event management

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event management

  1. 1. Page | 1 1.1 Introduction Event management is the application of project management to the creation and development of festivals, events and conferences. Event management involves studying the intricacies of the brand, identifying the target audience, devising the event concept, planning the logistics and coordinating the technical aspects before actually launching the event. Post-event analysis and ensuring a return on investment have become significant drivers for the event industry.
  2. 2. Page | 2 The recent growth of festivals and events as an industry around the world means that the management can no longer be ad hoc. Events and festivals, such as the Asian Games, have a large impact on their communities and, in some cases, the whole country. The industry now includes events of all sizes from the Olympics down to a breakfast meeting for ten business people. Many industries, charitable organizations, and interest groups will hold events of some size in order to market themselves, build business relationships, raise money or celebrate. Definitions of Event Management “Event management is the planning and management of an event, project or activity.” “An event is something that happens, not just exists - somebody has to make it happen. Successful events only come about through action, some individual or group of individuals getting things done." Event Management 15yrs ago, this phrase would have meant nothing in the Indian corporate world. Today, it conjures up the image of celebrities packaged with glamour and pomp in a gala event that is meticulously planned and slickly turned out. Event management in India, which was born somewhere in mid 1980s, has grown in to a highly professional and tech-savvy industry over the years. In 2001, the industry managed over 1,000 events, including 22 international events. Broadly event can be classified as corporate events and live entertainment event. Corporate events are commissioned by corporate for specific purposes such as dealer‟s conference, or a happening such as the India visit of Indira Nooyi, worldwide chief of PepsiCo. Corporate events account for the lion‟s share of the total number of events managed in the country. Live entertainment events are stage shows or concerts by international artists (international events) or Indian artists. These could be film based, music- based or sports- based events. For instance, The Manikchand Film fare Awards is a film-based event, a concert by ghazal maestro Pankaj Udhas or by
  3. 3. Page | 3 the international rock group Led Zepplin would be a music – based event. Typically, for a live entertainment event, there is more than one sponsor as well as entry fee for the audience. This category of events, although small, is growing rapidly in size and popularity. Unlike a corporate event, a live entertainment event is usually conceptualized, planned and executed by the event manager. Therefore, the Intellectual Property Rights (IPR) also vests with the event manager. However, a company/television broadcaster etc can also commission an event. In such circumstances, the company/television broadcaster sponsors the entire show and retains the IPR. The event manager is paid a management fee and a production fee as well if it also produces the event for television. Certain events are created and marketed by the event manager as a branded property. These events are called branded events. They are held periodically and require substantial investment in terms of infrastructure and marketing. For instance, the Femina Miss India contest is branded event produced by Times Entertainment and held annually. An event is a live multimedia package carried out with preconceived concept, customized or modified to achieve the client‟s objectives of reaching out and suitable influencing the sharply defined, specially gathered target audience by providing a complete sensual experience and an avenue for two- way interaction. From the above figure we can infer that an event is a package so organized so as to provide, reach and live interaction between the target audience and the client to achieve the desired impact. The population of the target audience that the event is exposed to is called the reach of the event. The live interaction process facilitates communication between the clients and the audience. Event management is considered one of the strategic marketing and communication tools by companies of all sizes. From product launches to press conferences, companies create promotional events to help them communicate with clients and potential clients. They might target their audience by using the news media, hoping to generate media coverage which will reach thousands or millions of people. They can also invite their audience to their events and reach them at the actual event.
  4. 4. Page | 4 Types of events Corporate Events  Conferences  Corporate Celebrations Glamour Events  Celebrity Appearance  Fashion Shows  Music Concerts and entertainment shows Brand Events  Promotion and management of Brands Televised Events  Events specially created for television channels Sports Events  Focused around a sporting event Concept Events (Theme Based Events)  Concept conceived by Event Management Company Hybrid Events  Mixture of two or more of the above Others  Talent Banks  High Profile Weddings, Dance Parties
  5. 5. Page | 5 1.2 Objective of the study 1. To study the scope of event management 2. To gain proper insight of event industry 3. To study Pegasus events which is well renowned for its corporate events 4. To prove the hypothesis that event management is a good choice after getting management degree
  6. 6. Page | 6 1.3 RESEARCH DESIGN For this project Descriptive Research method has been used. Structured interview of the SALES & MARKETING HEAD MR. ADNAN MORBIWALA of PEGASUS EVENTS was conducted on 25 September 2013 at Worli DURATION JUNE to SEPTEMBER Data computation: 30 hours (editing, typing) Presentation and collecting primary data: 35 hours Total time: 65 hours 1.4 DATA DESIGN PRIMARY DATA: The primary data for this particular project is STRUCTURED PERSONAL INTERVIEW SECONDARY DATA: The secondary data is obtained by the websites, handbooks, newspaper etc.
  7. 7. Page | 7 2.1 Company’s corporate profile Mission To constantly innovate, imagine and inspire to exceed client expectations. Vision To be the most quality conscious event management company in India.
  8. 8. Page | 8 Pegasus Events is a full-service event management company in Mumbai dedicated to quality and excellence. Since our establishment, we have continuously strived towards the flawless execution of events. We manage events across all major cities in India and abroad. No matter what your requirement may be, our first priority lies in gaining an in-depth understanding of how your business works, what you hope to achieve, and what we can do to deliver results that exceed all expectations. At Pegasus Events, your money is important – to you and us. We ensure cost-effective service, accountability and flexibility. Most of all, we treat your event like it is ours. Whatever your budget, we have solutions you will not find elsewhere. "Excellence is the ability to perpetually improve the quality of what one has to offer…" Pegasus Events is a full service event management company based in Mumbai, managing events across all major cities in India (Delhi, Bangalore, Hyderabad, Kolkata, Chennai, Pune, etc) as well as abroad. Since our establishment, we have continuously strived towards flawless execution of events. Our established systems and processes ensure a seamless flow of work from beginning to end. Our expertise transcends industries. From Auto, IT and Retail to Financial Services, Tourism and F&B, we have made our mark as a competitive agency striving to create memorable experiences for our clients as well as their guests. Right from the initial conception (pre-event publicity, venue research & booking, transport, catering, etc), to turnkey production (set-up, on-site management, staffing, stage designing, entertainment, security, etc), to post-event support (final material distribution, delegate attendance assessment, post-event report, etc) – we take care of everything. Despite our focus on the corporate market, we dedicate equal attention to private parties, weddings and intimate events. We incorporate originality and creativity to create some of the most inspiring, unique and exciting celebrations you will witness. At Pegasus Events, your money is important – to you and us. We ensure cost-effective service, accountability, flexibility. Most of all, we treat your event like it is ours. Whatever your budget, we have solutions you won't find elsewhere. Pegasus Events Pvt Ltd is amongst India's premier Corporate Event Management Companies, delivering and managing successful events, meetings and conferences across India, South East Asia and the Middle East.
  9. 9. Page | 9 We provide specialized solutions for Corporate Events (Conference & Seminar Management, Award Ceremonies, HR Initiatives, etc) and several variants ofLive Events and Personal Celebrations. Despite our focus on the corporate market, we dedicate equal attention to weddings and other personal events. We incorporate originality and creativity to create some of the most inspiring, unique and exciting celebrations you will witness. The Wedding Co. is a team of wedding planners with the ability and passion to organize and execute economical yet exceptionally premium weddings. Based out of Mumbai, their capabilities reach far and wide, covering local celebrations as well as destination weddings. The Wedding Co. has an extensive network of resources, allowing for extraordinary and chic weddings to take place at any location. Wedding management and planning can be a daunting task for any bride and groom, or their families. And hence, The Wedding Co. thrives upon making the planning process as exciting and stress-free as possible. Our wedding planners provide an in depth guidance to the families, managing from start to finish and planned to perfection, presenting a fresh perspective and novel approach to weddings. Through the planning process, we offer you various alternatives so that planning your dream wedding can be budget friendly. At The Wedding Co. we understand that your money is important to you, and therefore to us. Our extensive vendor network helps you get the finest wedding possible, always. Being an extension of a premium event management company, Pegasus Events Pvt Ltd, only adds that extra element to our overall management expertise. Pegasus Events Pvt Ltd has a wide network and general brand reputation which benefits at every available opportunity. Our expertise as wedding organizers excels boundaries whilst keeping in mind traditional expectations. Together, we bring you a beautiful wedding with memories that will surpass your expectations and be. treasured with.
  10. 10. Page | 10 Client list
  11. 11. Page | 11 2.2 Services Corporate Events The experience we have accumulated over the years prepares us to meet all your expectations in the corporate event management spectrum. Our formidable team is armed with a bevy of ideas that will match any budget. We ensure smooth working from start to end. Our team will competently resolve everything from slight glitches to complex conundrums. A sales‟ team meet, an award ceremony or an HR initiative – we will do it all.
  12. 12. Page | 12 Product Launches & Brand Activations We ensure the customer connects with our clients‟ product on a level that matters. Through promotional activities that will effectively infiltrate market segments, we will bring your brand to life. To us, product launches and brand activations are about giving our clients the ideas and the platform that is needed to showcase their products, in order to propel them into the market in an effective manner.
