offices - in Paris, Frankfurt and Vienna. The senior managers each head their own sales team (comprising usually of about 9 employees) and these sales staff will also be attending the event. In total this
comprises 120 pax. Four marketing staff from the San Francisco-based head office will be attending to act as event hosts, along with the US-based Vice-President of Sales, who will be attending to present the awards. Their ages range from 46-66 years. The gender divide is roughly 70% men and 30% women. Budget: The budget for this event has not been disclosed, however this is an important consideration. All services presented throughout the event must be of a high standard, however the event must not appear extravagant or wasteful. Estimated pricing will be sufficient for the purpose of this bid and you must disclose all the costs of the event including the cost of your service as an agency. Submission of Coursework: Online Submission using Blackboard Your coursework must be submitted electronically via Blackboard. Your work will be scanned automatically through a text matching system (designed to check for possible plagiarism). You will also be able to access your feedback (strengths and weaknesses of your work as well as an annotated copy of your script) and grades via the blackboard grade centre. The deadline for submission is 18.00 – You can still upload your work after this time but the computer system will automatically record any work submitted after 6pm as late. See your course handbook for information relating to penalties for late submission. A faulty internet connection is no excuse for late submission, therefore you are strongly advised to upload your work no later than 17.00 on deadline day (you can submit earlier than this
date). Work must be submitted as a pdf (you can save a word file as a pdf using the 'save as' function, changing the document type to pdf). You should include your family name in the title of the document you upload. To submit your coursework through Blackboard Assignment 1. Go to the ‘Assessment’ tab (on left) 2. Click the link to the correct assignment 3. On the next screen in Part 2 find the button titled 'browse my computer'. Click on this link and find the file you wish to upload (your essay). Once you have clicked on the file the title appears listed below the 'browse computer' button. Note: Do NOT click 'Do not attach' link after uploading because this will remove your file. 4. On this same page in part 3 click 'submit' You will receive an email confirming your submission. This will include the date and time of the submission.6. Assessment criteria The coursework is assessed according to the following criteria: 1. Research and Knowledge: Evidence of a thorough investigation, comprehensive and appropriate research undertaken, use of academically credible sources, and a sound knowledge of the topic. 2. Understanding and Analysis: Understanding of the topic displayed, well focused on the topic, analytical rather than descriptive, with sound conclusions drawn from arguments and data.
3. Structure and organisation: Logically structured and clearly argued. 4. Standard of presentation: Information and ideas presented in a clear and reasoned manner. 7. Reading list Essential Reading · Allen J (2002) The business of event planning: behind-the- scenes secrets of successful special events, John Wiley & Sons · Allen, J. (2003) Event planning: ethics and etiquette, Ontario,John Wiley & Sons · Astroff M & Abbey J (2006), Convention Sales and Services, 7th Ed. Las Vegas, Waterbury Press · Carey, T. (Ed.) (1999) Professional Meeting Management: A European Handbook, Meeting Professionals International. · Bowdin, G., McDonnell, I., Allen, J. & O'Toole, W. (2011) Events Management, (3rd Ed), Oxford, Elsevier/Butterworth- Heinemann · Crouch G I and Louviere J J (2004) ‘The Determinants of Convention Site Selection: A logistic choice model from experimental data’, in Journal of Travel Research, Vol 43, November · Daniels, M and Loveless, C (2012) Wedding planning and management, Abingdon, Routledge · Davidson, R. (2003) ‘Return on Investment in Corporate Events’, in INSIGHTS, May, British Tourist Authority
· Elsborg S & Ravn I (2006), Learning meetings and conferences in practice, People’s Press · Goldblatt, J and Matheson C (2009) Volunteer recruitment and retention: and Australia-USA comparison, IN Baum, T, Deery, M, Hanlon, C, Lockston, L and Smith, K, People and Work in Events and Conventions: a research perspective, Wallingford, CABI · McCabe ,V., Poole, B., Weeks, P. and Leiper, N. (2000) The business and management of conventions, NJ: Wiley. · Rogers, T. (2008) Conferences and Conventions: a global industry, 2nd Ed. Oxford, Butterworth Heinemann · Silvers J R (2012) Professional Event Coordination, 2nd Ed. New Jersey: Wiley. · Tarlow P (2002), Event risk management and safety, New York, Wiley · Toh R S, DeKay C. F, Yates B (2005) Independent meeting planners: roles, compensation, and potential conflicts, Cornell Hotel & Restaurant Administration Quarterly, November, Vol.46,No.4 pp.431-443 · Vanneste M (2007), Meeting Architecture, Meeting Support Institute (available online at http://www.meetingsupport.org/files/meeting%20architecture%2 0book%202pp.pdf · Vatner J & Frazier T (2005), Stolen Thoughts, Meetings and Conventions, http://www.mcmag.com/article_ektid11338.aspx?terms=*idea+t heft*&page=1Further Reading · Ariffin A A M et al (2008) ‘Corporate Meeting Destination Choice: The Influences of Consumption Value, Organizational
Structure and Personality’, in International Journal of Hospitality & Tourism Administration, Volume 9, Issue 4, Pages 313 – 326 · Baloglu S and Love C (2005) ‘Association meeting planners' perceptions and intentions for five major US convention cities: the structured and unstructured images’, in Tourism Management, Volume 26, Issue 5, October 2005, pages 743-752 · Breiter D and Milman A (2006) ‘Attendees’ needs and service priorities in a large convention center: Application of the importance–performance theory’, in Tourism Management, Volume 27, Issue 6, Pages 1364-1370 · Campbell, F., Robinson, A., Brown, S. and Race, P. (2003) Essential Tips for Organising Conferences and Events, Kogan Page. · Comas M and Moscardo G (2006) ‘Understanding Associations and their Conference Decision-Making Processes’, in Journal of Convention & Events Tourism, Volume 7, Issue 3 and 4, Pages 117 – 138 · De Groot, E and van der Vijver, M (2013) Into the heart of meetings: basic principles of meeting design, Leeuwarden, Mindmeeting · DiPietro, R.B; Breiter, D; Rompf, P and Godlewska, M ( 2008) ‘An Exploratory Study of Differences among Meeting and Exhibition Planners in their Destination Selection Criteria’, in Journal of Convention & Event Tourism, Vol. 9(4), 2008, pages 258-276 · Fawzy,A. (2008) ‘Site Selection Criteria for Meetings on Cruise Ships: The View of Corporate Meeting Planners’, in the Journal of Convention & Event Tourism, Vol. 9(1), 2008, pages 81-94 · Montgomery, R. J. and Strick, S. K. (1994) Meetings,
Ironwood Company manufactures cast-iron barbeque cookware. During .docx
Ironwood Company manufactures cast-iron barbeque cookware. During .docx
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Ironwood Company manufactures cast-iron barbeque cookware. During .docx
Ironwood Company manufactures cast-iron barbeque cookware. During .docx
Ironwood Company manufactures cast-iron barbeque cookware. During .docx
Ironwood Company manufactures cast-iron barbeque cookware. During .docx
Ironwood Company manufactures cast-iron barbeque cookware. During .docx
Ironwood Company manufactures cast-iron barbeque cookware. During .docx
Ironwood Company manufactures cast-iron barbeque cookware. During .docx
Ironwood Company manufactures cast-iron barbeque cookware. During .docx
Ironwood Company manufactures cast-iron barbeque cookware. During .docx
Ironwood Company manufactures cast-iron barbeque cookware. During .docx
Ironwood Company manufactures cast-iron barbeque cookware. During .docx
Ironwood Company manufactures cast-iron barbeque cookware. During .docx
Ironwood Company manufactures cast-iron barbeque cookware. During .docx
Ironwood Company manufactures cast-iron barbeque cookware. During .docx
Ironwood Company manufactures cast-iron barbeque cookware. During .docx
Ironwood Company manufactures cast-iron barbeque cookware. During .docx
Ironwood Company manufactures cast-iron barbeque cookware. During .docx
Ironwood Company manufactures cast-iron barbeque cookware. During .docx
Ironwood Company manufactures cast-iron barbeque cookware. During .docx
Ironwood Company manufactures cast-iron barbeque cookware. During .docx
Ironwood Company manufactures cast-iron barbeque cookware. During .docx
Ironwood Company manufactures cast-iron barbeque cookware. During .docx
Ironwood Company manufactures cast-iron barbeque cookware. During .docx
Ironwood Company manufactures cast-iron barbeque cookware. During .docx
Ironwood Company manufactures cast-iron barbeque cookware. During .docx
Ironwood Company manufactures cast-iron barbeque cookware. During .docx
Ironwood Company manufactures cast-iron barbeque cookware. During .docx
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Ironwood Company manufactures cast-iron barbeque cookware. During .docx
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Ironwood Company manufactures cast-iron barbeque cookware. During .docx

  • 1. Ironwood Company manufactures cast-iron barbeque cookware. During a recent windstorm, it lost some of its accounting records. Ironwood has managed to reconstruct portions of its standard cost system database but is still missing a few pieces of information. Required: Use the information in the table to determine the unknown amounts. You may assume that Ironwood does not keep any raw material on hand. 2. Lamp Light Limited (LLL) manufactures lampshades. It applies variable overhead on the basis of directlabor hours. Information from LLL's standard cost card follows: During August, LLL had the following actual results: Units produced and sold 24,800 Actual variable overhead $9,470 Actual direct labor hours 15,800 Required: Compute LLL's variable overhead rate variance, variable overhead efficiency variance, and over or under applied variable overhead. Variable Overhead Rate Variance Variable Overhead Efficiency Variance Variable Overhead Spending Variance 3. Olive Company makes silver belt buckles. The company's master budget appears in the first column of the table.
