The document discusses evaluating the success of a recent event and planning improvements for future events. Key details include: 1) The event made a profit of over £2,000 according to financial analysis, and feedback from questionnaires and interviews was largely positive, indicating the event was successful. 2) Areas for improvement identified were unexpected high demand for some tuck shop items causing stock outs, and the tuck shop area being too crowded and noisy. 3) For future events, the document proposes improving task allocation based on team strengths, better predicting popular tuck shop items, and relocating the tuck shop to a larger, quieter area outside side exits.

1. P7
- Lewis Appleton

2. After the event it was important to clear the area of mess, there was
a variety of expensive equipment that needed to be stored away
securely. The venue had to be cleaned as it was to be used again for
regular use in two days. Volunteers who took part in the show helped
to clear the area of trash although there wasn’t much as a result
anyways as everyone was kept an eye on. The floors were mopped
due to large amounts of footsteps where people had walked through
as well as the area on the stage reverted back to its original state.
This was important to make sure that the area was fine for regular
use on the Monday. When people left the event they were able to
leave through the main entrance in an orderly fashion, they were
also able to leave through the many fire exits in the hall and this
helped reduce overcrowding and long waits, it was important for
them to leave as soon as possible so that cleaning could take place
immediately.

3. The event should be co-ordinated in a way so that everyone has
their own individual roles as well as working together on multiple
roles such as the actors will possibly act as multiple characters in
different scenes. Around two people should work on the tuck shop,
possibly three on the expected higher attendance days, during the
show people won’t attend the tuck shop so these people can then be
allocated to another role. Same applies to ticket selling, one person
will be selling tickets and after the first quarter no more entries will be
accepted and therefore no more tickets will need selling, what this
person can then do is tally up how much ticket sales there were or
make sure no one without a ticket enters. Although not necessary it
is important for people to have multiple roles as it prevents time
wasting and also prevents extra people who have better things to do
having to step in. For example the tuck shop will not operate during
the show and therefore it is no use if the person is just sitting there or
waiting around.

4. Overall the show was a huge success with over £3000 in ticket
sales alone and almost £500 in tuck shop sales, even though
a percentage of the ticket sales goes to Joseph Weinberger
LTD there is still the large portion which after all remaining
costs brings in a huge profit for the school. Although some
things were not a huge success in the tuck shop, others were.
Overall this means we can follow the buying behaviour
patterns next time as we will know what is going to be more
popular and people are more likely to buy. We could also
follow up this judgement by asking the people who used it in a
questionnaire or interview style. There were a few mess-ups
on the stage such as microphones not working but as we
expected this could happen, the fact we also had ground
microphones, although still made it hard to hear, made it
possible to still hear some and enjoy the performance.

5. Before the event what we had to do was to plan ahead, the most
important thing first of was to obtain all of the legal requirements
such as licensing from Joseph Weinberger LTD and a TEN from
Medway Council. What we then had to do was to rent or buy a large
amount of costumes for the production, thankfully we already had a
large amount of these in stock from previous other shows which
were appropriate, only some needed replacing and it was only a
minor cost for the budget. Originally we asked the community which
days would be best but we decided not to go over Sunday as
students would go to school on the Monday and therefore we only
went up to Saturday, we held the showings all in the space of 4 days
so that we could be covered by the single TEN license which
reduced costs further. After the show we asked the community for
their opinions of the showing and with their permission we used
quotes for the next school newsletter. We also gave quick
questionnaires to others so that we could get feedback in
quantitative format on how the show went, what it was lacking and
what it needed more of.

6. The budget wasn’t the most complex, we were not able to use
certain methods of advertising due to the contract although we
were able to send out newsletters to surrounding schools, the
community and also put up posters around the school, we had
different tickets for different nights to stop multiple entries. We
spent a small amount on the tuck shop but it paid off in the
end, we should have purchased more of some items and less
of others. We spent a small amount on new costumes and
restoring old costumes. We had to pay a large amount for the
licensing from Joseph Weinberger LTD and also a TEN from
the council, this was required to actually perform the show.
Overall the budget was able to stretch far enough to take care
of the expenditures and we had no trouble in using leftover
money for additional advertising, posters, mailing letters and
finishing touches.

7. P8
- Lewis Appleton

8. To manage an effective and efficient production of Hairspray
the Musical
We met this objective effectively, due to the amount of rehearsals and practice that
had been taken before the first performance we were really prepared for how the
event was going to be carried out, the first night was slow but we expected this, it was
easier to predict what days would be more popular because we had already sold
many tickets beforehand at a cheaper price, although we don’t earn more money this
way it reduces long lines of people buying tickets and also gives us the advantage of
predicting attendance percentage or levels. The event was carried out efficiently with
no major mistakes and a good performance overall, the people watching were
impressed with the show.
Ensure that the production remains on budget and keeps to
costs at all times
Our budget for the event was £3000, the good thing is that we made this back directly
on ticket sales and didn’t even use the full £3000 originally, at no point did we go over
the budget, the venue booking didn’t cost us anything since the school was holding
the event in their own hall. The licensing was the major hit for the budget which is
clearly expected. The licensing, including deduction of ticket sales cost us almost
£1000, the rest after other expenditures was all profit. We also sold programmes for
the show outlining what its about and the songs included, this gave us additional
income as a result.