  13. 13. Page | 13 HR Initiatives Our regular work with HR departments of our clients depicts the depth of the relationship we form with them. We are able to organize a variety of activities for employees: team building exercises, leadership enhancement training, and even activities that provide the necessary platforms to increase interaction between the different levels of workforce in an organization. We also manage events that incentivize and reward well-performing employees.
  14. 14. Page | 14 Exhibition Services, Stall Design & Fabrication In terms of your exhibition and stall requirements, we are fully equipped and trained to design and execute effective work, providing a certain level of efficiency in our solutions that ensure success. Our creative team crafts a layout that is representative of your products, needs, and concepts. In a nutshell, our services are inclusive of AC tent and Octanorm set-ups, booth and stall designs, and setting up various points of display.
  15. 15. Page | 15 Conference and Seminar Management We comprehend all the intricacies involved in your conferences and seminars and can effectively deliver the successful exchange of information, whether it is a penetration of a new brand to potential customers, retention of old clients, workshops, annual events, or just an informal gathering. We‟re geared to successfully handle anything you need.
  16. 16. Page | 16 The Wedding The Wedding Co. is a passionate team of wedding designers based in Mumbai. Our success has been established by the extremely personal service we provide to our clients. Our well-developed resource network helps us provide our clients with specialized solutions after gaining a comprehensive understanding of what their expectations are. For the perfect wedding, and an absolute peace of mind, call The Wedding Co. – Mumbai‟s premium wedding planners
  17. 17. Page | 17 Entertainment Services Another aspect of an event – premium entertainment services – is also something we manage. Within the corporate segment of entertainment, events range from executive retreats and incentive programs to appreciation events and award ceremonies. Pegasus Events takes pride in having the proficiency to organize all kinds of entertainment – shows, parties, celebrations etc. – where the objective is for everyone involved to have a fabulous time .
  18. 18. Page | 18 2.3 EVENT INDUSTRY Event Management is a multi-crore industry with mega shows and events hosted regularly. In India even personal functions like marriages and birthday parties have become important social matters, and have to be professionally managed. The growth of sophisticated and mega companies have brought forth a spurt of meetings, seminars, exhibitions, conferences, product launches with everything being a matter of class and style. Then comes the innumerable celebrity shows, international artists shows, shows for a cause, road shows, competitions, that India has seen of late. More than 200 companies have forayed into events. The early 90s has seen events spend at a mere 20 crores but now it has increased to over 500 crores. Growth is therefore 400% annually. The FICCI (Federation of Indian Chambers of Commerce & Industry) had estimated event management to be a 3500 crore industry by 2009. But surprisingly, research showed that there was no formalized education to teach event management and Companies found their executives not up to the mark to handle events. It was not so easy to train because event management includes organizational skills, technical knowledge, P.R., marketing, advertising, catering, logistics, decor, glamour identity, human relations, study of law and licenses, risk managements, budgeting, study of allied like television and other media and several other areas. CURRENT SCOPE OF EVENT INDUSTRY The event industry is large and growing, offering employment and personal fulfillment in many different ways. The event industry is huge: in UK alone, it is valued at £37bn… and the total market value worldwide is infinitely bigger. In India, its market is approximately Rs. 500 crore. The scale and diversity of the event market place means that there are excellent career prospects for qualified professionals in a variety of settings like: sport, music, fashion, arts, business, politics, education and charity sectors, all use events to achieve desire objective. Given this variety, events provide opportunities for people to apply their skills, talent and personality. Event jobs in the following sectors: Corporate: Events are used to meet objectives such as connecting with business regulars engaging consumers and rewarding staff.
  19. 19. Page | 19 National or local Government: Events are vehicles to drive the economy, showcase a nation or bring together local communities. Charity or voluntary: Events are used to raise awareness and generate valuable income for charitable causes. Agency or freelance: Event planning and delivery is often carried out by agencies or freelancers working in collaboration with the client and other suppliers. Event venues: Sports stadiums, entertainment venues, hotels, conference centres, university facilities, restaurants and bars can all play host to events and provide employment opportunities Event-management companies are those organizations that take on the project of managing a particular event of their client from the beginning to end. A relatively new breed of companies in the Indian corporate line, these companies are however, getting increasingly important with the rise in corporate and personal events needing professionals to manage them. Scope: With the Indian economy opening up and throwing open its doors to global MNCs, there has been a sea change in the way large corporate houses do business. Bigger is increasingly becoming better, and who better to manage their ambitious public-relations events than professionals who have the expertise and resources of making every announcement, event big. Their scope includes these broad heads: • Corporate: High-level meetings, conferences, exhibitions, product launches, seminars or even employee. • Social: Family functions particularly weddings, birthday celebrations, house-warming rituals etc. • Celebrity Circuit: Celebrity shows, international artists shows, road shows, competitions and social- causes shows. • Sports: Every kind of popular sport whether cricket or Formula One race. • Cultural: This includes events which are cultural or are heritage, art based. Areas of expertise: Almost every big event-management company boasts of a complete bouquet of expertise all assimilated under one roof so that the client need not worry about any aspect of the event. Industry Figures: Still a largely un-organized sector, reports and studies are few. However, the structure of the event management market in India is slowly changing from an unorganized market.
  20. 20. Page | 20 • The market for event management in India is expected to witness growth of 25% p.a. and reach INR 23 billion by 2012. • The number of event management companies is under 5000 presently. Drivers: The key drivers in the growth of event management companies in India are: • Growth in consumer spending and disposable income. • Increase in below the line promotion among establishments. • Rising need of organized and structured event. • Rise in the number of institutions offering course/specialization in event management. Challenges: However, some of the pertinent issues faced by entrepreneurs desirous of in setting up a event- management venture are: •Lengthy procedure for import of equipment. • High levels of entertainment tax imposed by the state/central governments. Clearly the key trends and drivers for growth point towards a successful horizon for the event management companies in India. With corporate and personal occasions needing professionals to manage them, the demand for event managers is burgeoning. The hitherto unorganized sector is now recognized as a sunrise industry. Here are the details on the scope of this career. Event management at one time was about planning, organisation and execution of a project/activity such as parties, weddings, product launches, conferences, etc. Today, it encompasses a wide range of profiles that offer thrilling opportunities to those with an eye for detail and a flair for organizing. Events attract considerable media attention, draw sizeable investment from sponsors, involve interactions with the public, invitees or participants and contain non-negotiable dates. They also require seamless integration of hundreds of non-standard elements across infrastructure, permissions, performers, props and personnel. Risks include (but are not limited to: Audience or participant dissatisfaction Failure to achieve event objectives Withholding of payments by sponsors Loss of reputation Loss of life
  21. 21. Page | 21 The events and activation company has to manage risks by adopting a defined risk management approach. Our survey indicates that these companies face the highest risks around safety, procurement and event quality. However, only 17% of the survey respondents conducted a formal and documented risk management exercise for all events managed by them, while 61% conducted some level of risk management for their marquee events or for events with a considerable level of public exposure The Event and Entertainment Management Association (EEMA) launched the first ever white paper written in India on the events and activation Industry at EEMAGINE 2012. The White paper was launched by Minister of Information and Broadcasting, Ambika Soni and Farokh Balsara, Media & Entertainment Leader – Europe, Middle East, India and Africa (EMEIA), along with research agency Ernst & Young. According to the report the organized portion of the Indian events and activation industry is estimated at around Rs 2,800 crore in 2011-12. The industry has grown at over 20 percent during the last two years and is expected to grow to Rs 4,375 crore by 2013-14. The report was produced by EEMA and Ernst & Young. The report identifies the unorganised events and activation sector as well, which could be as large as or even larger than the organized portion of the industry. More than 150 event management companies from all across the country along with speakers like Ekta Kapoor, Indian TV and Film Producer and Joint Managing Director and Creative Director of Balaji Telefilms; Ranjivjit Singh, CMO, PPS, HP India; Amit Tiwari, Director, Country Head Media, Phillips India, among others, participated in the event. Subjects like „The changes in the industry so far and the essential changes to be done in future‟; „Creating harmony together‟; „Mantras to success‟; „Looking at the key areas for change‟, „Awakening the internal motivation to make the change happen‟ were discussed. Commenting on the growth of the industry, Brian Tellis, President – EEMA India, said, “The business has shown an unswerving growth pattern, with 20 per cent increase during the last two years. And I look forward to a more strengthened position with the help from regulatory bodies.” Sharing his views on the subject, Ashish Pherwani, Partner & Segment Champion – events, Ernst & Young said, “Over the past few years, the industry has grown considerably and through this paper, we have endeavoured to capture the trends and challenges that this dynamic industry faces.”