  • 2. Required: Complete the table by preparing Olive's flexible budget for Rs.5,700, 7,700 and 8,700 units. Ironwood Company manufactures cast - iron barbeque cookware. During a recent w indstorm, it lost some of its accounting records. Ironwood has managed to reconstruct portions of its standard cost system database but is still missing a few pieces of information. Required: Use the information in the table to dete r mine the unknown amount s. You may assume that Ironwood does not keep any raw material on hand. 2. Lamp Light Limited (LLL) manufactures lampshades. It applies variable overhead on the basis of directlabor hours. Information from LLL's standard cost card follows: During August, L LL had the following actual results: Units produced and sold 24,800 Actual variable overhead $9,470
  • 3. Actual direct labor hours 15,800 Required: Compute LLL's variable overhead rate variance, variable overhead efficiency variance, and over or under a pplied variable overhead. Variable Overhead Rate Variance Variable Overhead Efficiency Variance Variable Overhead Spending Variance 3. Olive Company makes silver belt buckles. The company's master budget appears in the first column of the table. Required:
  • 4. Ironwood Company manufactures cast-iron barbeque cookware. During a recent windstorm, it lost some of its accounting records. Ironwood has managed to reconstruct portions of its standard cost system database but is still missing a few pieces of information. Required: Use the information in the table to determine the unknown amounts. You may assume that Ironwood does not keep any raw material on hand. 2. Lamp Light Limited (LLL) manufactures lampshades. It applies variable overhead on the basis of directlabor hours. Information from LLL's standard cost card follows: During August, LLL had the following actual results: Units produced and sold 24,800 Actual variable overhead $9,470 Actual direct labor hours 15,800 Required: Compute LLL's variable overhead rate variance, variable overhead efficiency variance, and over or under applied variable overhead. Variable Overhead Rate Variance Variable Overhead Efficiency Variance Variable Overhead Spending Variance 3. Olive Company makes silver belt buckles. The company's master budget appears in the first column of the table. Required: Attachment 2/1 The Changing Roles of the Conference & Event Professional & Planning Process - PG - 2014-1.pdf
  • 5. University of Westminster Centre for Tourism MA Events and Conference Management Events and Conference Planning 2013/2014 Rachel Ley People have changed; • Better educated/qualified • Diverse backgrounds • Better connected • Globally aware • Technically competent • More demanding Music events Festivals & Cultural Events Conferences
  • 6. Away Days Exhibitions & Trade Shows Seminars Team Building Congresses Webinars Corporate Hospitality Incentives Outdoor Events Sports Events Training Events Product Launches Road shows Awards Dinners Experiential Events Investigator Meetings ....’Fests’ Meetings AGM’s Receptions
  • 7. Fun Days � Growing importance of events and meetings: ◦ More recognised as a fundamental part of the internal/external communications strategy ◦ Powerful mechanism to connect with increasingly disparate audiences driving change for more ◦ It’s easier to hold a meeting or event! ◦ Events market is diverse; plenty of ‘tools’ to suit most needs ◦ Meetings/events are more accessible ◦ Technology / Digital ◦ Immediacy of purchasing ◦ Globalisation � Technology / Digital advances � Media influences � Social Media � Sustainability � Economic Climate � Global professionalism
  • 8. � Align best practices � Develop concepts to meet the needs � Learn from experiences (e.g. London 2012!) Organisers who have a formal part of their role dedicated to events: � Conference/Congress/Meetings/Events Planner � Conference/Congress/Meetings/Events Organiser � Event Director/Manager/Executive/Assistant/Co-ordinator etc � Event Organiser Other functions where the role of organising can appear! � Marketing � Sales � HR � Product Development � PR � Etc... � Increasingly seen as a specialist role � Clarity: ◦ Internal Planner = one who works in-house for an organisation or ‘end client’ (corporate or association) and therefore only works with one type of organisation or delegation ◦ External Planner = either: � Independent planner, agency or PCO
  • 9. � (PCO = Professional Conference Organiser) � Supplier based planner; usually seen within hotels or venues � Seen as service driven � Administratively heavy � Logistic specialists � Territory of women � Unrecognised as a ‘profession’ � Strategic � Consultative � Creative � Tactical � Entrepreneurial � No longer the territory of women � A broader skill base required....
  • 10. � Entirely possible to be asked to: ◦ Assist with goal and objective setting ◦ Establishing, measuring and evaluative return on investment ◦ Adopt and cascade communication and marketing strategies ◦ Advise and manage content ◦ Evaluate financial viability; including revenue/income and expenditure strategies ◦ Etc......... � How are Planners paid: ◦ Internal Planners; via payroll as a paid member of staff � Independent/PCO’s: 1. Fixed fee for agreed services 2. Percentage of project turnover 3. Hourly against a vendor agreement 4. Commission � Time = money! � “As the transformation of meetings takes place, the role of
  • 11. the meeting professional must also change. Planners will expand their focus to include a more strategic role in the on- going development of their organisations. One way the meeting professional may do this is to become an ‘interaction specialist’, a highly educated, strategic marketer who facilitates the communication processes that lead to new ideas and ways of accomplishing key organisational objectives”. � David C. Scypinski, Senior Vice President of Industry relations at Starwood Hotels and Resorts Worldwide � Scenarios.... A one day conference; meeting in the am, team activities outside in the afternoon.... ....but nothing arrives....what do you do? You are managing a conference at a conference centre; the delegate hotel is a 20 minute coach trip from the centre. The conference finishes ONE HOUR early. There are no coaches...what do you do??? The night before your conference starts, a delegate commits suicide in the hotel. What do you do?
  • 12. Your conference is going very well, everything is to time; then your main speaker is delayed by nearly an hour getting to the venue.....what do you do....what is important? You are managing an incentive travel event; whilst there, one of the delegates’ wives has a baby back at home....how do you deal with it? � Leadership Responsibility � Teamwork Calm � Motivation Numerate � Organisation Literate � Negotiation Stamina � Diplomacy Change mgt � Creativity Tenacious � Lateral thinking Attention to detail � Communication Sense of Humour! � Continued diversification
  • 13. � Client influence will drive the change for demonstrable qualifications � Education pathways/awareness + number of available courses - worldwide � Professional certification (Certificate in Meeting Management and Certified Meeting Professional) � University degree courses � Litigious world � Corporate Manslaughter � Professionalism of industry as a whole � Complexity of events is growing; thus practical requirements changing � Documentation, documentation, documentation ◦ Critical path / production schedule / timeline ◦ Budget / cash flow ◦ Service Orders (Banqueting Event Orders..) ◦ Working document
  • 14. ◦ Contact lists ◦ Programme / Itinerary ◦ Floor plans � With the brief..... ◦ Clarity around the brief ◦ Be sure you know what is being asked ◦ Ask questions; challenge the information ◦ ◦ Sometimes the solution is not obvious, but finding some form of solution is part of the role..... � 200 people � One and a half day conference � Within one hour of London ◦ What questions would you ask to qualify this brief? � 1,000 people from all over the UK � Awards dinner
  • 15. ◦ What questions would you ask to qualify this brief? � Itinerary of day � Budget � Contact reports / meeting notes � Risk Assessments / Crisis Mgt plans � Marketing / PR Plans � Working documents � Contact lists � Service Orders � Floor plans � Briefing documents � Post reconciliation budget � Evaluation Attachment 2/2 Site Selection - choosing a destination and a venue - PG - 2014-1.pdf University of Westminster Centre for Tourism
  • 16. MA Conference and Events Management 2013/2014 Rachel Ley � DESTINATION: ◦ Where an event takes place � VENUE or SITE: ◦ Which specific property the event takes place within � Geographical suitability � Purpose of the conference or event � Profile and size of the audience � Accessibility – travel distance to country AND venue / transport infrastructure � Range of accommodation available � Social and economic climate � Time/day/date/duration � Budget/currency exchange benefits/tax � History of the conference � Purpose of the conference or event � History � Range of accommodation and availability � Range of meeting / event space requirements
  • 17. � Programme components � Travel time from the point of departure � Time/day/date/duration � Budget � Convention Bureau (CVB) � Venue booker/finder � DMC’s � Internet � Trade press / trade shows (IMEX, EIBTM, Confex etc) � Travel guides � Embassies � Travel agencies � Your colleagues and peers! � Works differently to corporate clients – source of bid
  • 18. � Often lead by the CVB � Focus is on Country and City � Bid often takes a long time � Requires the PCO to be the ambassador for the country/city + extended working knowledge / expertise � Mixed country options rarely presented � Bid is often multi-country/city � Requires global expertise or access to it � DMC/local CVB sometimes used, but not always � Proposal must usually include entire package, i.e. flights, accommodation, ground handling etc � Competition is high � Corporate rationale needs to be considered � City Centre or Urban � Airport � Resort and � Country (Try to encourage openness from clients and expand the criteria, e.g. ‘within an hour of an airport/motorway)
  • 19. � Convention Centre � Hotel � Conference or Training Centre � Academic Venues � Unusual site or venue Convention Centres: � Usually used for large numbers of delegates, a blank canvas, creative solutions possible but can be expensive. Hotel: � Often fixed in what you can do, but can produce results at short notice, infrastructure in place. Conference or Training Centres: � Limited opportunities for creativity, infrastructure in place, great for simple solution, day long solutions. Academic Venues: � Limited availability, large complex campus, cost effective, ideal for long
  • 20. events for cost conscious clients Unusual Sites/Venues: � Time and budget needed to implement infrastructure, often a one-off experience. � Brand and image � Capacity � Flexibility � Facilities � Service � Cost � Site inspections/venue recce � Proposal contents � Negotiation � Contract etiquette � Production � Conference / event
  • 21. � Familiarisation trips & continuous learning � Other support – i.e. Hilton days � e.g. www.meetpie.com – venue negotiation seminars � Eventia – www.eventia.org.uk � CIT – www.citmagazine.co.uk � MPI – www.mpiweb.org.uk Attachment 2/3 Conference Food & Beverage Operations - PG - 2014-1.pdf University of Westminster Centre for Tourism MA Event Management Rachel Ley � The ability to plan an excellent food and beverage programme that compliments the event content is key to creating a measurable and enjoyable experience for all event attendees. � This session will focus on: ◦ Identifying how catering can affect the success of the event
  • 22. ◦ What practical and operational considerations must be put in place. Establish: � Who is attending � How many are attending � Purpose of the event � Programme components surrounding � Demographic and culture � Space available � And don’t forget your staff! Think about ‘worst case scenarios’: � Too many people � Space too small � Insufficient food / beverage � Inappropriate food / beverage � Dirty facilities � Queues too long � No where to sit � Inattentive staff
  • 23. � Briefing, selecting and contracting caterers � Dealing with special requirements � Pre-event catering management ◦ Tastings ◦ Menu planning / checking / labelling ◦ Final numbers � On-site management ◦ Health & Safety ◦ Waste Management � ……..Dealing with the unexpected! � Timing – arrival / departure…and eating � Dress code � Transfers (if applicable) � Seating plans � Programme � Toilets � …….Help! � Where would you? � Location � Culture
  • 24. � Duration of conference or event � Quantities � When to negotiate: ◦ Quantity not quality ◦ Number of courses ◦ Crew food ◦ Dressing ◦ Food complexity ◦ ….but take care; you get what you pay for….. � The prestigious final night Gala Dinner of a three day/two night conference ◦ 550 people ◦ Pan-European delegation ◦ 50:50 split male:female ◦ Age range: 30 – 45’s ◦ Location is Glasgow ◦ Programme components: welcome cocktail, welcome speeches, four course meal, five Awards,
  • 25. band � 50% of you are caterers � 50% of you are event managers � Caterers must: create a list of questions and considerations against the information given � Event managers: create a brief for the caterer based on the information from the brief � Together you must: ◦ Create a running order for the evenings ◦ Develop the floor plan to include what goes where ◦ Describe how the menu would be used ◦ Describe what entertainment, dressing, theming etc you would use ◦ Describe the staffing levels and operational considerations you would put into place � Variety � Appropriateness � Operationally viable � People always remember the food! Attachment 2/4 Meeting Content and the Role of the Meeting Architect - 2014-1.pdf
  • 26. Rachel Ley University of Westminster Centre for Tourism � In the context of events; contentcontentcontentcontent is everything that happens inside the meetings themselves and is usually aligned to the event objectives. Thus there must be a reason reason reason reason for the Meeting or Event There must be areason for the Content Education or learning *** Communication or networking *** Motivation � The importance of format; pace; energy; balance
  • 27. � Bringing a group of people together results in the consolidation of ideas, thoughts, feelings and actions (good and bad) How do we harness an educational outcome with this information? � ...consider the format and tools available � ….at their own rate! � Some people are analysts; some think in pictures � Sometimes take experiences from event content that is personal to them and can surprise you. � This means that you cannot possibly please all people at all times….. � Suggested formats for educational content: ◦ Top down = Presentation ◦ Horizontal = Discussion ◦ Bottom Up = Crowd Sourcing Or ◦ Presentation by an expert ◦ Peer to peer discussion ◦ Collect feedback
  • 28. � Passive traditional presentation � Reactive voting systems etc � Active Q&A? � Interactive Q&A / social media � Collaborative on-line communities/blogging � Co-creative wiki-workshop � Participative! Delegates create a tangible product using the educational content of the meeting in a competitive environment � Most formats don’t go far enough…. I hear and I forgetI hear and I forgetI hear and I forgetI hear and I forget I see and I rememberI see and I rememberI see and I rememberI see and I remember I do and I understandI do and I understandI do and I understandI do and I understand � Result of a chance encounter � Un prompted � A trusted relationship that is built from human-to-
  • 29. human contact cannot be manufactured by technology � Innovation is most commonly a result of likeminded people coming together…. � Do not underestimate the powerpowerpowerpower and valuevaluevaluevalue of networkingnetworkingnetworkingnetworking � Professional � Expertise � Respect � Fun � Evaluation � Connection � Tying ◦ PERFECTPERFECTPERFECTPERFECT � A person who translatestranslatestranslatestranslates the needs of the meeting owner into design elementsdesign elementsdesign elementsdesign elements and building blocksbuilding blocksbuilding blocksbuilding blocks for that meeting.