9. The event was organised really clearly at most parts, everyone knew
what their role was and exactly what they had to do, for the most part
there was no mistakes. There were however parts that were not
expected, during the intermissions the tuck shop was overcrowded
and it would have been beneficial to have predicted this and made
the area where people can buy the items bigger, this would have
made it possible to make more sales and keep a better eye on things
rather than everyone crowding at the main entrance. The fact that we
had planned so much made it really easy to resolve concerns such
as seating, in this case we had already prepared a seating plan with
reserved seats and additional seats were reserved when purchased,
this allowed people to for example have a whole row to themselves.
This was highly beneficial as large families won’t stay apart and
overall the many people created higher revenue.

10. M3
- Lewis Appleton

11. There are many ways in which we can evaluate how or if the
event was successful, the first thing to analyse is whether or
how much profit we actually made, to do this it’s a simple task
of listing all expenditures and incomes from the show in a
spreadsheet and taking the total expenses from the revenue
to find out how much, if we did, profit was made. Next its
important to find out what we did wrong and what we did right,
we can list a bunch of questions in a questionnaire and give
them to attendants, we can also ask some of these questions
in more depth in interviews to find more qualitative data. A
good balance would be ¾ quantitative and ¼ qualitative. Even
without feedback we can analyse the attitude the attendants
had through the simple use of observation, if we see an
attendant is unhappy with the performance we can simply ask
why, same applies to if an attendant is really pleased.

12.  Overall we sold 843 tickets making £3000 in sales, after the costs and
royalty payments to Joseph Weinberger LTD we made a profit of £1,500, this
does not include sales on the tuck shop and programmes, overall we made
a profit of over £2,000 which proves the event was highly successful, the
event ran efficiently and we afterwards asked for feedback in the form of a
questionnaire, only 20% of people replied but overall the event was rated an
8, people felt a score of 7 was appropriate for price fairness and variety of
tuck shop products had a 9. The lowest rated was availability of items in the
tuck shop at a 5, this was due to us not expecting some of the items to sell
so well such as bottled water and we went out of stock on these during the
third day. The advantage of this however is being able to know what’s
popular for next time. We also interviewed around 20 people and the
majority of them provided some really good feedback on the event, their
main criticisms were the noise levels and the fact the area of operations
wasn’t large enough, at the least we know we can improve on this for next
time, when asked how effective the event was the customers gave us
detailed feedback which was in favour of the event being successful, when
we asked this on the questionnaire we had an average of 8 with 60% of
people rating the event 9 or 10.

13.  Next time there are a variety of improvements we will make, first of
all we need to plan ahead in the event that people complete all their
given tasks, these aren’t essential documents but they would
improve the event. Another thing we would improve is we would first
of all discover the teams strengths, when we allocated roles and
tasks we hadn’t thought of this and the event certainly could have
been organised better if we were working on things we specialised
in. For the tuck shop an improvement we would make would be to
find out what people want prior to the event so that we don’t run out
of certain items and sell none of other items, we would also split up
the budget between the days and use it to restock rather than buying
everything at once. Finally what we would do for the event next time
is move the area of the tuck shop to a less crowded and less noisy
area, this would make it easier to make sales and a bigger area
would be more appropriate.

14. D1
- Lewis Appleton

15.  Some of the documents we would prepare next time would include things
such as additional advertising, preparing speeches and improving artwork
for the event, these clearly aren’t important but they would enhance the
experience of the event. To find out the strengths of the team we already
know what they are due to this experience but if it was the first time again
what we would do is allocate a set of tasks in different fields to each member
and rotate them until we can find out what people are best at, this means we
can find out their speciality and allocate tasks and roles from this. For the
tuck shop improvements we may ask from a select variety of products what
people would like to have available. However asking this is not enough as
someone may want all the items but they may want them at different levels
of demand, therefore we could ask them to rate the items or allocate a
number to the item such as having 5 items and putting the numbers 1, 2, 3,
4, 5 on the items they want where the 1 would be the most favourable and
the 5 would be the least. This is a more effective way and it still allows us to
gain quantitative data. Finally for a better tuck shop area next time we may
consider outside the side exits and place a cover above in case it rains, this
would allow for expansions to be made as well as reducing the noise that’s
coming from the hall.