  22. 22. Page | 22 Pherwani said that the industry‟s growth will be driven by development of IP, sports properties, digital activation and rural properties. In fact, industry leaders are of the opinion that growth will be driven by development in these areas, which target rural audiences in consideration with increased spends in tier 2 and tier 3 cities. Marketers plan to increase the proportion of their BTL spends from 17.8 per cent today to 19.6 per cent by 2013–14. “The organized portion of this industry is poised to increase as advertisers‟ increase their below-the-line spends over the next two years, build communities and amplify the customer experiences they create,” Pherwani added. According to the report, the organized events and activation sector showed an average growth rate of more than 20 per cent during the last two years because of increasing confidence being shown by marketers in events and activation for their business growth. The organized sector accounts for around 40 per cent of the total events industry. The total number of events delivered grew 24 per cent in 2011–12 as compared to 2010–11. The number of IP doubled in terms of share of total events from 1 per cent to 2 per cent, while the main growth was noted in managed events, which increased its share from 65 per cent to 70 per cent of total events conducted. According to the report events and activation industry in India has seen the lowest transactions activity among all segments of the media and entertainment sector because of its small size, lack of human resources and absence of bankable IP. However, on a more positive note, most marketers indicated that they are likely to increase their expenditure on events and activations if the ROI can have a fixed standard. However, because of the unparallel events, there is no universally accepted standard today to measure return on events and activation spends. Earnings before interest, depreciation, taxes and amortization (EBIDTA) figures show that the current profit margin, on average, stood at around 19 per cent of total revenues. Debtors days stood at a healthy 59 days, as most events and activation companies only paid creditors and vendors from advances of collections made from customers. Thus, it was suggested that rationalization of entertainment tax is a necessity. If a uniform percentage is developed, events in many states can be made viable. Ticketed events have fared extremely poorly in India due to high taxes. As a conclusion to this, the report says that there is a need for a tax waiver/ holiday for five years to give a boost to the live entertainment segment of the industry.
  23. 23. Page | 23 Growth in the live events segment can lead to economic growth, increased tourism and employment generation. „Event management‟ is catching the attention of companies and graduates alike. It does not have a textbook definition and to try and define it would mean to borrow heavily from mainstream management and media concepts. It usually consists of conceptualization, planning, budgeting, and execution of below-the-line activities such as exhibitions, stage shows, fashion or rock shows, music concerts, celebrity appearances, fashion or charity shows, conferences, weddings, product or brand launches, and sports shows to name few. Events begin where the glamour ends. EM is the most intimate form of marketing. It is a controlled activity aimed at the target audience. Events have always been there. In the past meeting, organizing and project planning were the form of event management as a profession. Today it is much more professional and more organized a sector than, a decade ago. Event management was started, the moment multinationals started pouring in, when our markets liberalized in the 80s. It is difficult to pinpoint exactly when event management broke away from mainstream course and started carving a niche for itself in the industry. Maybe it was around 1996 that it rapidly gained importance as a professionally managed niche of marketing. Companies realize that through events they can reach out to customers more closely, more intimately and it is cheaper than mainstream or conventional forms of communication, say television or print. It can be called as 'experiential marketing', or niche marketing, where the environment is controlled to suit the needs of the product or The show being showcased and the output being far tangible that that of the conventional media. An event is a niche communication medium that allows companies to reach their target audience directly with tangible outcomes, which are not possible through conventional forms of advertisement. Through events, we can select and reach out directly to our target audience, we can control our budgets and at the end of the event tangibly analyze if the event was a success or not. This is quite difficult, in mainstream communications, where the results are intangible and we are not sure who is seeing it and whom the communication reaches out to.
  24. 24. Page | 24 Sources of finance for event companies Government grants Government grants to assist with the running of events are not easy to obtain. To be successful, applicant organizations need to demonstrate that the event has strategic regional importance. For example it may increase overseas tourists to the region. Sponsorship Despite the prevalence of event sponsorship in the sport and recreation marketplace is increasing, many organizations have great difficulty in achieving a significant amount of sponsorship. Competition between sport and recreation organizations for sponsorship is intense. Organizations need to be very professional in their approach to sponsorship and to be able to offer sponsoring companies outstanding value in promotional services. Event Directors need to exercise some realism and caution in relying too heavily on sponsorship. Merchandising Sales The term merchandising applies to the sale of a range of products that may be strongly identified with the event or the organisation hosting the event. A common example of merchandising is the production and sale of T-shirts, polo shirts, caps and other forms of clothing that are screen printed or embroidered with a design or trademark of the event. Participants tend to purchase such articles for their commemorative value. Other typical forms of merchandise include glassware, pens, dish cloths, drink bottles and badges. Merchandising may be a form of income suitable for events that have larger numbers of either players or participants. Participant Fees The charging of fees to participate in the event is perhaps the most common form of event revenue. Sport and recreation events are a service provided and it is reasonable to suggest therefore that all basic costs of the event should be covered by participant fees. These "basics" include the hire of the venue, provision of appropriate equipment and the administration of the event. Sponsorship and government funding, if it can be achieved, allows the organisation of the event to go beyond the
  25. 25. Page | 25 basics. The event budget should be set so that if sponsorship and/or government funding is not forthcoming the event does not have to be cancelled. Raffles It is common to find that recreation organizations employ "on-the-day" fundraising strategies. The most common example is the raffle and a small amount of income can be achieved this way. Whereas it is difficult to achieve cash sponsorships, it is easier to obtain goods from sponsors which can be raffled. Event Directors should identify and research legislation in their own state/nation that pertains to raffles and other similar forms of fundraising. Raffles are often regulated by governments because of the potential for fraud and misrepresentation. Spectator Fees In some cases, events are sufficiently popular and entertaining to attract paying spectators. However it can be difficult to obtain money from spectators in circumstances where there no restriction of access (for example an outdoor event with no perimeter fence). If this is the case it may be better to make off-street parking for a fee. Once the budget is finished and the scope of the event chosen, the next step is to specify the type of financing needed for the balance of the budget. In any type of event there are always two types of financing: internal and external. Internal financing This is basically the funds belonging to the organization itself, resulting from previous events which were profitable and from the membership fees and private funds from the organizer. External financing may come from: Fees: From the participants and attendees in the event. It is calculated in a first draft taking as a reference a previous edition of the event or a similar one in order to foresee the income and know the fees to charge. Moreover, it is necessary to know the contribution from institutions, however rough the estimative may be, before the final fees are set. Fees tend to cover 50% of the total cost of the event.
  26. 26. Page | 26 Public Institution and Private Sponsor Institutional Help: Public Institutions: Local government and Town Council Official grants: local, national, international. Disadvantages with this type of grants are that they require complicated forms and endless bureaucracy. Often, these grants are difficult to obtain because all costs need to be fully justified beforehand and partly or wholly returned if they do not cover the costs originally awarded for. Another important aspect of these grants is that our event should not coincide in time with similar ones, as the sponsorship might be shared with similar events going on at the same time or simply over. Sometimes, the grants are part of annual budgets established long before the event takes place. It is therefore necessary to apply long in advance and adapt our application to the amount awarded to that purpose. Private Sponsors: Depending on the type and scope of the event it is possible to find private institutions (banks, saving banks, companies, sponsors, et.) to support the event partly or totally. Sponsoring means to contribute in kind or cash in consideration for publicity and media coverage that the sponsors will receive in the short term. When the contribution is in kind, the costs in the examples above will be covered. For example, the town council will pay for the expenses of the venue hire directly or a private sponsor will cover the travelling expenses paying themselves the tickets they accepted to contribute with. Private sponsors may be: Associations: legal entities made up by partners with the same purpose who pay a membership fee periodically with which to support this type of events. Federations: Associations as a whole. Companies: They finance events in order to become well known in the short term. They usually exchange their economic support for the chance to appear in the events appearing in the media. Charities: These are non-profit legal entities which may have commercial activities devoting part of the benefits to support cultural, social or environmental activities. Sponsors: They offer support, either in kind or in cash, in a long term consideration. The sponsors
  27. 27. Page | 27 are the promoters and organizers of over 80% of the events arranged. Most events would not be possible without their support. The source of finance for Pegasus Events would be generated internally through events which are outsourced to them, without getting into specifics.
  28. 28. Page | 28 Event Management as a Marketing Tool Event management is considered one of the strategic marketing and communication tools by companies of all sizes. From product launches to press conferences, companies create promotional events to help them communicate with clients (and potential clients). They might target their audience by using the news media, hoping to generate media coverage which will reach thousands or millions of people. They can also invite their audience to their events and reach them at the actual event. Providing a Plethora of Services Companies approach event managers with a vague idea and a budget in mind. It is then entirely up to the event manager to develop and improvise and turn the idea into a success. Once the idea and the budget are settled, event managers begin coordinating with sponsors and performers, arranging travel, security, and accommodation for the stars if there is a show. They also have to supervise ticket and stage design, arrange music, sound and lights, and look into those numerous details that go into making an event successful. Security is another big issue that is dealt with by event managers. In India, shows usually have to end before midnight at the latest, even earlier in some places. Event managers have to ensure that events conclude on time, and in case they stretch beyond the permitted hours, they have to handle the police and the local bureaucracy Bad security could ruin an otherwise well-organized event. Unwanted guests, stampedes, fights, and harassment of performers are a few things event managers have to tackle during public events. Event management companies service a variety of areas including corporate events (product launches, press conferences, corporate meetings and conferences), marketing programs (road shows, grand opening events), and special events like concerts, award ceremonies, film premieres, launch/release parties, fashion shows, private (personal) events such as weddings and bar mitzvahs. Clients hire event management companies to handle a specific scope of services for the given event, which at its maximum may include all creative, technical and logistical elements of the event. (Or just a subset of these, depending on the client‟s needs, expertise and budget).