  • 30. 1.1.1.1. IIIInvestigate 2.2.2.2. DDDDesign 3.3.3.3. EEEExecute 4.4.4.4. AAAAssess IDEAIDEAIDEAIDEA the acronym for the four stages Identify and clarify objectives (and terminology) through questioning Decide concepts/vocabulary that will make the Meeting effective; content flow, experience, facilitation style, venue message etc Debate and ratify the relationship with the meeting with other aspects of business plans and strategy 2. Design Define the words or vocabulary to summarise the objectives you are planning to achieve
  • 31. Design the content flow, visualise it in a drawing How you want them to experience or interpret the content Then consider; timing, format, guidance, tools, resources techniques, consultancy, methodology, technology etc 3. Execute � Using the model below it is possible to gauge the level of interactivity you may need to incorporate into your event. Essentially the higher you score on any event element to the right hand side, there is likely to be a need to deploy some interactivity rather than assuming it will take place naturally and unaided. www.crystal-interactive.co.uk Event Planning! � Going full-circle ◦ Measurement/evaluation design
  • 32. ◦ What happens to the results? ◦ What happens with the information from the results? ◦ Next steps…… � Marketing and communications � HR � Audio Visual / Technology � Training � Adult Education � Facilitation � Virtual Meetings � Theatre � MindMeeting – www.mindmeeting.org � Crystal Interactive – www.crystal-interactive.co.uk � Involve – www.involveuk.com � iManage – www.imanageperformance.com
  • 33. Attachment 2/5 Evaluation - measuring return on investment - PG - 2014-1.pdf University of Westminster Centre for Tourism MA Conference and Events Management Rachel Ley � Definition of “evaluation” “to ascertain or set the amount or value of” or “to judge or assess the worth of” � Return on Investment = ROI � Meetings demand measurable results for all key stakeholders: ◦ For the originator / client ◦ For the attendee ◦ For the organiser � Begin with the end in mind….
  • 34. � Validation ◦ demonstrating strategic value to/for the client ◦ highlighting the value of professional organisation ◦ providing an added value service � Defining the value of a meeting? ◦ Tangible results i.e. financial gains, objectives achieved ◦ Intangible results? 1. Identify and meet with stakeholders 2. Establish measurable objectives 3. Determine measurement tools 4. Develop the content of the event 5. Report the results � Different stakeholders have different objectives…but the meeting must have a primary purpose � Meetings are usually designed to affect peoples:- ◦ Reactions ◦ Learning ◦ Behaviour ◦ Business Results
  • 35. � 5 Principals of setting objectives – SMART ◦Specific ◦Measurable ◦Attainable/achievable ◦Relevant/realistic ◦Time-based ‘All 25 members of the X Product Sales Division to improve their knowledge of Y product by 25% by the end of the conference’ Education *** Communication *** Motivation � Comprehensive measures are required to assess the total value of a meeting; from budget targets to learning objectives – consider:
  • 36. ◦ Pre and Post Research ◦ Qualitative and Quantitative ◦ Response rate ◦ Measurement Criteria ◦ …remember, people want to be listened to…. � Alternative measurement tools:- ◦ Phone surveys ◦ Focus & Advisory groups ◦ Pre & Post-event knowledge evaluations ◦ Examinations & tests ◦ Secret shoppers ◦ Opinion polls ◦ Audience response systems ◦ Tracking results ◦ Web-based surveys � Tips on measuring ROI � Develop question topics � Select the question and response formats � Select the wording � Determine sequence
  • 37. � Layout and appearance � Pilot testing � Think about the analysis � A proper accountancy term for evaluating the success of an investment by comparing its cost with the expected gains � ROI (%) = £ Net Programme Benefits x 100 £ Programme Costs � Company X’s annual sales conference in London this year cost £230,000, including the cost of time for those attending. Examination of sales and other data showed the estimated benefit of the conference, due to an increase in performance and a reduction in staff turnover, was a total of £430,000 � ROI (%) = £430,000 - £230,000 x 100 = 87% £230,000 � Company Y recently held a Senior Manager meeting. The cost of the meeting, including time of those attending, was £190,000. The calculated benefits from the conference were £135,000 � ROI (%) = £135,000 - £190,000 x 100 = -29%
  • 38. £190,000 � Always allow time to collate ROI results and analyse � Report ROI appropriate to the recipient � Reporting ROI as part of the post event debrief meeting � Consider the best format of reporting and sharing results � A basic report will including information on:- ◦ Budgets ◦ Revenues ◦ Delegate numbers ◦ Overall evaluations � An integral part of the event management process ◦ Objective review of all aspects of the event ◦ Eliciting feedback ◦ Learning from participant evaluations � Specific areas for evaluation:- ◦ Budget reconciliation ◦ The planning process ◦ Supplier performance � Understand what you want to achieve – begin with the end in mind….
  • 39. � Next…! Attachment 2/6 Risk & Crisis Management - PG 2014-1.pdf University of Westminster Centre for Tourism MA Conference and Events Management Rachel Ley snowstorm in their country of departure ◦ Brainstorm the problems ◦ Brainstorm some key solutions ◦ What about communication ◦ Who is responsible?
  • 40. suicide ◦ Brainstorm the problems ◦ Brainstorm some key solutions ◦ Communication? ◦ Who is responsible? – private dinner - booked…. ◦ Brainstorm the problem ◦ Brainstorm some key solutions ◦ Who is responsible?
  • 41. big fire at the venue ◦ Brainstorm the problem ◦ Brainstorm some key solutions ◦ Communication? ◦ Who is responsible? , you have a legal, ethical, and financial responsibility to make certain that the event and its operations maintain the highest standards of safety possible”. Silvers 2004:171
  • 42. keep an event from meeting its goals and objectives’ prevent or reduce this potential’ event from meeting its goals and objectives’. urity of delegates and staff must be the top priority in the event reputation of your company/organisation ine the risks, to assess their likelihood, and to consider how they
  • 43. would affect the organisation and operation of the event planning process destination, venue, etc), budget, and research security matters; management failures – including habit, inertia, and ignorance her conditions, natural disasters … disputes… 4 basic rules
  • 44. ans (HAZARDS …) ‘Risk management walk-through’ and external communications (media) , schedule, chain of command and communication, emergency procedures … is a complex issue, involving: ◦ the venue ◦ the conference planner
  • 45. ◦ the suppliers ◦ the delegates – booths – common areas - and often unrewarding difficult nt on a supplier’s contract… welfare of delegates rests with the meeting planner. planner, venues often make the conference planner responsible for a wide variety of risks to the delegates and to the suppliers in a written AGREEMENT
  • 46. use when a crisis occurs ….write it down, record it, communicate it. cancellation/interruption insurance, weather insurance everyone involved. to know everything about everything…… Attachment 2/Conference Planning 1314-2.docUniversity of Westminster Centre for Tourism Research MA Events and Conference Management
  • 47. Module Leader: Claire Humphreys4TRS7B8 Conference and Events Planning 2013/2014 _____________________________________________________ ________________________________ 1. Introduction Conference and Events Planning focuses on the processes involved in organising, contracting and bidding for corporate and leisure event business. The module blends academic content and practical activities through lectures, practitioner contributions through guest speakers and a practical coursework assignment requiring students to plan and bid for an event. 2. Module Aims To develop a thorough understanding of relevant business principles and theories, and, based on these, to develop a critical awareness of the complex range of business skills and techniques that are required by those with responsibility for organising corporate and leisure conferences and events either on behalf of clients or for their own organisations. To review the range of problems that can arise in the conference/events organising process and to critically examine examples of good practice in anticipating and solving such problems. 3. Learning Outcomes On successfully completing the module, students will be able to: 1 Demonstrate a sound understanding of relevant business principles and theories of project planning pertaining to the planning of conferences and events 2 Demonstrate a comprehensive understanding of the range of
  • 48. business skills and techniques that contribute to the organising of successful conferences and events 3 Critically analyse the logistical and strategic tasks that constitute the successive stages of conference/events planning 4 Critically review the elements that constitute the design and content of conferences and events, and demonstrate a full appreciation of the internal and external factors which can determine their design and content 4. Teaching Programme and Organisation The module is led by Claire Humphreys and will be delivered in collaboration with Rachel Ley, a Professional Conference Organiser. All lectures will begin at 2.30pm. Thursday 16th January Introduction to the module CH The changing roles of the conference and event professional RL The planning process Reading: Bowdin et al (2011) Ch 15
  • 49. Carey (1999) pp9-45 Daniels and Loveless (2012) ch 8 McCabe et al (2000) pp 234-260 Toh, et al (2005) Silvers (2012) pp 4-27 Van der Wagen (2010) pp211-224 Thursday 23rd January Site selection: choosing a destination and a venue RL Reading: Crouch and Louviere (2004) Carey (1999) pp 72-86 Silvers (2012) pp 60-87 Rogers (2008) pp 184-195 Thursday 30th January
  • 50. Industry engagement CH Thursday 6th February Conference and event food and beverage operations RL Reading: Carey (1999) pp122-130 Daniels and Loveless (2012) ch 11 McCabe et al (2000) pp 279-287 Silvers (2012) pp 280-300 Astroff & Abbey (2006) pp 429-463 Thursday 13th February Design and content planning, Meeting Architecture RL The event tender process Reading
  • 51. Vanneste (2007) Chapters 5 and 7 Elsborg & Ravn (2006) pp 11-50 Van der Wagen and White (2010) pp 487-495 Allen (2002) pp 47-117 Thursday 20th February The financial, budgetary and legal aspects of RL conferences and events Reading: McCabe et al (2000) pp 343--368 Carey (1999) pp 99-111 Van der Wagen and White (2010) pp 336-348 Thursday 27th February Evaluation: measuring return on investment (ROI) RL
  • 52. Assignment tutorials Reading: Carey (1999) pp53-62; pp 213-216 Davidson (2003) pp A-151–A-156 Silvers (2012) pp 413-416 Thursday 6th March Independent Study – Group assignment preparation time Independent site visit to Confex (12-13 March). You can register online to attend this event. You will be able to get insight into a variety of products available to enhance events. Thursday 13th MarchRisk assessment and crisis management RL Strategic human resources management for the events industry Reading: Carey (1999) pp 199-207
  • 53. Tarlow (2002) Chapter 2 Silvers (2012) pp 330-366 Van der Wagen and White (2010) pp 160-182, 252-268 and 271- 284 Goldblatt and Matheson (2009) Thursday 20thMarch Ethical issues RL Reading: Carey (1999) pp238-241 McCabe et al (2000) pp 365-367 Vatner J & Frazier C (2005) Rogers (2008) pp 313-324 Allen (2003) Chapter 1 Thursday 27th March Assignment Presentation
  • 54. CH/RL Thursday 3rd April Independent study – individual assignment Tutorials available on request (CH) 5. Assessment This module will be formally assessed in two ways: · Theory-focused Essay (50%) TEAM PROJECT (50%) For many Professional Conference Organisers (PCO's) and event management professionals, the opportunity to host an event on behalf of a company or association is only achieved following a detailed bidding process. Successful bidding relies on understanding the objectives of the organisation/event and translating these into a proposal which will meet the desired outcome. This project asks the team to bid for an event, based on the scenario below. There are two elements to this project: 1) Written submission of proposed event (tender document) – Submit no later than 6pm on Thursday 13th March 2014. 2) Presentation outlining proposed event - in class on Thursday 27th March 2014 Scenario: You are assuming the role of an events agency and have been asked to submit a proposal which addresses the event objectives for the client. You must host this event in London. Client Profile: The client is an American computer gaming company.
