HEVENTSCON

1. ENVIRONMENTAL
SCANNING & FORCES
SHAPING THE INDUSTRY
HEVENTSCON
Compiled works of Ms. M. Disimulacion & Ms. E. Altez-Romero
Presented by Mervyn Maico D. Aldana, Faculty SHTM

2. ENVIRONMENTAL FORCES

3. SOCIETAL FORCES
• Changing Demographics
• Power of Baby Boomers
• By 2050, there will be about 2 billion senior citizens representing 25% of the total population, for the
first time in history of man, the seniors will outnumber the younger generation.
• This “silver market” has completely reinvented the meaning of retirement. Retirees are now into
travel, entertainment, sports and leisure, education and the internet.
• Rise of Millenials
• Born between 1981-2000, they will make up 40% of the population on the US, Europe, and the BRIC
countries (Brazil, Russia, India, and China) by 2020.
• Connected. Content-driven. Community. These words characterize millennials.
• Gadgets, social networking, and user-generated sites are their main interests.
• The desire for individual and group level participatory interaction appears to be increasing, requiring
event business models that will provide the high levels of interaction.

4. SOCIETAL FORCES
• Authentic Experiences
• Travelers now choose tourism destinations based on the activities they can participate in.
• This shifts the paradigm from “destination-based” to “activity-based.”
• The shift also requires the delivery of a unique and personalized experience for the
delegates in a relaxed atmosphere.

5. SOCIETAL FORCES
• Need for Community
• Your connection with your stakeholders must begin even before the actual event.
• The challenge is to manage the communities to extend the interest in your activity.
• You can use social media to start conversations before the event.

6. SOCIETAL FORCES
• Need for Engagement
• Attending conferences need not be boring.
• Use web-tools, chat with resource speakers, turn passive audiences to enthusiastic
delegates.
• Gamification – the process of adding games or game-like elements to something so as to
encourage participation.

7. SOCIETAL FORCES
• Corporate Social Responsibility (CSR)
• A company that takes CSR seriously understands that its decisions and activities will
affect the society, the environment, and its own quest for increase in shareholder wealth.
• Known as the “triple bottom line” – people, planet and profit, CSR is about sustainability
across business, markets, and the communities where the company operates.

8. SOCIETAL FORCES
• Responsible Tourism
• The Responsible Tourism Handbook emphasizes “ethics and human rights from protection of
service workers and labor rights for mountain porters to programs against exploitation of
women and children in tourism, prostitution and campaigns against tourist trade in
endangered species.
• Benefits:
• Generates greater economic benefits for local people and the well being of host communities
• Involves local people in decisions that affect their lives
• Makes positive contributions to the conservation of natural and cultural heritage
• Provides enjoyable experiences for tourists
• Minimizes negative economic, environmental and social impacts
• Engenders respect between tourists and hosts and build local pride and confidence

9. TECHNOLOGICAL FORCES
• Accessibility
• Stakeholders demand access to the internet – at all times – across gadgets.
• Attendees – exhibitors, delegates and the general public – require easy-access
information on their mobile gadgets. They prefer to receive notifications, and reminders
about activities they are interested in.
• They need the ability to register, pay, and receive their event kits via their phone, tablet,
notebook or desktop.

10. TECHNOLOGICAL FORCES
• Software and Applications
• Event apps must not only serve the needs of your stakeholders but should facilitate the
planning and management of your event. This greatly reduces paper usage and
inconvenience of printing and handling.
• QR Codes.

11. TECHNOLOGICAL FORCES
• Wearable Technology
• Several technologies are investing in wearable technology that allows for seamless
integration with their event.
• There are sensor integration systems that acknowledge the presences of visitors.

12. TECHNOLOGICAL FORCES
• Augmented and Virtual Reality
• AR – the combination of real and computer generated images in real-time, where digital
images or videos are superimposed onto the real world.
• Virtual Reality – a headset-based virtual reality that is entirely immersive

13. TECHNOLOGICAL FORCES
• Robotics
• Robots and drones are now used to enhance the event experience.
• 3D Printing
• 3D printing is being used to create décor and tokens for guests.
• Big Data
• Event leaders are data mining to find out more about the attendee’s habits, preferences
and behavior patterns.
• These data are used to provide valuable inputs for organizers in planning events,
soliciting sponsorships and forecasting revenues.

14. ENVIRONMENTAL FORCES
• Climate Change
• Erratic weather
• Abrupt changes in temperature
• Natural disasters
Preparedness, quick thinking, and immediate response are important skills to mitigate the
situation. Back-up plans and risk management techniques can reduce any possible
financial, personal and equipment damage.

15. ENVIRONMENTAL FORCES
• Green and Sustainable Best Practices
• Sustainability means “meeting the needs of the present without compromising the ability
of future generations to meet their own needs.”
• Cost saving in shuttle services when accommodations and meeting venues are within
walking distance
• Replacing toilets
• Replacing disposables with china service
• Re-selling of used event materials

16. ECONOMIC AND POLITICAL FORCES
• Economic policies can either hinder or enhance the progress of a country, city or
municipality.
• Security – threats of terrorist attacks, infectious diseases, can make or break an event
and the reputation of a destination.
• Corruption – can cause concern for organizers, sponsors and other event partners. It can
cause unnecessary delays and increase expenses due to corrupt practices.
• Governance – rules of law and the administration of these laws must be in place.
Conflicting guidelines and personal interests can derail investments and interest in the
event industry.

17. ENVIRONMENTAL SCANNING
• Scoping or environmental scanning is the first step in every planning function.
• Scoping refers to the process of looking around you and finding out what you have
and what is lacking.

18. STEP ZERO - THE ORGANIZATIONAL
STRUCTURE
• In environmental scanning, the first thing to do is look inward.
• We must first understand who the members of our own organization are and what
their strengths and weakness are, what resources are available or what we have
access to, and how we can address gaps.
• No special event can be implemented without resources such as funds to cover food
and venue rental, people to serve the guests, and machines or tools, such as light
and sound systems.

19. ENVIRONMENTAL SCANNING
Environmental
Scanning
Man
Money
Machine

20. MANPOWER
• In practice, the organizational structure already exists in the beginning of the
project.
• In an events management company, the basic business structure with the manager
and staff is already in place; the same is true for corporations and associations
which have their own events department.
• The pre-existing organizational structure is subject to review to fit the requirements
of each project. Additional manpower may be employed or volunteers may be
recruited should the project be bigger than what the present organization can
handle.

21. MANPOWER
Chairman
Program Logistics Finance Marketing Registration

22. STAFFING AND RECRUITMENT
• Among the three types of resources mentioned, (man, money, machines), human
resource is the most difficult to utilize, yet it is the most valuable resource of an
events management company.
• Staffing is therefore another important function of an event manager. The process
involves recruitment, selection, assignment, and development of the organization’s
human resource requirements.

23. STAFFING AND RECRUITMENT
Employment in events management can be classified into three types: permanent,
volunteer, and temporary.
• Permanent – are the strategic human resources of the company; this group requires an
intensive selection process, a well thought-out compensation package, and a skills
development plan.
• Volunteers – can include on-the-job-trainees (OJTs) and other non-paid staff who provide
free assistance to satisfy personal objectives; examples of other non-paid staff are the
guides and interpreters in international events like the Olympics
• Temporary hires – are hired on a contractual or per project basis, directly or through
manpower agency. It is essential to have a carefully planed strategy as to the orientation
and training of volunteers and temporary staff.

24. FEASIBILITY STUDY FORMAT

25. FEASIBILITY STUDY FORMAT