  29. 29. Page | 29 Meaning of Event Manager The Event Manager is the person who plans and executes the event. Event managers and their teams are often behind-the-scenes running the event. Event managers may also be involved in more than just the planning and execution of the event, but also brand building, marketing and communication strategy. The event manager is experts at the creative, technical and logistical elements that help an event succeed. This includes event design, audiovisual production, scriptwriting, logistics, budgeting, negotiation and, of course, client service. It is a multidimensional profession. Educational Support There are an increasing number of universities which offer Graduate Degree/ Diploma in Event Management; especially in the UK where they have been quick to catch on to the new interest and many are now offering certificate, diploma, degree and masters courses. In addition to these academic courses, there are many associations and societies that provide courses on the various aspects of the industry. These courses though not official, are still useful additions to your resume. Study includes organizational skills, technical knowledge, P.R., marketing, advertising, catering, logistics, decor, glamour identity, and human relations, study of law and licenses, risk management, budgeting, study of allied industries like television and other Medias and several other areas.
  30. 30. Page | 30 2.4 Turnover of event management industry • Event Management is one of the fastest growing industries in all over the world. • This industry has grown enormously in the last two decades. According to recent research conducted by Joe Goldblatt, Certified Special Events Professional (CSEP), annual spending for special events worldwide is estimated at $500 billion. • According to industry experts, annual wedding and events is spending at around Rs 1,500 - 1,800 crore. • Indian event industry grew from Rs 728 billion in 2011to Rs 823 billion in 2012 achieve growth of 13 percent. The sector is projected to grow at 14.9 percent to reach Rs 1457 billion by 2016. • As wedding industry shoots with burgeoning demand for lavish events, wedding planning industry gets a boost for demand of organized and structured planning services • These planning services are the forte of event management concerns whose revenues are sourced from these events by a considerable percentage • Wedding as an event needs precision in planning and implementation which is rendered by event management concerns • Presently, people are willing to shell out huge money to make their events glorious and stand out from the rest. Today, there are a number of companies hosting and organizing events on a regular basis. These range from the small time private events to the large-scale international events. A good number of young people are entering in this field because they realize the potential of the market and the demand and supply situation. In fact, the most profitable aspect of this field is the need for creativity. And that is how and where one earns. The management of events calls, largely for coordination, from stage one. The first thing required is to get the orders for the event. This process is also known as pitching for an event. Usually, whether it is for small time events (birthday parties and weddings), or then for the larger ones assigned by companies (exhibitions and trade fairs), or the international concerts; the event
  31. 31. Page | 31 manager/company is asked to submit a project report, with the finances involved. On the basis of this, the assignment is given to them • Event management industry in India is roughly ten to twelve years old and is fast gaining momentum •Primarily it has been an unorganized market which is slowly transitioning into an organized structure • Increase in a1 and a2 needing professionals to manage them has led to a major demand for event managers • a3 and a4 are considered to be 2 areas where there is immense potential for getting jobs
  32. 32. Page | 32 TURNOVER OF PEGASUS EVENTS 1. ZONE WISE Interpretation: X axis represents zones and Y axis represents rupees in lakhs It can be clearly seen that in the year 2012 the turnover was high in Mumbai with 112 lakhs rupees whereas it was low in Chennai with just 8 lakhs rupees While in Delhi it was 58 lakhs rupees and in Bangalore it was 72 lakhs which is the second highest It was observed that when it comes to domestic events Pegasus events targets these four states 0 10 20 30 40 50 60 70 80 90 100 110 120 chennai delhi banglore mumbai x axis- zones y axis - Rs in lakhs year 2012
  33. 33. Page | 33 2. INDUSTRY WISE Interpretation: Blue portion represents and the red portion represents wedding clients For Pegasus 90% clients are connected with corporate and 10% are common clients for wedding Thus it is very clear that Pegasus Events are prone towards corporate events 90% 10% corporate clients wedding clients
  34. 34. Page | 34 Event Management in Mumbai Event Management in Mumbai is not so old concept. As such very few recognized event management companies exists here. The high profile events organized in city are basically managed by companies working in Mumbai, Pune and Mumbai. The most common events organized here are:  Utasav  Décor India  Handicrafts  Mela  Different Corporate Meetings  Fashion Shows  Musical Concerts  Dandiya Raas  Nightlife parties  Concerts & shows  Fest & live shows Event Management can be classified on the basis of service provided, into two categories: Complete: It covers all the aspects from conceptualization to execution till client satisfaction feedback. Partial: They provide partial services like a combination of few for example lights and catering or music, venue and celebrities. Event Management is still at a personal level. There is no full- fledged event Management Company working in the city, but below mentioned organizations are acting as partial or complete service providers.
  35. 35. Page | 35 Event Management Company Pegasus events They organize birthday parties, marriages and fashion shows which are mainly for entertainment or fun purpose. They deal at both micro and macro level there parties are starting from few thousands to as high as 35 lakhs. The biggest event which they have managed was a show worth 25 lakhs in 2009 year. If required they can call celebrities also, but then the budget will touch 12-15 lakhs figure. The events that they normally organize are  Dance Parties.  Wedding Parties.  Club Parties.  Farm Parties.  New Year Parties.  Concerts & Shows.
  36. 36. Page | 36 Event marketing in Mumbai Event marketing is growing at a rate of three times that of traditional advertising. Though relatively small compared to the major components of the marketing communications mix-advertising, sales promotions and P-O-P communications-expenditures on event sponsorship are increasing. Corporate sponsorships in India in 2001 were estimated at $3.9 billion-with 65% of this total going to sports events and most of the remainder spent on sponsoring entertainment tours or festival and fairs. Thousands of companies invest in some form of event sponsorship. Defined, event marketing is a form of brand promotion that ties a brand to a meaningful athletic, entertainment, cultural, social or other type of high-interest public activity. Event marketing is distinct from advertising, sales promotion, point-of-purchase merchandising, or public relations, but it generally incorporates elements from all of these promotional tools. Event promotions have an opportunity to achieve success because, unlike other forms of marketing communications, events reach people when they are receptive to marketing messages and capture people in a relaxed atmosphere. Event marketing is growing rapidly because it provides companies alternatives to the cluttered mass media, an ability to segment on a local or regional basis, and opportunities for reaching narrow lifestyle groups whose consumption behavior can be linked with the local event. MasterCard invested an estimated $25 million in sponsoring the nine-city World Cup soccer championship in the United States in 1994 and will likely sponsor other big events in many countries as well. Olympics and its renowned five rings are “the world‟s most effective property” in terms of marketing tools. The Olympics sell sponsorship on a local and global basis, and every couple of year‟s corporation‟s line up to pay as much as $50 million to be the lord of the rings. The Atlanta games in 1996 have a reported $3 billion in the bank as a result of negotiating sponsorship, broadcast, and licensee fees.