  • 55. Event Objective: The client has just introduced a range of new games aimed at the ‘Over-Forties’ market, using app technology on IOS/android mobile phone and tablet platforms. The client wants to hold an event which brings together their European senior sales team. During the event product training will be provided, to aid knowledge and understanding of the new product range. The event will also include a gala evening, at which awards will be made to those achieving top sales on last year's products. The event is also seen as a thank you to the sales staff so incentive elements should also be included in the programme and must be seen as a unique experience that rewards the guests for their efforts. A total of 2 days (including travel) have been set aside for this event, and it is planned for November 2014. The client will assume full responsibility for the content to be delivered during the training session but you must make arrangements for an appropriate venue for a 120 person training session and gala awards night. Participant profile: The participants will include 12 Senior Managers, drawn equally from the client's three European sales offices - in Paris, Frankfurt and Vienna. The senior managers each head their own sales team (comprising usually of about 9 employees) and these sales staff will also be attending the event. In total this comprises 120 pax. Four marketing staff from the San Francisco-based head office will be attending to act as event hosts, along with the US-based Vice-President of Sales, who will be attending to present the awards. Their ages range from 46-66 years. The gender divide is roughly 70% men and 30% women.
  • 56. Budget: The budget for this event has not been disclosed, however this is an important consideration. All services presented throughout the event must be of a high standard, however the event must not appear extravagant or wasteful. Estimated pricing will be sufficient for the purpose of this bid and you must disclose all the costs of the event including the cost of your service as an agency. Submission of Coursework: Online Submission using Blackboard Your coursework must be submitted electronically via Blackboard. Your work will be scanned automatically through a text matching system (designed to check for possible plagiarism). You will also be able to access your feedback (strengths and weaknesses of your work as well as an annotated copy of your script) and grades via the blackboard grade centre. The deadline for submission is 18.00 – You can still upload your work after this time but the computer system will automatically record any work submitted after 6pm as late. See your course handbook for information relating to penalties for late submission. A faulty internet connection is no excuse for late submission, therefore you are strongly advised to upload your work no later than 17.00 on deadline day (you can submit earlier than this date). Work must be submitted as a pdf (you can save a word file as a pdf using the 'save as' function, changing the document type to pdf). You should include your family name in the title of the document you upload. To submit your coursework through Blackboard Assignment
  • 57. 1. Go to the ‘Assessment’ tab (on left) 2. Click the link to the correct assignment 3. On the next screen in Part 2 find the button titled 'browse my computer'. Click on this link and find the file you wish to upload (your essay). Once you have clicked on the file the title appears listed below the 'browse computer' button. Note: Do NOT click 'Do not attach' link after uploading because this will remove your file. 4. On this same page in part 3 click 'submit' You will receive an email confirming your submission. This will include the date and time of the submission.6. Assessment criteria The coursework is assessed according to the following criteria: 1. Research and Knowledge: Evidence of a thorough investigation, comprehensive and appropriate research undertaken, use of academically credible sources, and a sound knowledge of the topic. 2. Understanding and Analysis: Understanding of the topic displayed, well focused on the topic, analytical rather than descriptive, with sound conclusions drawn from arguments and data. 3. Structure and organisation: Logically structured and clearly argued. 4. Standard of presentation: Information and ideas presented in a clear and reasoned manner. 7. Reading list
  • 58. Essential Reading · Allen J (2002) The business of event planning: behind-the- scenes secrets of successful special events, John Wiley & Sons · Allen, J. (2003) Event planning: ethics and etiquette, Ontario,John Wiley & Sons · Astroff M & Abbey J (2006), Convention Sales and Services, 7th Ed. Las Vegas, Waterbury Press · Carey, T. (Ed.) (1999) Professional Meeting Management: A European Handbook, Meeting Professionals International. · Bowdin, G., McDonnell, I., Allen, J. & O'Toole, W. (2011) Events Management, (3rd Ed), Oxford, Elsevier/Butterworth- Heinemann · Crouch G I and Louviere J J (2004) ‘The Determinants of Convention Site Selection: A logistic choice model from experimental data’, in Journal of Travel Research, Vol 43, November · Daniels, M and Loveless, C (2012) Wedding planning and management, Abingdon, Routledge · Davidson, R. (2003) ‘Return on Investment in Corporate Events’, in INSIGHTS, May, British Tourist Authority · Elsborg S & Ravn I (2006), Learning meetings and conferences in practice, People’s Press · Goldblatt, J and Matheson C (2009) Volunteer recruitment and retention: and Australia-USA comparison, IN Baum, T, Deery, M, Hanlon, C, Lockston, L and Smith, K, People and Work in Events and Conventions: a research perspective, Wallingford, CABI
  • 59. · McCabe ,V., Poole, B., Weeks, P. and Leiper, N. (2000) The business and management of conventions, NJ: Wiley. · Rogers, T. (2008) Conferences and Conventions: a global industry, 2nd Ed. Oxford, Butterworth Heinemann · Silvers J R (2012) Professional Event Coordination, 2nd Ed. New Jersey: Wiley. · Tarlow P (2002), Event risk management and safety, New York, Wiley · Toh R S, DeKay C. F, Yates B (2005) Independent meeting planners: roles, compensation, and potential conflicts, Cornell Hotel & Restaurant Administration Quarterly, November, Vol.46,No.4 pp.431-443 · Vanneste M (2007), Meeting Architecture, Meeting Support Institute (available online at http://www.meetingsupport.org/files/meeting%20architecture%2 0book%202pp.pdf · Vatner J & Frazier T (2005), Stolen Thoughts, Meetings and Conventions, http://www.mcmag.com/article_ektid11338.aspx?terms=*idea+t heft*&page=1Further Reading · Ariffin A A M et al (2008) ‘Corporate Meeting Destination Choice: The Influences of Consumption Value, Organizational Structure and Personality’, in International Journal of Hospitality & Tourism Administration, Volume 9, Issue 4, Pages 313 – 326 · Baloglu S and Love C (2005) ‘Association meeting planners' perceptions and intentions for five major US convention cities: the structured and unstructured images’, in Tourism Management, Volume 26, Issue 5, October 2005, pages 743-752
  • 60. · Breiter D and Milman A (2006) ‘Attendees’ needs and service priorities in a large convention center: Application of the importance–performance theory’, in Tourism Management, Volume 27, Issue 6, Pages 1364-1370 · Campbell, F., Robinson, A., Brown, S. and Race, P. (2003) Essential Tips for Organising Conferences and Events, Kogan Page. · Comas M and Moscardo G (2006) ‘Understanding Associations and their Conference Decision-Making Processes’, in Journal of Convention & Events Tourism, Volume 7, Issue 3 and 4, Pages 117 – 138 · De Groot, E and van der Vijver, M (2013) Into the heart of meetings: basic principles of meeting design, Leeuwarden, Mindmeeting · DiPietro, R.B; Breiter, D; Rompf, P and Godlewska, M ( 2008) ‘An Exploratory Study of Differences among Meeting and Exhibition Planners in their Destination Selection Criteria’, in Journal of Convention & Event Tourism, Vol. 9(4), 2008, pages 258-276 · Fawzy,A. (2008) ‘Site Selection Criteria for Meetings on Cruise Ships: The View of Corporate Meeting Planners’, in the Journal of Convention & Event Tourism, Vol. 9(1), 2008, pages 81-94 · Montgomery, R. J. and Strick, S. K. (1994) Meetings, conventions and expositions: an introduction to the industry, Van Nostrand Reinhold. · Robinson L S and Callan R J (2005) ‘UK Conference Delegates' Cognizance of the Importance of Venue Selection Attributes’, in Journal of Convention & Event Tourism, Vol 7, Issue 1, Pages 77 – 95
  • 61. · Seekings, D. and Farrer, J. (1999) How to organise effective conferences and meetings, (7th Ed.) London: Kogan · Shone A (1998) The business of Conferences, Butterworth Heinemann · Yeoman, I., Robertson, M., Ali-Knight, J. Drummond, S. and McMahon-Beattie, U. (Eds), (2004) Festival and Events Management: an international arts and culture perspective, Oxford: Elsevier Butterworth-Heinemann. · Weber, K. and Chon, K. (Eds.) (2002) Convention Tourism: international research and industry perspectives, Haworth Hospitality Press Periodicals · Association Meetings International (www.meetpie.com/publicat/asocmeet/currissu/ascconts.asp) · Conference and Exhibition Fact Finder · Conference and Incentive Management (www.cim- publications.de) · Conference and Incentive Travel (www.citmagazine.com) · Convene (www.pcma.org/resources/convene/archives) · Corporate Entertainer (www.corporateentertainer.com) · Incentive magazine www.incentivemag.com · Incentive Travel & Corporate Meetings (www.incentivetravel.co.uk) · Meetings and Conventions (www.meetings-conventions.com) · Meetings and Incentive Travel
  • 62. (www.meetpie.com/publicat/mit/currissu/mitconts.asp) · Successful Meetings (www.successmtgs.com) WWW References www.abpco.org www.conworld.net www.cvent.com/resources/ www.eventia.org.uk www.hbaa.org.uk www.iapco.org www.icca.nl http://meetingsnet.com/sites/select/walkability_growing_attracti on_0201/ www.mpiweb.org www.mpiuk.org www.pcma.org INDIVIDUAL ESSAY (50%) Drawing on relevant academic literature, industry research and trade press, critically evaluate tools and techniques which can be employed to ensure event logistics are executed effectively to achieve the objectives of an event. Discuss, with examples, situations where application of these tools/techniques might be modified. Your essay must make full use of the sources included in the Reading Lists below, as well as appropriate sources identified in your own individual research. It must be fully referenced throughout and must compare and contrast the views of the numerous authors who have written on this topic.
