Iv a. event design


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Iv a. event design

  1. 1. IV. EVENT DESIGN  Design events.CREATION OF EVENT STRATEGYRecognizing the social, cultural and economic benefits of these events, but aware of limited fundsand conflicting needs, governments at all levels are increasingly devising event strategies toassist policy development and establish funding priorities.EVENT PORTFOLIO MANAGEMENTMost event strategies acknowledge the advantages of a state or city having a balanced portfolioof events spread across the annual calendar and including different types of event.COORDINATION OF EVENT INFRATRUCTUREStaging major events successfully involves coordinating a wide range of infrastructure andsupport services, including venues, transport and communications and public authorities such aspolice, fire, ambulance and emergency services.PLANNING AND ORGANIZING THE EVENTAll successful events have five stages to ensure consistent effectiveness.THE FIVE STAGES OF MODERN EVENT MANAGEMENT PROCESS 1. Research 2. Design 3. Planning 4. Coordination 5. EvaluationRESEARCHThrough research, the Event Manager is: • able to reduce risk • able to reduce risk of non-attendance • able to study the market in depth • develop new service systems • spot emerging (up and coming) trends • solve minor problem before they become major5W’s Asked to Produce Effective Events • WHY must the event be held • WHO are the stakeholders • WHEN will the event be held • WHERE will the event be held • WHAT event will be producedSWOT ANALYSIS(Strenght, Weaknesses, Opportunities and Threats) • SWOT Analysis must usually be implemented before you begin to plan an event. • This tool assists you in identifying internal and external variables that may prevent achieving maximum success of an event.
  2. 2. STRENGHTS AND WEAKNESSES Strengths Weakness Strong funding Weak funding Good potential for sponsor No potential for sponsor Well-trained staff Poorly-trained staff Many volunteers Few volunteers Excellent site Weak site Good media relations Poor media relationsOPPORTUNITIES AND THREATS Opportunities Threats Civic anniversary Hurricanes and Tornadoes Celebrity appearance Violence from terrorism Chamber of Commerce promotion Political in-fighting Align with environmental cause Alcoholic consumption Tie-in with media Site in bad neighborhoodS = strengths1. Strong funding Internal2. Well-trained staff Internal3. Event well respected by media ExternalW = weakness Existing condition1. Weak funding Internal2. Few human resources Internal3. Poor public relations history ExternalO = opportunities1. Simultaneous celebration of congruent External Event2. Timing of event congruent with future Internal budget allocationT = threats Future/predictive condition1. Weather External2. New board of directors leading this event InternalDESIGN • Creativity is an essential ingredient in every design process • Shooting down ideas even before they are allowed to fully develop is a tragic occurrence • “ it will never work” or “That is impossible” stifles creativity • An Event Manager should lay out the ground rules. RULE 1: THERE ARE NO BAD IDEAS RULE 2: GO BACK AND REREAD RULE 1 • As an Event Manager you should constantly review your creative powers to make sure you are on high gear. • Whether you are in a position to hire creativity or must seek them in other groups, you as an Event Manager must find the innovation.BEST PRACTICES ON CONTINUOUSLY DEVELOPING YOUR CREATIVITY: • Visit at least one gallery monthly • Attend a live performance of theater, dance and other shows monthly
  3. 3. • Read • Enroll in visual arts, other form of art or discussion groups • Continuously surround yourself with creative people • Constantly attend events • Apply what you discover to event managementCREATIVE INFLUENCES • Decorator • Caterer • Marketer • Writer • Entertainment Manager • Musical Contractor • Graphic ArtistBrainstorming ActivityAn activity that will stimulate creativityNEEDS ASSESSMENT AND ANALYSIS • Make certain that your creative ideas match perfectly the goals and objectives of your event • Survey the stakeholders to determine if your creative solutions will satisfy their needs • Develop your ideas into a series of questions, ask the key constituents for the event and determine if the various elements you have created meet their expectations from advertising, décor, catering, entertainment, and everything in between. • Once you are very confident that you have assessed the needs of the stakeholders, and confirmed you have, through analysis, you are now prepared to confirm the final feasibility of your event design.FEASIBILITY • This is the final checkpoint before the actual planning begins. • When assessing and analyzing feasibility, first determine in what proportions resources will be required for the event. • The three basic resources required are: Financial consideration Human dimension Politics as usual • Once the approval is granted, you are on your way to next important phase: the actual planning period.PLANNING • The planning process begins with the announcement of the planning meeting. • An effective planning meeting requires the team to be fully committed to the process. • Length of meeting influence productivity-limit meetings to 90 mins., if must be longer, schedule frequent breaks. • The planning period is the longest period of time in the event management process. • The planning phase involves time, space and tempo laws-these determines how to best use your resources.