  37. 37. Page | 37 Activities in Event Management Pre-Event Activities Events typically have a team based environment and a project type of organization structure. Thus, responsibilities are assigned to the relevant staff members in the team for the Event. Coordination of arrangements required is divided among the team members. Once the preliminary discussions are over, and the final concept sold to the client, the very first step creative conceptualizes works on the designing. Then the Project manager prepares a thorough schedule after understanding the critical steps ad issues involved in that particular event. External agencies such as architects and engineering contractors may be consulted at this stage to understand feasibility of planned concepts. Most event management companies have experienced production managers who understand the feasibility of planned concepts. Then the project manager draws up a cash flow statement, a budget statement and arranges budget allocation for the event. Based upon the project requirements critical dates or deadlines are drawn up and the best possible solution among alternatives to achieve these deadlines is chosen. The overall coordinator along with the sales and marketing team should ensure the completion of overall design, models of stages, visuals, etc. with graphics included by the creative team within the prescribed deadlines and make a researched concept presentation to the clients. At this stage, the legalities of drawing up the contract, agreements and finalization by signing of contracts between the event managers and clients becomes a necessity. Keeping the feasibility in mind physical design are finalized and contractors begin work. Here fire, safety and insurance issues need to be taken care of. The coordinator, sales and marketing team then think about production of advertising promotions, brochures, posters, etc. Logistics is another important area that needs to be given priority attention by event coordinators. Logistics in events essentially involves booking of hotels, air, road, and rail transport for the participants and event managers, arranging transportations of material. A joint team of the concept creator and the main contractors then need to check out the special-effects equipments and arrangements. At this time day-by-day tracking of timing and finance with a feedback on possible changes i.e. increase or decrease in expenditure on various items. Finalization of cleaning, security, furniture (tables, seating, barricading etc.), décor (flowers), communication (telephone), and other service hire contracts (couriers) also take up the production
  38. 38. Page | 38 manager‟s time at this stage. The project manager handles the progress report and gets contingency plans drawn up. The overall coordinator has to continue in touch with the client with reference to the PR, publicity, press releases, and promotion on TV, and radio along with the public relations team. Arranging for a press conference for the clients, and artists, giving out invitations, passes and tickets to the event, organizing the reception for the press with uniforms for the hospitality hostesses/hosts or staff at the reception is also a major responsibility for the PR team in the preparatory stages leading up to the event. Damage control due to artists‟ tantrums is yet another aspect typical of this field that the PR team needs to contend with. These have to be tolerated and controlled to avoid any adverse fallout. Final visit for quality checks and control need to be made to the networking components to ensure and confirm understanding. These typically include inspection of dimensions of stage and other critical near finished models for accuracy by the production manager. The overall coordinator along with the other team members needs to then arrange for a briefing of site supervising staff depending on category and type of event. It is essential that the entire briefing and interaction take place before the event begins. Once the event gets started the clients and the contractors‟ staff need to be kept away from interfering with the execution by the production manager and the event coordinators. Controlling the panic reactions due to invariable last minute troubles and final tying up of all loose ends is a very important penultimate task. The last stage in the first section involves resolution of on-site wrangles of delivery, permission, missing orders or items, close attention to construction of sets--asking whether it was done correctly, supervision of installation of special effects, objects. During-Event Activities During the event, softer aspects come into the focus. For overall coordinator, it is important to pass on all credit to supervisors. Event managers should look humble and be available to the clients to call on. The conceptualizers‟ efforts should be appreciated at least during the event. At the same time, there should be a constant surveillances of the specially effects, display objects and the food and beverages. Thus monitoring is the gist of the during-event execution activity that is involved. Photographs and other multimedia recording arrangements if so desired also need to be taken from strategic locations.
  39. 39. Page | 39 Post-Event Activities Beginning with the physical task of dismantling of the sets, post-event activity also run into accounting and other such works. Final accounts setting (bills to be paid on receipt) is accompanied by explanations for overspends. The team needs to carry out a postmortem analysis on the event and conduct an event evaluation. Recording the photographs taken of the event in the form of a photo- documentary helps a lot. Performance evaluation of the coordinators during the event should be carried out immediately so that weak points after the event can be used for learning. Finally, the overall coordinator should do the formality of thanking all involved for the wholehearted and extra efforts provided. Letters should go out to clients thanking them and these should include a post-event questionnaire seeking to measure client satisfaction. Based on this feedback, improvements and adjustments required should be worked upon. This theory states that the function of management can be classified into planning, organizing, staffing, leading and controlling. Finally, the most important part of Event Management is the execution of the Event as planned. We term this activity as Carrying-out the Event. Therefore, when we use Event Management, it is to denote the production of an Event. Staging an event takes more than a wish or dream. Preparation is the key to a successful event.
  40. 40. Page | 40 3.1Event process Event Planning The first and foremost thing to do while planning an event is to know about the client's expectations. When a client first approaches you for assigning a task, sit with him and find out what he wants and how he wants it. Keep in mind the fact that the client has a very hazy idea of what he wants. He expects you to change that hazy idea into a reality. So you first need to strike a good rapport with him. Once you know his expectations you can start giving your inputs. Since you are a professional event planner he is bound to believe that you have a better knowledge about these things and will respect your judgment. Key Factors in Planning an Event  Check the feasibility  Is the event a good idea  Are we in the right community  Who would be the spectators  About the venue  About the media of advertising  Fund stream Timing Full time should be devoted to implementation of plans. Make sure your event does not clash with other events. The Organizing Committee It should comprise of experts in the following streams: Financial  Determine the sources of revenue  Expected level of expenditure  Time gap of expenditure and revenue  Establish a system of financial accounting and control
  41. 41. Page | 41 Marketing  To attract best possible audiences  Get sponsorship and best support possible Operational  Guide overall operation of event  Managing the technologies require Legal  Make appropriate contracts involved in managing an event  Handle lawsuits that may arise Public Relations Teams  To handle the celebrities, if invited in the event.  To host press conferences. This team is required to take decisions from conceptualization to completion of the event. Facilities offered  Programs  Transport  Catering  Safety and Security  Entertainment  Anchoring and announcement  Music and Sound system  Licensing  Publicity  Promotion
  42. 42. Page | 42 EVOLUTION OF EVENT MARKETING From its origins in event planning, the event marketing industry has seen great growth in the last five years and has consistently been one of the most effective tools that marketing professionals have at their disposal in terms of making a tangible connection to current and potential customers. The increasing competitive pressures brought on by globalization are forcing business professionals to find new ways to engage customers. Not surprisingly, savvy event marketing professionals are therefore focusing the majority of their efforts and budgetary spend on lead generation tactics such as trade shows. While it is important to garner leads, marketing and specifically event marketing professionals cannot lose sight of the fact that the sales cycle only begins at lead generation and that current and prospective customers must also be nurtured even beyond purchase. Companies can benefit tremendously from the deeper event marketing touch points that promote nurturing such as proprietary conferences that provide a controlled environment for delivering messages and closing business. The nurturing process will allow the customers to more effectively be funneled into the subsequent stages of the sales cycle thus creating greater opportunities to develop into repeat customers.
  43. 43. Page | 43 EVENT MARKETING An event is a live multimedia package with a preconceived concept, customized or modified to achieve the clients objective of reaching out and suitably influencing the sharply defined, specially gathered target audience by providing a complete sensual experience and an avenue for two-way interaction. Fig: Events Definition In-Short This is a diagrammatic representation of the above definition. From the model it is evident that an event is a package so organized has to provide, reach and live interaction between the target audience and the client to achieve the desired impact. Event marketing involves canvassing for clients and arranging feedback for the creative concepts during and after the concept initiation so as to arrive at a customized package for the client, keeping the brand values and target audience in mind. Marketing plays an important role in pricing and EVENT REACH LIVE INTERACTION Right Communication from the client WITH Live Audience CREATES Desired Impact
  44. 44. Page | 44 negotiations as well as identifying opportunities to define and retain event properties by gathering marketing intelligence with regard to pricing, timing etc. In fact, ideally event marketing involves simultaneous canvassing and studying the brand prints; understanding what the brand stands for, its positioning and values, identifying the target audience and liaison with the creative conceptualizes to create an event for a prefect mesh with the brand‟s personality. PUBLICITY AND PROMOTION If one knows how to organize an event he should also know how to market it. If there is something very peculiar or special about the event then that main point has to be highlighted. A product launch for example requires a sales promotion campaign either before or after the launch. In that case the product is advertised through banners and media and even door to door canvassing. Effort is taken to ensure that people sit up and take notice of the event. Sometimes it could be an event like an award ceremony, which is to be shown on television and different companies make a beeline for sponsoring their respective products in the due course of the programme. This is the way publicity and promotions work. MATCH THE EVENT TO YOUR MARKET Choose the kind of event that appeals to your target market suits your product‟s image and fits your marketing objectives. If, for example, you are looking for reach and you are selling a low cost product with wide general appeal, sports sponsorship may be the avenue for you. If your product is an up market one, artistic events could suit you better. If your have a technical product, science-type sponsorships would be possibilities and if your main aim is to be seen as a good corporate citizen, put your sponsorship money into good causes. The Children‟s Hospital, the Red Cross or the environment, to name three, AIDS research is another one. The meteoric history of event marketing is based in sports marketing. In fact, music and arts represents a combined 35 percent of event spending as compared 45 percent for sports-related events. Event marketing also continues to thrive as traditional advertising rate skyrocket and, really, fail to provide any guarantee of reaching a targeted audience. Event marketing provides a cost-effective approach to making a more hard-hitting, emotional, and tangible pitch to consumers. It also gives
  45. 45. Page | 45 companies the opportunity to cross-promote (promote with other companies that have related products or services), offer sample products (give-always), and build strong relationship with various channels of distribution, such as retail outlets. Charities go out of their way to meet both their own fund-raising needs and the profit requirements of the firms they team up with. It is a commercial relationship and the entire better for it. Charities need funds, and the businesses need promotions, which show their worth in extra profit WHY EVENTS 1. Brand Building  Creating awareness about the launch of new products/brand Enormous nos. of brand/product are launched every month. Similarly innumerable new music albums, films, etc get released periodically. This tends to create clutter of product launches. The large no. of launches also leads to need to overcome the “ooh-yet-another-product” syndrome. The need to therefore catch the attention of the target audience at the time of launch becomes very important. Meticulously planned events for the launch of a product/brand seldom fail to catch the attention of the target audience.  Presentation of brand description to highlight the added features of product/services Sometimes technological changes pave the way for manufactures or service providers to augment their products. To convey this via traditional modes of communication to the existing and potential customer base may sometimes be futile. Special service camps of exhibitions are the perfect events that provide the opportunity for a two way interaction and error free communication. For Example, IMTEX, the Industrial Machine Tools Exhibition, is an event used by most machine tool manufactures to explain and highlight the new and improved features of their product.  Helping in rejuvenating brands during the different stages of product life cycle The massive amount of money that is spent during the introduction stage of products gets drastically reduced over time. By the time the product reaches its maturity/decline stage, the need for cutting down the budgets associated with the media campaigns, while at the same time maintaining the customer base is felt. And events offer the best medium for such a focused approach. It helps in generating feelings of brand loyalty in the products‟ end user by treating them as royally as possible.