  • 63. The essay should be 3000 words in length and be fully referenced using the Harvard system. Your work should be submitted online (instructions below) no later than 6pm on Monday 28th April 2014. TEAM PROJECT ASSESSMENT 1. Written Submission: You are required to propose a creative event which will achieve the outcomes desired for this client. Your written proposal should explain the concept of the event and show clearly how it will meet the objectives outlined. It should also provide: An introduction to the theme Details of the event programme in terms of format Details of the venue selected to host the event, including rationale for the decision An outline budget estimating costs for the event, along with a
  • 64. short rationale explaining your budgetary approach The ways in which the event measurement process is introduced The written submission should be a maximum of 2500 words (In addition to the word limit you may choose to include appendices but information contained in appendices must be relevant and referred to in the main document). 2. Presentation: You will be asked to provide a short summary of your event proposal. You will be given 10 minutes to detail the key elements of the proposal, particularly highlighting features and benefits of your proposal. This will be followed by questions from the panel. You should provide a copy of any presentation slides to the panel prior to the start of your presentation. PAGE
  • 65. event planning 3000words/1 The Changing Roles of the Conference & Event Professional & Planning Process - PG - 2014.pdf University of Westminster Centre for Tourism MA Events and Conference Management Events and Conference Planning 2013/2014 Rachel Ley People have changed; • Better educated/qualified • Diverse backgrounds • Better connected • Globally aware • Technically competent • More demanding Music events
  • 66. Festivals & Cultural Events Conferences Away Days Exhibitions & Trade Shows Seminars Team Building Congresses Webinars Corporate Hospitality Incentives Outdoor Events Sports Events Training Events Product Launches Road shows Awards Dinners Experiential Events Investigator Meetings ....’Fests’
  • 67. Meetings AGM’s Receptions Fun Days � Growing importance of events and meetings: ◦ More recognised as a fundamental part of the internal/external communications strategy ◦ Powerful mechanism to connect with increasingly disparate audiences driving change for more ◦ It’s easier to hold a meeting or event! ◦ Events market is diverse; plenty of ‘tools’ to suit most needs ◦ Meetings/events are more accessible ◦ Technology / Digital ◦ Immediacy of purchasing ◦ Globalisation � Technology / Digital advances � Media influences � Social Media � Sustainability � Economic Climate
  • 68. � Global professionalism � Align best practices � Develop concepts to meet the needs � Learn from experiences (e.g. London 2012!) Organisers who have a formal part of their role dedicated to events: � Conference/Congress/Meetings/Events Planner � Conference/Congress/Meetings/Events Organiser � Event Director/Manager/Executive/Assistant/Co-ordinator etc � Event Organiser Other functions where the role of organising can appear! � Marketing � Sales � HR � Product Development � PR � Etc... � Increasingly seen as a specialist role � Clarity: ◦ Internal Planner = one who works in-house for an organisation or ‘end client’ (corporate or association) and therefore only works with one type of organisation or delegation
  • 69. ◦ External Planner = either: � Independent planner, agency or PCO � (PCO = Professional Conference Organiser) � Supplier based planner; usually seen within hotels or venues � Seen as service driven � Administratively heavy � Logistic specialists � Territory of women � Unrecognised as a ‘profession’ � Strategic � Consultative � Creative � Tactical � Entrepreneurial � No longer the territory of women
  • 70. � A broader skill base required.... � Entirely possible to be asked to: ◦ Assist with goal and objective setting ◦ Establishing, measuring and evaluative return on investment ◦ Adopt and cascade communication and marketing strategies ◦ Advise and manage content ◦ Evaluate financial viability; including revenue/income and expenditure strategies ◦ Etc......... � How are Planners paid: ◦ Internal Planners; via payroll as a paid member of staff � Independent/PCO’s: 1. Fixed fee for agreed services 2. Percentage of project turnover 3. Hourly against a vendor agreement 4. Commission � Time = money!
  • 71. � “As the transformation of meetings takes place, the role of the meeting professional must also change. Planners will expand their focus to include a more strategic role in the on- going development of their organisations. One way the meeting professional may do this is to become an ‘interaction specialist’, a highly educated, strategic marketer who facilitates the communication processes that lead to new ideas and ways of accomplishing key organisational objectives”. � David C. Scypinski, Senior Vice President of Industry relations at Starwood Hotels and Resorts Worldwide � Scenarios.... A one day conference; meeting in the am, team activities outside in the afternoon.... ....but nothing arrives....what do you do? You are managing a conference at a conference centre; the delegate hotel is a 20 minute coach trip from the centre. The conference finishes ONE HOUR early. There are no coaches...what do you do???
  • 72. The night before your conference starts, a delegate commits suicide in the hotel. What do you do? Your conference is going very well, everything is to time; then your main speaker is delayed by nearly an hour getting to the venue.....what do you do....what is important? You are managing an incentive travel event; whilst there, one of the delegates’ wives has a baby back at home....how do you deal with it? � Leadership Responsibility � Teamwork Calm � Motivation Numerate � Organisation Literate � Negotiation Stamina � Diplomacy Change mgt � Creativity Tenacious � Lateral thinking Attention to detail � Communication Sense of Humour!
  • 73. � Continued diversification � Client influence will drive the change for demonstrable qualifications � Education pathways/awareness + number of available courses - worldwide � Professional certification (Certificate in Meeting Management and Certified Meeting Professional) � University degree courses � Litigious world � Corporate Manslaughter � Professionalism of industry as a whole � Complexity of events is growing; thus practical requirements changing � Documentation, documentation, documentation ◦ Critical path / production schedule / timeline ◦ Budget / cash flow
  • 74. ◦ Service Orders (Banqueting Event Orders..) ◦ Working document ◦ Contact lists ◦ Programme / Itinerary ◦ Floor plans � With the brief..... ◦ Clarity around the brief ◦ Be sure you know what is being asked ◦ Ask questions; challenge the information ◦ ◦ Sometimes the solution is not obvious, but finding some form of solution is part of the role..... � 200 people � One and a half day conference � Within one hour of London ◦ What questions would you ask to qualify this brief?
  • 75. � 1,000 people from all over the UK � Awards dinner ◦ What questions would you ask to qualify this brief? � Itinerary of day � Budget � Contact reports / meeting notes � Risk Assessments / Crisis Mgt plans � Marketing / PR Plans � Working documents � Contact lists � Service Orders � Floor plans � Briefing documents � Post reconciliation budget � Evaluation event planning 3000words/2 Site Selection - choosing a destination and a venue - PG - 2014.pdf
  • 76. University of Westminster Centre for Tourism MA Conference and Events Management 2013/2014 Rachel Ley � DESTINATION: ◦ Where an event takes place � VENUE or SITE: ◦ Which specific property the event takes place within � Geographical suitability � Purpose of the conference or event � Profile and size of the audience � Accessibility – travel distance to country AND venue / transport infrastructure � Range of accommodation available � Social and economic climate � Time/day/date/duration � Budget/currency exchange benefits/tax � History of the conference � Purpose of the conference or event � History
  • 77. � Range of accommodation and availability � Range of meeting / event space requirements � Programme components � Travel time from the point of departure � Time/day/date/duration � Budget � Convention Bureau (CVB) � Venue booker/finder � DMC’s � Internet � Trade press / trade shows (IMEX, EIBTM, Confex etc) � Travel guides � Embassies � Travel agencies � Your colleagues and peers!
  • 78. � Works differently to corporate clients – source of bid � Often lead by the CVB � Focus is on Country and City � Bid often takes a long time � Requires the PCO to be the ambassador for the country/city + extended working knowledge / expertise � Mixed country options rarely presented � Bid is often multi-country/city � Requires global expertise or access to it � DMC/local CVB sometimes used, but not always � Proposal must usually include entire package, i.e. flights, accommodation, ground handling etc � Competition is high � Corporate rationale needs to be considered � City Centre or Urban � Airport � Resort and
  • 79. � Country (Try to encourage openness from clients and expand the criteria, e.g. ‘within an hour of an airport/motorway) � Convention Centre � Hotel � Conference or Training Centre � Academic Venues � Unusual site or venue Convention Centres: � Usually used for large numbers of delegates, a blank canvas, creative solutions possible but can be expensive. Hotel: � Often fixed in what you can do, but can produce results at short notice, infrastructure in place. Conference or Training Centres: � Limited opportunities for creativity, infrastructure in place, great for simple solution, day long solutions.
  • 80. Academic Venues: � Limited availability, large complex campus, cost effective, ideal for long events for cost conscious clients Unusual Sites/Venues: � Time and budget needed to implement infrastructure, often a one-off experience. � Brand and image � Capacity � Flexibility � Facilities � Service � Cost � Site inspections/venue recce � Proposal contents � Negotiation � Contract etiquette
  • 81. � Production � Conference / event � Familiarisation trips & continuous learning � Other support – i.e. Hilton days � e.g. www.meetpie.com – venue negotiation seminars � Eventia – www.eventia.org.uk � CIT – www.citmagazine.co.uk � MPI – www.mpiweb.org.uk event planning 3000words/3 Conference Food & Beverage Operations - PG - 2014.pdf University of Westminster Centre for Tourism MA Event Management Rachel Ley � The ability to plan an excellent food and beverage programme that compliments the event content is key to creating a measurable and enjoyable experience for all event attendees.
  • 82. � This session will focus on: ◦ Identifying how catering can affect the success of the event ◦ What practical and operational considerations must be put in place. Establish: � Who is attending � How many are attending � Purpose of the event � Programme components surrounding � Demographic and culture � Space available � And don’t forget your staff! Think about ‘worst case scenarios’: � Too many people � Space too small � Insufficient food / beverage � Inappropriate food / beverage � Dirty facilities � Queues too long � No where to sit
  • 83. � Inattentive staff � Briefing, selecting and contracting caterers � Dealing with special requirements � Pre-event catering management ◦ Tastings ◦ Menu planning / checking / labelling ◦ Final numbers � On-site management ◦ Health & Safety ◦ Waste Management � ……..Dealing with the unexpected! � Timing – arrival / departure…and eating � Dress code � Transfers (if applicable) � Seating plans � Programme � Toilets � …….Help! � Where would you?
  • 84. � Location � Culture � Duration of conference or event � Quantities � When to negotiate: ◦ Quantity not quality ◦ Number of courses ◦ Crew food ◦ Dressing ◦ Food complexity ◦ ….but take care; you get what you pay for….. � The prestigious final night Gala Dinner of a three day/two night conference ◦ 550 people ◦ Pan-European delegation ◦ 50:50 split male:female ◦ Age range: 30 – 45’s
  • 85. ◦ Location is Glasgow ◦ Programme components: welcome cocktail, welcome speeches, four course meal, five Awards, band � 50% of you are caterers � 50% of you are event managers � Caterers must: create a list of questions and considerations against the information given � Event managers: create a brief for the caterer based on the information from the brief � Together you must: ◦ Create a running order for the evenings ◦ Develop the floor plan to include what goes where ◦ Describe how the menu would be used ◦ Describe what entertainment, dressing, theming etc you would use ◦ Describe the staffing levels and operational considerations you would put into place � Variety � Appropriateness � Operationally viable � People always remember the food!
  • 86. event planning 3000words/4 Meeting Content and the Role of the Meeting Architect - 2014.pdf Rachel Ley University of Westminster Centre for Tourism � In the context of events; contentcontentcontentcontent is everything that happens inside the meetings themselves and is usually aligned to the event objectives. Thus there must be a reason reason reason reason for the Meeting or Event There must be areason for the Content Education or learning *** Communication or networking *** Motivation
  • 87. � The importance of format; pace; energy; balance � Bringing a group of people together results in the consolidation of ideas, thoughts, feelings and actions (good and bad) How do we harness an educational outcome with this information? � ...consider the format and tools available � ….at their own rate! � Some people are analysts; some think in pictures � Sometimes take experiences from event content that is personal to them and can surprise you. � This means that you cannot possibly please all people at all times….. � Suggested formats for educational content: ◦ Top down = Presentation ◦ Horizontal = Discussion ◦ Bottom Up = Crowd Sourcing Or ◦ Presentation by an expert
  • 88. ◦ Peer to peer discussion ◦ Collect feedback � Passive traditional presentation � Reactive voting systems etc � Active Q&A? � Interactive Q&A / social media � Collaborative on-line communities/blogging � Co-creative wiki-workshop � Participative! Delegates create a tangible product using the educational content of the meeting in a competitive environment � Most formats don’t go far enough…. I hear and I forgetI hear and I forgetI hear and I forgetI hear and I forget I see and I rememberI see and I rememberI see and I rememberI see and I remember I do and I understandI do and I understandI do and I understandI do and I understand � Result of a chance encounter
  • 89. � Un prompted � A trusted relationship that is built from human-to- human contact cannot be manufactured by technology � Innovation is most commonly a result of likeminded people coming together…. � Do not underestimate the powerpowerpowerpower and valuevaluevaluevalue of networkingnetworkingnetworkingnetworking � Professional � Expertise � Respect � Fun � Evaluation � Connection � Tying ◦ PERFECTPERFECTPERFECTPERFECT � A person who translatestranslatestranslatestranslates the needs of the
  • 90. meeting owner into design elementsdesign elementsdesign elementsdesign elements and building blocksbuilding blocksbuilding blocksbuilding blocks for that meeting. 1.1.1.1. IIIInvestigate 2.2.2.2. DDDDesign 3.3.3.3. EEEExecute 4.4.4.4. AAAAssess IDEAIDEAIDEAIDEA the acronym for the four stages Identify and clarify objectives (and terminology) through questioning Decide concepts/vocabulary that will make the Meeting effective; content flow, experience, facilitation style, venue message etc Debate and ratify the relationship with the meeting with other aspects of business plans and strategy 2. Design
  • 91. Define the words or vocabulary to summarise the objectives you are planning to achieve Design the content flow, visualise it in a drawing How you want them to experience or interpret the content Then consider; timing, format, guidance, tools, resources techniques, consultancy, methodology, technology etc 3. Execute � Using the model below it is possible to gauge the level of interactivity you may need to incorporate into your event. Essentially the higher you score on any event element to the right hand side, there is likely to be a need to deploy some interactivity rather than assuming it will take place naturally and unaided. www.crystal-interactive.co.uk Event Planning!
