Preparation of the event concept is the most crucial step of planning an event. It involves answering 5 essential questions of why, what,when, where and to whom with regard to events. this is followed by brainstorming of ideas to enable event planners discuss as many options as possible. Feasibility studies come thereafter to help in evaluating all alternatives for the best option. The end result of feasibility studies it to make a decision on whether to proceed with a particular event concept or to let go of the whole idea altogether.

1. EVENTS &
CONVENTIONS
MANAGEMENT
LECTURE 3
DEVELOPING THE
EVENT CONCEPT

2. DEVOTIONAL MEDITATION
Humility
Philippians 2: 5-6
Vs. 5 have this same attitude in yourselves which was
in Christ Jesus
Vs. 6 who although he existed in the form of God, did
not regard equality with God a thing to be grasped or
asserted

3. DEVOTIONAL MEDITATION
• One attribute of an individual who has the mind of Christ is that they
are humble.
• Jesus knew who he was and he did not need to prove it to anyone.
He was willing to lay it all down so he could become like us in order
to save us.
• Jesus was neither selfish and neither arrogant but he humbled
himself.
• A Christ like mind does not hold to titles and positions in order to
show others how less they are.

4. OVERVIEW
• Goldblatt (2005) suggests the ‘five ws’ as important questions to ask in
developing the event concept. These are:
1. Why is the event being held?
There must be compelling reasons that confirm the importance and viability
of holding the event.
2. Who will be the stakeholders in the event?
These include internal stakeholders, such as the board of directors,
committee, staff and audience or guests, and external stakeholders such as
media and politicians.

5. OVERVIEW …
3. When will the event be held?
Is there sufficient time to research and plan the event?
Does the timing suit the needs of the audience and, if the event is outdoors,
does it take the likely climatic conditions into account?
4. Where will the event be staged?
The choice of venue must represent the best compromise between the
organizational needs of the event, audience comfort, accessibility and cost.
5. What is the event content or product?
This must match the needs, wants, desires and expectations of the audience,
and must synergize with the why, who, when and where of the event.

6. THE EVENT CONCEPT
• An important part of developing the event will be identifying unique
elements and resources, which can make the event special, and contribute
to its imagery and branding.
• Once the parameters of the event have been set, it is desirable to
brainstorm the concept of the event, letting the imagination soar and
consulting with as many stakeholders as possible.
• The task is to create and to dream, and no idea should be dismissed as too
wild or impractical to consider.
• The goal is to discover the right idea, the one that resonates so that
everyone recognizes it and is inspired by the challenge and the potential
that it offers.

7. EVALUATING THE EVENT
CONCEPT
• To determine the practicality and effectiveness of the chosen
concept, it will be useful to undertake an evaluation of the event
concept by conducting a feasibility study.
• The basic question is to what degree does the event concept
serve the purpose or the overall objectives of the event?
• If the concept does not serve the required purpose, then no
matter how attractive or exciting it may seem, it should be stored
away and left, perhaps for another occasion.

8. A. THE MARKETING SCREEN
• The first screen suggested by shone and parry (2004) is the marketing
screen.
• This involves examining how the target audience of the event is likely
to respond to the event concept and whether the concept will be
inviting and attractive to its audience.
• To determine this, an environmental scanning process needs to be
undertaken.
• Event managers will need to rely on their own instincts and on testing
the response of friends, co-workers and stakeholders to the concept.

9. B. THE OPERATIONS SCREEN
• The operations screen will consider the skills and resources needed to
stage the event successfully, and whether the event manager has these
skills and resources or can develop them or buy them in for the event.
• Specialized technical skills, for example, may be needed to implement the
event concept. The event manager will need to consider whether event
company staff members have these skills, or whether an external supplier
needs to be engaged to provide them.
• Another major consideration, as part of the operations screen, is staffing i.e
staff availability with the right mix of skills and at the right time, place and
cost to deliver the event effectively.

10. C. THE FINANCIAL SCREEN
• This screen examines whether the event organization has
sufficient financial commitment, sponsorship and revenue to
undertake the event.
• The first step in this process is to decide whether the event
needs only to break even, or whether it is required to make a
profit for the host organization.
• The next step will be to undertake a ‘ballpark’ budget of the
anticipated costs and income of the event.

11. DECISION MAKING
• Once the event concept has been screened and evaluated
from the marketing, operations and financial aspects, the
event manager is in a position to make an informed
decision with regard to the conduct of the event.
• If the result is a ‘go’ decision, then the process of refining
the event concept and developing the all-important event
strategies and plans can begin.

12. THANK YOU