  46. 46. Page | 46  Helping in communicating the repositioning of brands/products Events help in repositioning exercises to be carried out successfully. In other words, events can be designed to assist in changing beliefs about firms/products/services.  Associating the brand personality of clients with the personality of target market Citibank is an elite bank where people do banking with pride. Hence, other premium brands would like to associate themselves with the same audience so as to benefit from the rub-off effect. An exhibition-cum-sale event organized exclusively for Citibank credit card holders, small merchandisers get to do business with the Citibank customers, as well as build and maintain a premium image for themselves. Here Citibank acts as the event organizer and small merchandiser‟s acts as participants so that they can associate the personality of their products with the personality of Citibank customers.  Creating and maintaining brand identity Australia-based Foster‟s Brewing Group‟s Asian subsidiary in its plan to launch its bear brand Foster‟s Lager in India choose the game of cricket – in which the Aussies are known as the best team in the world. By becoming the official sponsors of Australian cricket team on its India tour, Foster‟s hoped to achieve its goal of brand identity building and positioning itself at the premium end of the market. Rennie Solomito, Marketing Manager for Coors Light (Beer Company) explains that in order to increase awareness and personality of the brand, Coors Light tries to find the distinguishing “look of the leader” in each market. Coors Light select events that are fast paced and young minded, for example, Coors Light Silver Bullet Concert Series featuring artists like Bryan Adams and Celin Dion.
  47. 47. Page | 47 2. Image Building Over and above the brand identity that a company encourages, events such as The Great Escape conceived by Mahindra and Mahindra, exclusively for the owners of their four wheelers, the Armada, are an attempt to build a specific image of not only the corporate, but also the product, to let owners experience the thrill of four wheel driving, M&M charts out an offbeat route that emphasizes the difference between normal and four wheel driving, and lets the participant experience the high, one feels when steering and navigating an Armada. Coke is associated with Olympics since 1928; the rationale behind this is similar values and ideologies: International peace, brotherhood, standard of excellence and fun. Fig: Constructing the Brand Value Chain
  48. 48. Page | 48 3. Focusing the Target Market  Helping in avoidance of clutter Even though some events do get congested with too many advertisements, events still provide and effective means of being spotted. For example, Title sponsorship of a major event provides the sponsor immense benefit since the sponsors name is mentioned along with the event like Hero Cup, Femina Miss India, Lux Zee Cine Awards.  Enabling interactive mode of communication Events generally provide an opportunity for buyers and sellers to interact. They also provide a foundation for exchange and sharing of knowledge between professionals. Example: Bang!Linux2000, Auto Expo. Unparalleled footwear company NIKE ensures that it sponsors those events which will give it a chance to create an emotional tie with the participants through onsite brand usage and product presentation. 4. Implementation of Marketing Plan  Enabling authentic test marketing Events bring the target audience together, thereby creating opportunity for test marketing of products for authentic feedback. The seller can identify exactly the traits and other characteristics that are desired. For example, marketing events that the Frito-Lay Company used before it launched its WOW! brand of potato chips.  Enabling focused sales and communication to a captive audience In an event the audience is more or less bound to witnessing one particular event. In such a situation it is very favorable for sellers to put forth their presentations without any diversions. Such a situation is very valuable given the ineffectiveness of traditional modes of communication in holding on to the attention of the audience.
  49. 49. Page | 49 For example, Burger King wanted to reach a young demographic in the New York area, EMG (Event Marketing Company) helped them to create a 30-concert series at the New York Palladium. Burger King received onsite signage and distribution of bounce back coupon.  Increasing customer traffic in stores Events can be conceptualized to increase customer traffic. They can be customized to make available, concepts ranging from retail store specific events to mega events like one day international cricket tournament. For example, Nescafe 3-in-1 treasure hunt, co-sponsored by McDonald‟s is a combined effect in increasing the customer traffic as well as increasing the awareness among the upper class of the existence of new McD‟s outlets.  Enabling sales promotion Weekly events conducted by Crossword Bookstore helps in generating more revenue during the weekends as compared to the revenue generated in the weekdays.  Help in relation building and PR activities Practitioners of this marketing function believe that event marketing campaigns have the ability to create long lasting relationships with closely targeted market segments. Relationship building is not restricted to end user customers but also targeted at enhancing new distributors and sales representative relations. For example: Moksh organized by Ys Events & UX Events, is an annual technological festival held by NSCIT (Dwarka) has helped the sponsors in establishing their relationship with the Institute and ensuring that an image of being interested is created and nurtured. Coke is sponsoring the Olympic since 1928. As coke does business in over 200 countries, the Olympics give the company the opportunity to identify its product with the foremost special event in the world.  Motivating the sales team The need for interaction is not restricted to external customers only and end consumers are not always the focus of live media exercises. This is especially popular amongst pharmaceutical and other FMCG companies. For Example, during the cricket world cup held in England HSBC introduced a
  50. 50. Page | 50 unique pattern of motivating the sales force by awarding them runs instead of the traditional points system. This resulted in conversion of almost all of its employees into sales person.  Generate immediate sales Most events let firms install and exclusive boot and give the permission to exploit the opportunity to merchandise. Events such as the annual limited period discount sales from Wrangler and Van Heusen are authentic stock clearance and seconds sales aimed at generating immediate sales.  Generating instant publicity An event can be designed to generate instant publicity upon the implementation of marketing strategy. The e-commerce start up Half.com, which wanted to sell products such as CDs, Books, Movies and Games over the internet was up against major and strong competition. The result of this publicity stunt started the ball rolling towards getting this company purchased by eBay for more than $300 million.  Enabling market database assimilation, maintenance and updating By keeping track of the reach and its effectiveness as well as interacting with the audience that actually turns up for the event, event sponsors can assimilate and authentic database. The database can be used to track various marketing trends. Events can then help in maintaining and updating the database.
  51. 51. Page | 51 ADVANTAGES OFFERED BY EVENTS As is clear from the preceding section, use of events as a marketing communication tool not only take care of the problems associated with traditional media but also offer certain advantages because of which events are gaining importance over them. Some of the advantages are detailed below: 1. Events have the ability to bring together sharply defined participants since the capacity for a particular event is usually limited. A specific no. of the target audience could be invited of enticed to buy tickets for a show especially created for a particular profile of the target audience. 2. Since the audience is actively targeted, the option of control reach can be exercised and ideal audience for narrow-casting of information can be gathered. This leads to lowering of the media networking budgets and focused communication with the specially gathered audience. The audience that has been specially invited invariably is an ideal audience. 3. An event carried out professionally and cleanly is invariably a memorable experience. The word-of-mouth publicity that this generates is an advantage that lingers on a long time after the event is actually been carried out. This provides an advantage of higher brand recall to the client. 4. The involvement of all the senses in experiencing the event is one of the greatest advantages that events can offer. Events can be designed such that the audience is actively involved in every part of the event and made to feel good. Thus, events as a live media offer a certain amount of immediacy to the experience – of being there while it„s happening. For the audience, it is undoubtedly a thrilling situation. 5. Live media also enables interactive communication. Live media scores over conventional advertising in terms of reach, impact and tangible immediacy of measurement. Live media communication is a complete sensual experience as compared to a press advertisement or TV/Radio commercial. This is so because of press ad is basically a flat piece of paper and a commercial is just an audiovisual experience. The high recall value of live media communication is also a major factor. 6. No other media can boast of the ability to provide such massive collection of feed back instantly as events. Being a live media, it is possible to feel and deduce the reactions of the audience to the aim or objective that the event was conceived for.
  52. 52. Page | 52 7. Easily customizable nature of events, mean that specific traits of the local inhabitants can be incorporated in the big picture to ensure that the event is socially and culturally in tune with the local culture. Thus, the localization of events is very easy. 8. The advantage in terms of post-event publicity that events can offer over and above the paid or bartered media is the benefit associated with reports of the event in the newspaper and news on the electronic media. For such reports there is no extra cost to be borne – neither by the sponsor nor by the event organizer. This is a double edged sword because, in case the event is not up to the mark or is dogged y controversies, then the same is also reported impartially. 9. The conversion of good events into television software for future use either by the sponsors for their commercials or by media house for programming is also a unique benefit that events offer. Such software become products by themselves and can be used profitability in the future.