  • 92. � Going full-circle ◦ Measurement/evaluation design ◦ What happens to the results? ◦ What happens with the information from the results? ◦ Next steps…… � Marketing and communications � HR � Audio Visual / Technology � Training � Adult Education � Facilitation � Virtual Meetings � Theatre � MindMeeting – www.mindmeeting.org � Crystal Interactive – www.crystal-interactive.co.uk � Involve – www.involveuk.com
  • 93. � iManage – www.imanageperformance.com event planning 3000words/5 Evaluation - measuring return on investment - PG - 2014.pdf University of Westminster Centre for Tourism MA Conference and Events Management Rachel Ley � Definition of “evaluation” “to ascertain or set the amount or value of” or “to judge or assess the worth of” � Return on Investment = ROI � Meetings demand measurable results for all key stakeholders: ◦ For the originator / client ◦ For the attendee ◦ For the organiser
  • 94. � Begin with the end in mind…. � Validation ◦ demonstrating strategic value to/for the client ◦ highlighting the value of professional organisation ◦ providing an added value service � Defining the value of a meeting? ◦ Tangible results i.e. financial gains, objectives achieved ◦ Intangible results? 1. Identify and meet with stakeholders 2. Establish measurable objectives 3. Determine measurement tools 4. Develop the content of the event 5. Report the results � Different stakeholders have different objectives…but the meeting must have a primary purpose � Meetings are usually designed to affect peoples:- ◦ Reactions ◦ Learning
  • 95. ◦ Behaviour ◦ Business Results � 5 Principals of setting objectives – SMART ◦Specific ◦Measurable ◦Attainable/achievable ◦Relevant/realistic ◦Time-based ‘All 25 members of the X Product Sales Division to improve their knowledge of Y product by 25% by the end of the conference’ Education *** Communication *** Motivation
  • 96. � Comprehensive measures are required to assess the total value of a meeting; from budget targets to learning objectives – consider: ◦ Pre and Post Research ◦ Qualitative and Quantitative ◦ Response rate ◦ Measurement Criteria ◦ …remember, people want to be listened to…. � Alternative measurement tools:- ◦ Phone surveys ◦ Focus & Advisory groups ◦ Pre & Post-event knowledge evaluations ◦ Examinations & tests ◦ Secret shoppers ◦ Opinion polls ◦ Audience response systems ◦ Tracking results ◦ Web-based surveys � Tips on measuring ROI � Develop question topics � Select the question and response formats
  • 97. � Select the wording � Determine sequence � Layout and appearance � Pilot testing � Think about the analysis � A proper accountancy term for evaluating the success of an investment by comparing its cost with the expected gains � ROI (%) = £ Net Programme Benefits x 100 £ Programme Costs � Company X’s annual sales conference in London this year cost £230,000, including the cost of time for those attending. Examination of sales and other data showed the estimated benefit of the conference, due to an increase in performance and a reduction in staff turnover, was a total of £430,000 � ROI (%) = £430,000 - £230,000 x 100 = 87% £230,000 � Company Y recently held a Senior Manager meeting. The cost of the meeting, including time
  • 98. of those attending, was £190,000. The calculated benefits from the conference were £135,000 � ROI (%) = £135,000 - £190,000 x 100 = -29% £190,000 � Always allow time to collate ROI results and analyse � Report ROI appropriate to the recipient � Reporting ROI as part of the post event debrief meeting � Consider the best format of reporting and sharing results � A basic report will including information on:- ◦ Budgets ◦ Revenues ◦ Delegate numbers ◦ Overall evaluations � An integral part of the event management process ◦ Objective review of all aspects of the event ◦ Eliciting feedback ◦ Learning from participant evaluations � Specific areas for evaluation:- ◦ Budget reconciliation ◦ The planning process
  • 99. ◦ Supplier performance � Understand what you want to achieve – begin with the end in mind…. � Next…! event planning 3000words/6 Risk & Crisis Management - PG 2014.pdf University of Westminster Centre for Tourism MA Conference and Events Management Rachel Ley 50% of delegates are delayed because of a freak snowstorm in their country of departure ◦ Brainstorm the problems ◦ Brainstorm some key solutions ◦ What about communication
  • 100. ◦ Who is responsible? suicide ◦ Brainstorm the problems ◦ Brainstorm some key solutions ◦ Communication? ◦ Who is responsible? – private dinner porate client - booked…. ◦ Brainstorm the problem ◦ Brainstorm some key solutions
  • 101. ◦ Who is responsible? big fire at the venue ◦ Brainstorm the problem ◦ Brainstorm some key solutions ◦ Communication? ◦ Who is responsible? and financial responsibility to make certain that the event and its operations maintain the highest standards of safety possible”. Silvers 2004:171
  • 102. keep an event from meeting its goals and objectives’ prevent or reduce this potential’ event from meeting its goals and objectives’. must be the top priority tment in the event reputation of your company/organisation
  • 103. to assess their likelihood, and to consider how they would affect the organisation and operation of the event planning process destination, venue, etc), budget, and research security matters; management failures – including habit, inertia, and ignorance disputes…
  • 104. 4 basic rules (HAZARDS …) ‘Risk management walk-through’ and external communications (media) and communication, emergency procedures … public liability, weather…) is a complex issue, involving:
  • 105. ◦ the venue ◦ the conference planner ◦ the suppliers ◦ the delegates ors – booths – common areas - and often unrewarding difficult welfare of delegates rests with the meeting planner. planner, venues often make the conference planner responsible for a wide variety of risks to the delegates and to the suppliers in a written AGREEMENT
  • 106. use when a crisis occurs communicate it. INSURANCE: cancellation/interruption insurance, weather insurance everyone involved. about everything……
  • 107. event planning 3000words/Conference Planning 1314.docUniversity of Westminster Centre for Tourism Research MA Events and Conference Management Module Leader: Claire Humphreys4TRS7B8 Conference and Events Planning 2013/2014 _____________________________________________________ ________________________________ 1. Introduction Conference and Events Planning focuses on the processes involved in organising, contracting and bidding for corporate and leisure event business. The module blends academic content and practical activities through lectures, practitioner contributions through guest speakers and a practical coursework assignment requiring students to plan and bid for an event. 2. Module Aims To develop a thorough understanding of relevant business principles and theories, and, based on these, to develop a critical awareness of the complex range of business skills and techniques that are required by those with responsibility for organising corporate and leisure conferences and events either on behalf of clients or for their own organisations. To review the range of problems that can arise in the conference/events organising process and to critically examine examples of good practice in anticipating and solving such problems. 3. Learning Outcomes On successfully completing the module, students will be able to:
  • 108. 1 Demonstrate a sound understanding of relevant business principles and theories of project planning pertaining to the planning of conferences and events 2 Demonstrate a comprehensive understanding of the range of business skills and techniques that contribute to the organising of successful conferences and events 3 Critically analyse the logistical and strategic tasks that constitute the successive stages of conference/events planning 4 Critically review the elements that constitute the design and content of conferences and events, and demonstrate a full appreciation of the internal and external factors which can determine their design and content 4. Teaching Programme and Organisation The module is led by Claire Humphreys and will be delivered in collaboration with Rachel Ley, a Professional Conference Organiser. All lectures will begin at 2.30pm. Thursday 16th January Introduction to the module CH The changing roles of the conference and event professional RL
  • 109. The planning process Reading: Bowdin et al (2011) Ch 15 Carey (1999) pp9-45 Daniels and Loveless (2012) ch 8 McCabe et al (2000) pp 234-260 Toh, et al (2005) Silvers (2012) pp 4-27 Van der Wagen (2010) pp211-224 Thursday 23rd January Site selection: choosing a destination and a venue RL Reading: Crouch and Louviere (2004) Carey (1999) pp 72-86 Silvers (2012) pp 60-87
  • 110. Rogers (2008) pp 184-195 Thursday 30th January Industry engagement CH Thursday 6th February Conference and event food and beverage operations RL Reading: Carey (1999) pp122-130 Daniels and Loveless (2012) ch 11 McCabe et al (2000) pp 279-287 Silvers (2012) pp 280-300 Astroff & Abbey (2006) pp 429-463 Thursday 13th February Design and content planning, Meeting Architecture RL
  • 111. The event tender process Reading Vanneste (2007) Chapters 5 and 7 Elsborg & Ravn (2006) pp 11-50 Van der Wagen and White (2010) pp 487-495 Allen (2002) pp 47-117 Thursday 20th February The financial, budgetary and legal aspects of RL conferences and events Reading: McCabe et al (2000) pp 343--368 Carey (1999) pp 99-111 Van der Wagen and White (2010) pp 336-348 Thursday 27th February
  • 112. Evaluation: measuring return on investment (ROI) RL Assignment tutorials Reading: Carey (1999) pp53-62; pp 213-216 Davidson (2003) pp A-151–A-156 Silvers (2012) pp 413-416 Thursday 6th March Independent Study – Group assignment preparation time Independent site visit to Confex (12-13 March). You can register online to attend this event. You will be able to get insight into a variety of products available to enhance events. Thursday 13th MarchRisk assessment and crisis management RL Strategic human resources management for the events industry
  • 113. Reading: Carey (1999) pp 199-207 Tarlow (2002) Chapter 2 Silvers (2012) pp 330-366 Van der Wagen and White (2010) pp 160-182, 252-268 and 271- 284 Goldblatt and Matheson (2009) Thursday 20thMarch Ethical issues RL Reading: Carey (1999) pp238-241 McCabe et al (2000) pp 365-367 Vatner J & Frazier C (2005) Rogers (2008) pp 313-324 Allen (2003) Chapter 1 Thursday 27th March
  • 114. Assignment Presentation CH/RL Thursday 3rd April Independent study – individual assignment Tutorials available on request (CH) 5. Assessment This module will be formally assessed in two ways: · Theory-focused Essay (50%) TEAM PROJECT (50%) For many Professional Conference Organisers (PCO's) and event management professionals, the opportunity to host an event on behalf of a company or association is only achieved following a detailed bidding process. Successful bidding relies on understanding the objectives of the organisation/event and translating these into a proposal which will meet the desired outcome. This project asks the team to bid for an event, based on the scenario below. There are two elements to this project: 1) Written submission of proposed event (tender document) – Submit no later than 6pm on Thursday 13th March 2014. 2) Presentation outlining proposed event - in class on Thursday 27th March 2014 Scenario: You are assuming the role of an events agency and have been asked to submit a proposal which addresses the event objectives
  • 115. for the client. You must host this event in London. Client Profile: The client is an American computer gaming company. Event Objective: The client has just introduced a range of new games aimed at the ‘Over-Forties’ market, using app technology on IOS/android mobile phone and tablet platforms. The client wants to hold an event which brings together their European senior sales team. During the event product training will be provided, to aid knowledge and understanding of the new product range. The event will also include a gala evening, at which awards will be made to those achieving top sales on last year's products. The event is also seen as a thank you to the sales staff so incentive elements should also be included in the programme and must be seen as a unique experience that rewards the guests for their efforts. A total of 2 days (including travel) have been set aside for this event, and it is planned for November 2014. The client will assume full responsibility for the content to be delivered during the training session but you must make arrangements for an appropriate venue for a 120 person training session and gala awards night. Participant profile: The participants will include 12 Senior Managers, drawn equally from the client's three European sales offices - in Paris, Frankfurt and Vienna. The senior managers each head their own sales team (comprising usually of about 9 employees) and these sales staff will also be attending the event. In total this comprises 120 pax. Four marketing staff from the San Francisco-based head office will be attending to act as event hosts, along with the US-based Vice-President of Sales, who
  • 116. will be attending to present the awards. Their ages range from 46-66 years. The gender divide is roughly 70% men and 30% women. Budget: The budget for this event has not been disclosed, however this is an important consideration. All services presented throughout the event must be of a high standard, however the event must not appear extravagant or wasteful. Estimated pricing will be sufficient for the purpose of this bid and you must disclose all the costs of the event including the cost of your service as an agency. Submission of Coursework: Online Submission using Blackboard Your coursework must be submitted electronically via Blackboard. Your work will be scanned automatically through a text matching system (designed to check for possible plagiarism). You will also be able to access your feedback (strengths and weaknesses of your work as well as an annotated copy of your script) and grades via the blackboard grade centre. The deadline for submission is 18.00 – You can still upload your work after this time but the computer system will automatically record any work submitted after 6pm as late. See your course handbook for information relating to penalties for late submission. A faulty internet connection is no excuse for late submission, therefore you are strongly advised to upload your work no later than 17.00 on deadline day (you can submit earlier than this date). Work must be submitted as a pdf (you can save a word file as a
  • 117. pdf using the 'save as' function, changing the document type to pdf). You should include your family name in the title of the document you upload. To submit your coursework through Blackboard Assignment 1. Go to the ‘Assessment’ tab (on left) 2. Click the link to the correct assignment 3. On the next screen in Part 2 find the button titled 'browse my computer'. Click on this link and find the file you wish to upload (your essay). Once you have clicked on the file the title appears listed below the 'browse computer' button. Note: Do NOT click 'Do not attach' link after uploading because this will remove your file. 4. On this same page in part 3 click 'submit' You will receive an email confirming your submission. This will include the date and time of the submission.6. Assessment criteria The coursework is assessed according to the following criteria: 1. Research and Knowledge: Evidence of a thorough investigation, comprehensive and appropriate research undertaken, use of academically credible sources, and a sound knowledge of the topic. 2. Understanding and Analysis: Understanding of the topic displayed, well focused on the topic, analytical rather than descriptive, with sound conclusions drawn from arguments and data. 3. Structure and organisation: Logically structured and clearly argued.