  53. 53. Page | 53 3.2 PROCESS AT PEGASUS Analyzing the event The planning process begins with an analysis of the event itself. The questions that begin this process what is the main reason behind having this event? What does the event hope to accomplish? How will the event be financed? Numerous questions are placed in front of the event manager. That is how a strong foundation is established. If too few questions are asked, an event can suffer from a lack of focus and direction. Keep in mind that during the planning stage there are many options and hurdles to anticipate. Some things increase complexity tenfold and others simplify by an equal amount. A party in the hotel, for example is always simpler to arrange than a party in a warehouse of distant field with no power, no restrooms, and no kitchen. That is not to say that the event manager shouldn‟t have an off-site party, but the details should be considered in the planning stage. In the same vein, the site is often selected before the program has been set and the event manager may have to anticipate a problem fitting the program into the available space. Assembling The Event Management Team The next important stage of the planning process is assembling the team. Broadly speaking, the team should consist of decision makers and implementers. Decision makers are the people who define the parameters and are ultimately responsible for the success or failure of the event. Implementers are those who do everything from negotiating contracts to inviting speakers to making sure that the right speaker is in the right room and that the microphone works. More specially, the planning team will probably include people or committees with the following functions and responsibilities: Event coordinator The planner is the central coordinator and does the following: negotiations and recommends contracts for signature; solicits bids from suppliers and hires and supervises suppliers; prepares and recommends budgets and monitors expenses throughout the planning process; recommends policies and procedures, supervises registration, maintains communications; set up filling systems for controlling documents and reports; prepares personnel schedules for onsite activities
  54. 54. Page | 54 Decision makers Decision makers may include the organization‟s president, CEO, executive director, chairman of the board, corporate officer, and certain departmental heads. Technical staff Various tasks requiring technical expertise may be assigned to in house personnel or to subcontractors. Support personnel Members of the clerical support staff handle typing and computer date entry, makes copies maintains files, process incoming and outgoing nail, and stuff attendee packets; they may keep daily activity logs for registration, expenses, and income, they direct incoming calls; they follow up on requests for brochures and answer routine questions such as dates and costs. Developing record keeping systems Often, the event planner becomes the central coordinator of all information. Therefore record keeping systems are essential to organize, control, and monitor activities. The organizational system he sets up must include a planning schedule. Deadlines forms and checklists to expedite the process and capture the details in a structured, usable quickly retrievable manner. The system‟s documents become the files and records he will need for reporting, evaluating and planning for future events. Establishing policies and procedures Another important planning issue has to do with establishing policies and procedures in the early stage. The key to effective management is deciding the rules up front and advising the people they affect. Simple things such as registration cutoff dates, administrative penalties for cancellation, payment and reimbursement procedures for speakers, need to be established and communicated or event coordinators will find themselves continually answering the same question and mediating disputes. Preparing a planning schedule A successful event coordinator must have many attributes, but two important characteristics are good organizational skills and attention to detail. A key tool that will help in this regard is the planning schedule. THE BUDGET
  55. 55. Page | 55 The event manager cannot have a successful planning structure without a budget and priorities for how the money will be spent. Financial decisions affect every area of the event and must be established early in the process and monitored on a regular basis. The importance of having all the planning issues covered is that, by anticipating problems, special needs, and hidden costs, the manger can be calm during the storm of the event. If he/she always ask “what is the worst that can happen?” and then have a solution ready, they will have a reservoir of strategies to be used at a moments notice, no matter how serious the crisis. PROGRAM DESIGN What is the program? It encompasses all of the activities planned for the attendees, from the moment they arrive until they depart. It includes the content, recreation, meal functions, receptions and parties, tours, expositions, spouse and children‟s‟ programs, and informal and unscheduled free time. What are the program topics, passive and active sessions, serious and fun presentations, and formal and informal times to provide professional and personal growth and networking opportunities for participants? The program is like a jigsaw puzzle. When the event manager starts the puzzle, all the pieces are there but what a mess! The design is putting the pieces in order. This is more difficult than it sounds because of the many needs and expectations coming from bosses, association or committee members, attendees, speakers, and suppliers. Purpose of the event The first step is to prepare a statement on the purpose of the event. Identify whether the mangers objective is to educate, to inform, to solve problems, to reward, to introduce new products or services, to generate revenue, or whatever. The Audience Next, he needs to know something about the attendees. Will the audience be primarily male, female, or mixed? Are spouses and children invited? Has the primary attendees met together? Will they know each other? What is their knowledge or skill level in relation to the subject of the program? What is the groups‟ personality? Is it fun, serious, verbal, formal? There is a big difference between state legislators and hand surgeons.That brings us to why the attendees will sign up in the first place. Their needs and expectations should not be overlooked. The sponsoring group is often so concerned about the organizations‟ need being met that it forgets about the attendees. The event coordinator should play a strong role in monitoring the program plans to see that the attendees are not forgotten.
  56. 56. Page | 56 People managed by Pegasus Events Interpretation: X axis represent different events and Y axis represents no of people managed by Pegasus events 100 media person were managed in Gateway greening ,200 cxo level designates at Experian Indian conclave and about 900 people at Road show 0 200 400 600 800 1000 1200 Gateway Greening experian India conclave Road show for SA X axis (events) Y axis (no of people)
  57. 57. Page | 57 Selecting topics formats and speakers or participants Preparing a master list of topics or activities that is required by the event coordinators particular event and list educational topics important to his group. Once the list of topics is complete, the manager can begin the task of assigning a format to each topic. Some may be debates; others may be group discussions, still others, lectures papers. Finally there is the challenging task of finding the right person to successfully implement the selected format Time allotment In addition determining what time of year the event will be held and how many days it will run, time allotment means establishing time allowances for each topic and presenter. To do this, the manager must rough out a program agenda showing the activity, the format, the amount of time allotted, the sequence (daily), and the topic Budget Prepare a budget listing all programs costs, including meeting-room rental, attendees‟ materials speakers, fees and expenses. SPEAKERS AND OTHER PROGRAM PARTICIPANTS Who are the people on the program? A program requires a variety of types of people-speakers, moderators, interviewers, workshop leaders, trainers, discussion leaders, panelist, expert witness, and summarizers. If we must have a generic term, let‟s use “program participants.” But don‟t confuse that term with attendees, who are also often called participants. By using the word “speakers”, we lead people to believe that they need only come prepared to speak, when should be leading training, interviewing. Scrapping the term “speakers” is a fairly easy way to make a dramatic difference in the quality of programs offered. The challenge is to see how many different types of people the manager can use to communicate the required information without having them read speeches. Successful professional speakers learn very quickly that reading speech is not good for business. They talk to their audience; they usually move off the stage, walk around, and look the audience squarely in the eyes. Wireless microphones encourage movement. Theses speakers are often looked upon as entertainers, and there is nothing wrong with speakers being entertainers. In fact, the problem arises when a speaker is not entertaining.
  58. 58. Page | 58 Event coordinators must be more selective more demanding and more detailed with speakers. They have got to learn how to bring out the best in poor speakers who happen to be recognized expert in the field. Most speakers would not welcome guidance on the subjects‟ desired focus as well as the type of attendees and the level of their knowledge is unimaginable. As the competition to attract attendees grows attendees are becoming more selective about where they send their budgeted event money. Programs with high-quality, knowledgeable speakers, a variety of type of program participants, and focused and varied presentations will capture the market. Just as the design of program is one of the most creative aspects of planning an event, the management of program participants is one of the most challenging. The managers‟ programs participants are the transmitters of all that he hopes to communicate. Both the coordinator and the presenters need to reevaluate the importance of the participants‟ role. LOCATING PEOPLE Thinking about program participants actually begins in the program design phase, because this is where the manager decides what he wants plan to communicate and how he will do it. As the manger selects the topic and a format, He must ask if he can locate or recruit qualified people at a price he can afford. Once the event manager knows the boundaries of who he needs and what he has to offer, he can begin researching, brainstorming, asking knowledgeable people in the field or his colleagues with related and respected experience. Don‟t automatically use the staff, board of directors, congressperson, and friends as key presenters. Not only may they not be the best, it may be harder to keep them focused on the goals and the audiences interest in the subject. Besides, how does a manager tell his congressperson or the chairman of the board that the fifteen minutes are up? Clarifying roles While the manager is researching his resources, he should begin to define in writing what he wants each person to do. What role does this person play in the conference? What does that role mean to him? Will the participant automatically understand what he expects? Probably not, so the manager should write a description a short paragraph explaining exactly what is expected of each program participant.