  • 118. 4. Standard of presentation: Information and ideas presented in a clear and reasoned manner. 7. Reading list Essential Reading · Allen J (2002) The business of event planning: behind-the- scenes secrets of successful special events, John Wiley & Sons · Allen, J. (2003) Event planning: ethics and etiquette, Ontario,John Wiley & Sons · Astroff M & Abbey J (2006), Convention Sales and Services, 7th Ed. Las Vegas, Waterbury Press · Carey, T. (Ed.) (1999) Professional Meeting Management: A European Handbook, Meeting Professionals International. · Bowdin, G., McDonnell, I., Allen, J. & O'Toole, W. (2011) Events Management, (3rd Ed), Oxford, Elsevier/Butterworth- Heinemann · Crouch G I and Louviere J J (2004) ‘The Determinants of Convention Site Selection: A logistic choice model from experimental data’, in Journal of Travel Research, Vol 43, November · Daniels, M and Loveless, C (2012) Wedding planning and management, Abingdon, Routledge · Davidson, R. (2003) ‘Return on Investment in Corporate Events’, in INSIGHTS, May, British Tourist Authority · Elsborg S & Ravn I (2006), Learning meetings and conferences in practice, People’s Press
  • 119. · Goldblatt, J and Matheson C (2009) Volunteer recruitment and retention: and Australia-USA comparison, IN Baum, T, Deery, M, Hanlon, C, Lockston, L and Smith, K, People and Work in Events and Conventions: a research perspective, Wallingford, CABI · McCabe ,V., Poole, B., Weeks, P. and Leiper, N. (2000) The business and management of conventions, NJ: Wiley. · Rogers, T. (2008) Conferences and Conventions: a global industry, 2nd Ed. Oxford, Butterworth Heinemann · Silvers J R (2012) Professional Event Coordination, 2nd Ed. New Jersey: Wiley. · Tarlow P (2002), Event risk management and safety, New York, Wiley · Toh R S, DeKay C. F, Yates B (2005) Independent meeting planners: roles, compensation, and potential conflicts, Cornell Hotel & Restaurant Administration Quarterly, November, Vol.46,No.4 pp.431-443 · Vanneste M (2007), Meeting Architecture, Meeting Support Institute (available online at http://www.meetingsupport.org/files/meeting%20architecture%2 0book%202pp.pdf · Vatner J & Frazier T (2005), Stolen Thoughts, Meetings and Conventions, http://www.mcmag.com/article_ektid11338.aspx?terms=*idea+t heft*&page=1Further Reading · Ariffin A A M et al (2008) ‘Corporate Meeting Destination Choice: The Influences of Consumption Value, Organizational Structure and Personality’, in International Journal of Hospitality & Tourism Administration, Volume 9, Issue 4, Pages 313 – 326
  • 120. · Baloglu S and Love C (2005) ‘Association meeting planners' perceptions and intentions for five major US convention cities: the structured and unstructured images’, in Tourism Management, Volume 26, Issue 5, October 2005, pages 743-752 · Breiter D and Milman A (2006) ‘Attendees’ needs and service priorities in a large convention center: Application of the importance–performance theory’, in Tourism Management, Volume 27, Issue 6, Pages 1364-1370 · Campbell, F., Robinson, A., Brown, S. and Race, P. (2003) Essential Tips for Organising Conferences and Events, Kogan Page. · Comas M and Moscardo G (2006) ‘Understanding Associations and their Conference Decision-Making Processes’, in Journal of Convention & Events Tourism, Volume 7, Issue 3 and 4, Pages 117 – 138 · De Groot, E and van der Vijver, M (2013) Into the heart of meetings: basic principles of meeting design, Leeuwarden, Mindmeeting · DiPietro, R.B; Breiter, D; Rompf, P and Godlewska, M ( 2008) ‘An Exploratory Study of Differences among Meeting and Exhibition Planners in their Destination Selection Criteria’, in Journal of Convention & Event Tourism, Vol. 9(4), 2008, pages 258-276 · Fawzy,A. (2008) ‘Site Selection Criteria for Meetings on Cruise Ships: The View of Corporate Meeting Planners’, in the Journal of Convention & Event Tourism, Vol. 9(1), 2008, pages 81-94 · Montgomery, R. J. and Strick, S. K. (1994) Meetings, conventions and expositions: an introduction to the industry, Van Nostrand Reinhold.
  • 121. · Robinson L S and Callan R J (2005) ‘UK Conference Delegates' Cognizance of the Importance of Venue Selection Attributes’, in Journal of Convention & Event Tourism, Vol 7, Issue 1, Pages 77 – 95 · Seekings, D. and Farrer, J. (1999) How to organise effective conferences and meetings, (7th Ed.) London: Kogan · Shone A (1998) The business of Conferences, Butterworth Heinemann · Yeoman, I., Robertson, M., Ali-Knight, J. Drummond, S. and McMahon-Beattie, U. (Eds), (2004) Festival and Events Management: an international arts and culture perspective, Oxford: Elsevier Butterworth-Heinemann. · Weber, K. and Chon, K. (Eds.) (2002) Convention Tourism: international research and industry perspectives, Haworth Hospitality Press Periodicals · Association Meetings International (www.meetpie.com/publicat/asocmeet/currissu/ascconts.asp) · Conference and Exhibition Fact Finder · Conference and Incentive Management (www.cim- publications.de) · Conference and Incentive Travel (www.citmagazine.com) · Convene (www.pcma.org/resources/convene/archives) · Corporate Entertainer (www.corporateentertainer.com) · Incentive magazine www.incentivemag.com
  • 122. · Incentive Travel & Corporate Meetings (www.incentivetravel.co.uk) · Meetings and Conventions (www.meetings-conventions.com) · Meetings and Incentive Travel (www.meetpie.com/publicat/mit/currissu/mitconts.asp) · Successful Meetings (www.successmtgs.com) WWW References www.abpco.org www.conworld.net www.cvent.com/resources/ www.eventia.org.uk www.hbaa.org.uk www.iapco.org www.icca.nl http://meetingsnet.com/sites/select/walkability_growing_attracti on_0201/ www.mpiweb.org www.mpiuk.org www.pcma.org INDIVIDUAL ESSAY (50%) Drawing on relevant academic literature, industry research and trade press, critically evaluate tools and techniques which can be employed to ensure event logistics are executed effectively to achieve the objectives of an event. Discuss, with examples, situations where application of these tools/techniques might be modified. Your essay must make full use of the sources included in the Reading Lists below, as well as appropriate sources identified
  • 123. in your own individual research. It must be fully referenced throughout and must compare and contrast the views of the numerous authors who have written on this topic. The essay should be 3000 words in length and be fully referenced using the Harvard system. Your work should be submitted online (instructions below) no later than 6pm on Monday 28th April 2014. TEAM PROJECT ASSESSMENT 1. Written Submission: You are required to propose a creative event which will achieve the outcomes desired for this client. Your written proposal should explain the concept of the event and show clearly how it will meet the objectives outlined. It should also provide: An introduction to the theme Details of the event programme in terms of format
  • 124. Details of the venue selected to host the event, including rationale for the decision An outline budget estimating costs for the event, along with a short rationale explaining your budgetary approach The ways in which the event measurement process is introduced The written submission should be a maximum of 2500 words (In addition to the word limit you may choose to include appendices but information contained in appendices must be relevant and referred to in the main document). 2. Presentation: You will be asked to provide a short summary of your event proposal. You will be given 10 minutes to detail the key elements of the proposal, particularly highlighting features and benefits of your proposal. This will be followed by questions from the panel. You should provide a copy of any presentation slides to the panel prior to the start of your presentation.