  59. 59. Page | 59 Developing content guidelines The next step is to develop a written list of points or questions the manager would like to have included in the speech, discussion or workshop. Then communicate these points to his program participants in writing, through briefing meetings, or in reviews of their plans. This is also a good time to go over the schedule and the importance of adhering to it on site a key aspect of managing program participants. Some topics are so broad it would be pure luck if the speaker/leader touched on them without guidance. The question the manger may ask is: why tell the experts? The answer is that the experts usually have no way of knowing what has been covered in past events, and they may not know the level of audience‟s knowledge or its current interest in the subject. All speakers have favorite aspects of a subject, areas in which they are most comfortable and require the least preparation. Without guidance, speakers head straight in that direction and the manager will have given them a license to do what they want rather than what he or the audience wants. They aren‟t wrong the manager is for abdicating his responsibility. The event coordinators who think through theses program issues to the same extent they think through the logistics will succeed. It is not hard: it‟s logical. What would the event manager want to know if he were asked to speak to or lead a group? Ask speakers whom he respects what would be helpful to them. Call potential attendees and ask them what their interest in a particular subject is. Research takes time and requires the manager to become a three minute expert in a variety of subject areas. It offers the opportunity to learn about so many different subjects. If the manager has to delegate don‟t give the job away without explaining what he wants, indicating why he wants it and supervising the product to keep it on target. SITE SELECTION The Hotel Market The beginning point is to know the hotel market and the event group. The manger must first understand that hotels make a profit from guestroom sales, not from sales of food and beverages. Once he realizes that, a series of questions must be explored. He needs to know the high, low, and
  60. 60. Page | 60 average rates for each property. He should know occupancy levels at various times of the year and a week. He should know the general economic situation in the city and within the hotel. Companies such as PKF consulting produce monthly and annual reports on an areas occupancy level and average daily rates (ADR). These vary by seasons and days of the week Look internally for stable ratios of staff to guests and at staff turnover. How long has the firm‟s salesperson been there, the general manager? Request a copy of the staffing roaster and ask for lengths of employment. Along the same lines, look at the hotels ownership structure. A hotel is part of a chain may be owned and operated by the chain, or may be franchised, and thus carry the chains name but be owned by a separate entity. In either situation, a management company, whose reputation the manager should check, may perform management of the hotel. Each of the foregoing arrangements is not of itself good or bad; the manager simply needs to be aware of these structures. For example, there are hotels operated by management companies whose standers are higher than the corporate franchise name implies and vice versa. This is just the tip of the iceberg for the firm‟s market research. THE PROSPECTUS Next to use a tired but true phase, is to know the event group. Roughly, “the event group” includes the company or organization the event manager is working for, the programs goal and requirements the budget and the attendees‟ needs or preferences. The formal document that profiles the event group is called a “prospectus”. The first section should introduce the organization and the specific event in general way. While the introduction should be factual, it may also be considered a promotional description emphasizing the organizations purpose. Section II should relate to the events site requirements for this specific event, to include the number and type of guest rooms, ADA requirements, preferred rates, dates and pattern, and the manager‟s moment by moment needs for meeting rooms. This breakdown should include room setup, anticipated attendance per room, and any special space eaters, such as projection equipment, screens, or head tales. In such cases he many indicate his total square footage requirements as a total number, or per person if higher than normal allowances are required. This is also the time to specify ceiling heights, freight access, or any other required features. Be sure to advise the hotel if commissions are
  61. 61. Page | 61 to be paid to the firm or not to any third parties, other that the direct booking event. A simple statement that says rates are either commissionable or no commissionable will do. A facility should be able to determine from this section whether it can accommodate the event group. If the manager has ever repeated the same requirements over the phone to fifteen different properties, he will quickly realize the benefit of including site requirements in his written prospectus. Not only will he ensure that everyone receives the same information as part of a well thought out plan, he will ultimately save time and gain well deserved respect for a professional approach. In section III, describe the firms‟ history, either regarding this specific event or a similar one. This is the place to demonstrate that the firm‟s assessment of its group‟s needs is accurate and that the facility must deliver what the manager is asking for. Include past cities, properties, and numbers broken down in every possible way. Especially as related to numbers, the firms‟ history plays an important role. The manager can be sure the hotel will check the firms‟ past history. Prospective hoteliers will want to find out about the firms‟ guest/sleeping roommates and pick up, the events meals counts, firms‟ total master account charges and credit record and all too often they‟ll elicit a few choice editorial comments from the prior facilities managers, which may be to his benefit or disadvantage. The inexperienced coordinator probably has no knowledge of this underground grapevine. The experienced coordinator not only knows it exists but controls the information released. How? By preparing in the contract that any report or data about the event must be approve prior to release by the hotel, thereby giving the coordinator an opportunity to adjust any incorrect or misleading information. The most difficult problems for hotels are when the firm considers that their sales are generated from guestrooms. Say for example 300 rooms are requested and no basis for arriving at that number is given. Hotels either need a history or a rationale for the requested number of rooms. If the manager wants it all with no guarantees and no history, he can and should expect to pay heavy penalties if he fails to meet his confirmed requirements. Attrition clauses have been added to hotel contracts to hold the coordinator responsible for lost revenue from unsold rooms. Section IV is a detailed day by day time and event specification. The hours, event and location should be itemized for each day of the event Once the event‟s prospectus is complete, the manager should review potential hotels, select those that meet his criteria, and send them a copy, he might even close an R.S.V.P card and ask the hotel to return it indicating its intent to submit a bid. A three to four week response deadline should be established.
  62. 62. Page | 62 SITE INSPECTIONS After careful review of the proposals, the manager is ready for his site inspections. The tendency for most coordinators is to over schedule their site inspections appointments and to respond to the invitations of all hotels that want to see them rather than only those appropriate to their event. Three to four hours per facility is the minimum time needed for a thorough inspection. The “interview” portion should take one to two hours and the walk through, depending on the facility size, one to two hours. Then he should give himself one hour alone for note making measuring, and revisiting the areas he‟s having trouble remembering. It‟s best to do this on site, so the coordinator can go back to the room or ask the salesperson to fill in the gaps. There are numerous site selection checklists that are useful in devising the manager‟s form. He doesn‟t even have to have a form, but a system for capturing comparable data is going to be valuable when he makes his final decision. Reference checks Finally, the manager should check references of the final properties under consideration. Ask for the names of three companies that held events similar to the group‟s event in the hotel in the past month. That ensures a response based on the current level of service and limits the ability of the hotel to give the event group their best references. Everyone has had “star” performances they want to find out about the typical ones. Even a bad reference can be good if it helps the manager to anticipate problems and prepare solutions in advance. At one time or another, everyone has been in this position, but that is no reason to be less through. If this is the case for the event coordinator, he should think in terms of site evaluation rather than site selection. Regardless of the number of choices, he must know the capabilities and limitations of the facility and the staff the building the people. The event manger should not forget about the hotels general manager (GM). The manager can ask the bell or housekeeping staff who is the GM? and see what comments are volunteered. There are various approaches to finding out more about the facility. Some coordinators visit the hotel unannounced, other take a secret tour of the services areas, and some have private conversations with guest and in house groups. The key is not so much how the manger approaches site selection, but that he is thoughtful and thorough.
  63. 63. Page | 63 Negotiation Negotiation is the thread that should have been woven throughout the entire process. Actually, negotiation is an important sounding word for the give and take discussion between the hotel salesperson and the coordinator. The key to success in this area is not only to know what the manager wants in relation to what he must have, but to know the other business as well as or better than the other sides representative. Unfortunately, the reverse is usually true: the hoteliers know more about coordinators than coordinators know about themselves or their event. FOOD AND BEVERAGES Food and beverages usually constitute a high cost item for the coordinator, and a hotel‟s prices should be evaluated as a part of the site selection process. Hotels are usually less flexible in their food process than their room rates, especially if the manager waits until after the contract is signed to negotiate food and beverage. Hotels are often reluctant to guarantee process more than three months prior to the event because of the fluctuations in the costs of food items. This is not generally acceptable to coordinators because they need to prepare a budget one to three years ahead of time. One option is to have current menus signed and dated and insert a contractual clause that limits price increases by tying them to cost-of-living increase or to some other predetermined percentage. Even with this option, prices should be finally confirmed one year out. The manager should not select a site on the basis of process alone. If cost seems to be the coordinators only criterion, the hotel may try to lower its price by reducing the number of services, the quality or freshness of the food products (lesser cuts of beet canned versus fresh vegetables), and possibly the size of the portion. A loss of service and quality can eventually be more damaging than a few added Rupees. The hotel market The hotel market is constantly changing depending on supply, demand the inflation rate, and the availability of money. It is therefore important for the coordinator to stay informed on market conditions. Convention hotels traditionally have high, shoulder, and low seasons that also influence rates over that period. When selecting a hotel it is important for an event coordinator to be up-to-date on the market situation. The best and most current sources of information are the industry trade
  64. 64. Page | 64 magazines including those of the hotel industry. If the coordinator does not receive these magazines he should ask local hotel industry friends if he may borrow a copy or the event manager may simply interview them. When the hotel industry is in a down cycle (a sellers market of the hotels) the coordinator has the advantage; in an upward cycle (a sellers market for the hotels) the coordinator is at a disadvantage. It is quite simple, as demand moves closer to, or exceeds, supply costs increase and the hotel can be more selective in the business they book. They establish the rules and effectively eliminate those who are a not reliable customers. This is not to say that there are not times when they will want the event group‟s business, which is a logical question for the manager to explore with his sales person.

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