  • 125. PAGE event planning 3000words/Conference Planning 1314- 1.docUniversity of Westminster Centre for Tourism Research MA Events and Conference Management Module Leader: Claire Humphreys4TRS7B8 Conference and Events Planning 2013/2014 _____________________________________________________ ________________________________ 1. Introduction Conference and Events Planning focuses on the processes involved in organising, contracting and bidding for corporate and leisure event business. The module blends academic content and practical activities through lectures, practitioner contributions through guest speakers and a practical coursework assignment requiring students to plan and bid for an event. 2. Module Aims To develop a thorough understanding of relevant business principles and theories, and, based on these, to develop a critical awareness of the complex range of business skills and techniques that are required by those with responsibility for organising corporate and leisure conferences and events either on behalf of clients or for their own organisations. To review the range of problems that can arise in the conference/events organising process and to critically examine examples of good practice in anticipating and solving such problems. 3. Learning Outcomes
  • 126. On successfully completing the module, students will be able to: 1 Demonstrate a sound understanding of relevant business principles and theories of project planning pertaining to the planning of conferences and events 2 Demonstrate a comprehensive understanding of the range of business skills and techniques that contribute to the organising of successful conferences and events 3 Critically analyse the logistical and strategic tasks that constitute the successive stages of conference/events planning 4 Critically review the elements that constitute the design and content of conferences and events, and demonstrate a full appreciation of the internal and external factors which can determine their design and content 4. Teaching Programme and Organisation The module is led by Claire Humphreys and will be delivered in collaboration with Rachel Ley, a Professional Conference Organiser. All lectures will begin at 2.30pm. Thursday 16th January Introduction to the module CH The changing roles of the conference and event professional
  • 127. RL The planning process Reading: Bowdin et al (2011) Ch 15 Carey (1999) pp9-45 Daniels and Loveless (2012) ch 8 McCabe et al (2000) pp 234-260 Toh, et al (2005) Silvers (2012) pp 4-27 Van der Wagen (2010) pp211-224 Thursday 23rd January Site selection: choosing a destination and a venue RL Reading: Crouch and Louviere (2004) Carey (1999) pp 72-86
  • 128. Silvers (2012) pp 60-87 Rogers (2008) pp 184-195 Thursday 30th January Industry engagement CH Thursday 6th February Conference and event food and beverage operations RL Reading: Carey (1999) pp122-130 Daniels and Loveless (2012) ch 11 McCabe et al (2000) pp 279-287 Silvers (2012) pp 280-300 Astroff & Abbey (2006) pp 429-463 Thursday 13th February Design and content planning, Meeting Architecture
  • 129. RL The event tender process Reading Vanneste (2007) Chapters 5 and 7 Elsborg & Ravn (2006) pp 11-50 Van der Wagen and White (2010) pp 487-495 Allen (2002) pp 47-117 Thursday 20th February The financial, budgetary and legal aspects of RL conferences and events Reading: McCabe et al (2000) pp 343--368 Carey (1999) pp 99-111
  • 130. Van der Wagen and White (2010) pp 336-348 Thursday 27th February Evaluation: measuring return on investment (ROI) RL Assignment tutorials Reading: Carey (1999) pp53-62; pp 213-216 Davidson (2003) pp A-151–A-156 Silvers (2012) pp 413-416 Thursday 6th March Independent Study – Group assignment preparation time Independent site visit to Confex (12-13 March). You can register online to attend this event. You will be able to get insight into a variety of products available to enhance events. Thursday 13th MarchRisk assessment and crisis management RL
  • 131. Strategic human resources management for the events industry Reading: Carey (1999) pp 199-207 Tarlow (2002) Chapter 2 Silvers (2012) pp 330-366 Van der Wagen and White (2010) pp 160-182, 252-268 and 271- 284 Goldblatt and Matheson (2009) Thursday 20thMarch Ethical issues RL Reading: Carey (1999) pp238-241 McCabe et al (2000) pp 365-367 Vatner J & Frazier C (2005) Rogers (2008) pp 313-324
  • 132. Allen (2003) Chapter 1 Thursday 27th March Assignment Presentation CH/RL Thursday 3rd April Independent study – individual assignment Tutorials available on request (CH) 5. Assessment This module will be formally assessed in two ways: · Theory-focused Essay (50%) TEAM PROJECT (50%) For many Professional Conference Organisers (PCO's) and event management professionals, the opportunity to host an event on behalf of a company or association is only achieved following a detailed bidding process. Successful bidding relies on understanding the objectives of the organisation/event and translating these into a proposal which will meet the desired outcome. This project asks the team to bid for an event, based on the scenario below. There are two elements to this project: 1) Written submission of proposed event (tender document) – Submit no later than 6pm on Thursday 13th March 2014. 2) Presentation outlining proposed event - in class on Thursday 27th March 2014
  • 133. Scenario: You are assuming the role of an events agency and have been asked to submit a proposal which addresses the event objectives for the client. You must host this event in London. Client Profile: The client is an American computer gaming company. Event Objective: The client has just introduced a range of new games aimed at the ‘Over-Forties’ market, using app technology on IOS/android mobile phone and tablet platforms. The client wants to hold an event which brings together their European senior sales team. During the event product training will be provided, to aid knowledge and understanding of the new product range. The event will also include a gala evening, at which awards will be made to those achieving top sales on last year's products. The event is also seen as a thank you to the sales staff so incentive elements should also be included in the programme and must be seen as a unique experience that rewards the guests for their efforts. A total of 2 days (including travel) have been set aside for this event, and it is planned for November 2014. The client will assume full responsibility for the content to be delivered during the training session but you must make arrangements for an appropriate venue for a 120 person training session and gala awards night. Participant profile: The participants will include 12 Senior Managers, drawn equally from the client's three European sales offices - in Paris, Frankfurt and Vienna. The senior managers each head their own sales team (comprising usually of about 9 employees) and these sales staff will also be attending the event. In total this
  • 134. comprises 120 pax. Four marketing staff from the San Francisco-based head office will be attending to act as event hosts, along with the US-based Vice-President of Sales, who will be attending to present the awards. Their ages range from 46-66 years. The gender divide is roughly 70% men and 30% women. Budget: The budget for this event has not been disclosed, however this is an important consideration. All services presented throughout the event must be of a high standard, however the event must not appear extravagant or wasteful. Estimated pricing will be sufficient for the purpose of this bid and you must disclose all the costs of the event including the cost of your service as an agency. Submission of Coursework: Online Submission using Blackboard Your coursework must be submitted electronically via Blackboard. Your work will be scanned automatically through a text matching system (designed to check for possible plagiarism). You will also be able to access your feedback (strengths and weaknesses of your work as well as an annotated copy of your script) and grades via the blackboard grade centre. The deadline for submission is 18.00 – You can still upload your work after this time but the computer system will automatically record any work submitted after 6pm as late. See your course handbook for information relating to penalties for late submission. A faulty internet connection is no excuse for late submission, therefore you are strongly advised to upload your work no later than 17.00 on deadline day (you can submit earlier than this
  • 135. date). Work must be submitted as a pdf (you can save a word file as a pdf using the 'save as' function, changing the document type to pdf). You should include your family name in the title of the document you upload. To submit your coursework through Blackboard Assignment 1. Go to the ‘Assessment’ tab (on left) 2. Click the link to the correct assignment 3. On the next screen in Part 2 find the button titled 'browse my computer'. Click on this link and find the file you wish to upload (your essay). Once you have clicked on the file the title appears listed below the 'browse computer' button. Note: Do NOT click 'Do not attach' link after uploading because this will remove your file. 4. On this same page in part 3 click 'submit' You will receive an email confirming your submission. This will include the date and time of the submission.6. Assessment criteria The coursework is assessed according to the following criteria: 1. Research and Knowledge: Evidence of a thorough investigation, comprehensive and appropriate research undertaken, use of academically credible sources, and a sound knowledge of the topic. 2. Understanding and Analysis: Understanding of the topic displayed, well focused on the topic, analytical rather than descriptive, with sound conclusions drawn from arguments and data.
  • 136. 3. Structure and organisation: Logically structured and clearly argued. 4. Standard of presentation: Information and ideas presented in a clear and reasoned manner. 7. Reading list Essential Reading · Allen J (2002) The business of event planning: behind-the- scenes secrets of successful special events, John Wiley & Sons · Allen, J. (2003) Event planning: ethics and etiquette, Ontario,John Wiley & Sons · Astroff M & Abbey J (2006), Convention Sales and Services, 7th Ed. Las Vegas, Waterbury Press · Carey, T. (Ed.) (1999) Professional Meeting Management: A European Handbook, Meeting Professionals International. · Bowdin, G., McDonnell, I., Allen, J. & O'Toole, W. (2011) Events Management, (3rd Ed), Oxford, Elsevier/Butterworth- Heinemann · Crouch G I and Louviere J J (2004) ‘The Determinants of Convention Site Selection: A logistic choice model from experimental data’, in Journal of Travel Research, Vol 43, November · Daniels, M and Loveless, C (2012) Wedding planning and management, Abingdon, Routledge · Davidson, R. (2003) ‘Return on Investment in Corporate Events’, in INSIGHTS, May, British Tourist Authority
  • 137. · Elsborg S & Ravn I (2006), Learning meetings and conferences in practice, People’s Press · Goldblatt, J and Matheson C (2009) Volunteer recruitment and retention: and Australia-USA comparison, IN Baum, T, Deery, M, Hanlon, C, Lockston, L and Smith, K, People and Work in Events and Conventions: a research perspective, Wallingford, CABI · McCabe ,V., Poole, B., Weeks, P. and Leiper, N. (2000) The business and management of conventions, NJ: Wiley. · Rogers, T. (2008) Conferences and Conventions: a global industry, 2nd Ed. Oxford, Butterworth Heinemann · Silvers J R (2012) Professional Event Coordination, 2nd Ed. New Jersey: Wiley. · Tarlow P (2002), Event risk management and safety, New York, Wiley · Toh R S, DeKay C. F, Yates B (2005) Independent meeting planners: roles, compensation, and potential conflicts, Cornell Hotel & Restaurant Administration Quarterly, November, Vol.46,No.4 pp.431-443 · Vanneste M (2007), Meeting Architecture, Meeting Support Institute (available online at http://www.meetingsupport.org/files/meeting%20architecture%2 0book%202pp.pdf · Vatner J & Frazier T (2005), Stolen Thoughts, Meetings and Conventions, http://www.mcmag.com/article_ektid11338.aspx?terms=*idea+t heft*&page=1Further Reading · Ariffin A A M et al (2008) ‘Corporate Meeting Destination Choice: The Influences of Consumption Value, Organizational
  • 138. Structure and Personality’, in International Journal of Hospitality & Tourism Administration, Volume 9, Issue 4, Pages 313 – 326 · Baloglu S and Love C (2005) ‘Association meeting planners' perceptions and intentions for five major US convention cities: the structured and unstructured images’, in Tourism Management, Volume 26, Issue 5, October 2005, pages 743-752 · Breiter D and Milman A (2006) ‘Attendees’ needs and service priorities in a large convention center: Application of the importance–performance theory’, in Tourism Management, Volume 27, Issue 6, Pages 1364-1370 · Campbell, F., Robinson, A., Brown, S. and Race, P. (2003) Essential Tips for Organising Conferences and Events, Kogan Page. · Comas M and Moscardo G (2006) ‘Understanding Associations and their Conference Decision-Making Processes’, in Journal of Convention & Events Tourism, Volume 7, Issue 3 and 4, Pages 117 – 138 · De Groot, E and van der Vijver, M (2013) Into the heart of meetings: basic principles of meeting design, Leeuwarden, Mindmeeting · DiPietro, R.B; Breiter, D; Rompf, P and Godlewska, M ( 2008) ‘An Exploratory Study of Differences among Meeting and Exhibition Planners in their Destination Selection Criteria’, in Journal of Convention & Event Tourism, Vol. 9(4), 2008, pages 258-276 · Fawzy,A. (2008) ‘Site Selection Criteria for Meetings on Cruise Ships: The View of Corporate Meeting Planners’, in the Journal of Convention & Event Tourism, Vol. 9(1), 2008, pages 81-94 · Montgomery, R. J. and Strick, S. K. (1994) Meetings,