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Creating the Event
Plan
CMICE
From Professional Event Coordination by J. Silvers ,
Event Management for Tourism, Sports, Business and
MICE by M. Disimulacion
Presented by Mervyn Maico D. Aldana, Faculty SHTM
Creating the Event Concept
Event coordination is all about “the list”.
To create that list, you as the professional event manager, must
define the purpose of the event and analyze all the desires,
demands, assumptions, and constraints involved to determine
the products, materials, services, activities and suppliers to be
included in the event project.
Event Concepts
Event concepts can be described in three tents – Intent
(purpose), Extent (scope), and Content (program).
This conceptualization is transformed into the event plan
through project management techniques such as scope
definition and project planning.
Event Concepts
Scope definition is derived from identified need, request, or
requirement for the event, the product (event) analysis, and the
feasibility analysis.
The output of this becomes the project deliverables and is then
used to shape the project plan that specifies the structure and
scheduling of the tasks required to deliver the event.
Concept
Design
SCAMPER TECHNIQUE
Developed by Bob
Eberle, SCAMPER is an
acronym that spells out
seven ways to create a
new idea.
http://www.designorate.
com/a-guide-to-the-
scamper-technique-for-
creative-thinking/
SCAMPER TECHNIQUE
S – Substitute
C – Combine
A – Adapt
M – Modify (or Magnify or Minify)
P – Put to Another Use
E – Eliminate
R - Reverse
SCAMPER
Substitute: What can be replaced? (for example, components,
materials, people)
Combine: What can be combined? (for example, other features,
devices)
Adapt: What can be added? (such as new elements or functions)
Modify: What can be modified? (for example, change the size, shape
color or other attribute)
Put to other use: Could you put the product to a different use, or use
it in another industry?
Eliminate: What can be removed or simplified?
Reverse: What would happen if you reversed the product's
production process? What can be swapped or flipped?
Building Blocks
Building Blocks Method emphasizes the content of your event.
Vertical and Horizontal – helps you expand or contract the
scope of your event.
Vertical
The vertical technique is useful when creating events with
specialized products and services targeting a specific market,
function or industry.
Horizontal
The horizontal technique is applicable when you want to cover
a wide variety of products, services and industries.
The Five-Minute Brainstorm
Set a timer for five minutes and draw as many pictures or words
on sticky notes of ways to solve this problem, with no given
constraints. These pictures can be very simple or abstract but
should somehow relate back to the problem you are trying to
solve. Sketches should include ideas that are based in both
fantasy and reality.
This method is meant to bring all potential ideas onto the table
for consideration. The most ridiculous solutions can inspire
more realistic ideas. After the five minutes are up, group the
sketches into categories. These categories should be broad
enough to allow every idea to fit somewhere and will give you
an overview of all the directions from which you can approach
the problem.
Concept Scoring
Concept scoring is a method through which ideas can be
compared in a quantitative manner.
It is not, however, a method to determine which single idea is
the best. The final decision should not be chosen through this
exercise, but rather by understanding what the rankings imply
about your ideas.
Concept Scoring
Research
Scan magazines and google words related to the event you
have in mind,
The internet offers a database of almost every imaginable topic.
Look for event concepts as well as to fine-tune an idea.
Attend events to get more ideas.
Ask around.
Take notes.
Repeatable Event Concept
Coming up with your final concept may take a lot of time and
effort, but it will be worth it.
Remember, you only need one great concept to start your
successful event management career.
You can lucratively run the same event every year, with minor
changes, to adapt to client needs and audience interest.
Purpose,
Goals, &
Objectives
You must determine expectations so that you can define the
scope and specifications that result in an event that satisfies the
customer’s needs and desires.
It is critical that you work with your client to specify the goals
and objectives for the event and to put them in a prioritized
hierarchy.
Setting Objectives
Goals turned into objectives provide you with direction.
Event objectives come from two points of views:
One is from the clients, the other is from the organizers.
Objectives measure performance. They also convert a corporate
vision into specific targets that are quantifiable, measurable and
deadline driven.
Types of Objectives
Strategic
These objectives focus on improving “competitive vitality and
future business position.”
Financial
These are directed towards improving financial performance.
Goals vs. Objectives
Goals are broad; objectives are narrow
Goals are general intentions; objectives are precise
Goals are intangible; objectives are tangible
Goals are abstract; objectives are concrete
Goals cannot be validated as is; objectives can be validated
To generate revenues
To increase profits
To create or increase awareness
To introduce a new product, service or
organization
To develop new customers
To conduct competitive intelligence
To generate ideas
To seek out new distributors, dealers or members
To test the market
To enhance company image and reputation
To build brand equity
To create long-term relationships
To raise funds
To generate memberships
To conduct training
SMART Objectives
Specific
Measurable
Attainable
Realistic
Time-bound
SMART Objectives
Examples of SMART Objectives
Bring in xx more exhibitors to join the forthcoming celebrity
bazaar in December 2017.
Sign up a company to sponsor xx round-trip coach tickets,
Singapore-Manila-Singapore for speakers flying in for the
Tourism and Hospitality Conference at a five-star hotel in
Metro Manila.
Increase sales by xx percent by participating in two major
trade shows this year.
SMARTER Objectives
Exciting
Rewarding
Needs
Identifying Needs
Need is a complex term.
Example: You do not buy an airline ticket because you
need an airline ticket, you need it be in Cebu for a
meeting.
Defining needs is a critical component of the ability to deliver a
successful event. Needs, however, are not always apparent or
fully considered.
Needs Assessment
Why – the purpose of the event is the foundation that drives all
other decisions about its scope and the event elements.
Who – the audience or guest profile and volume
Where and When – provide logistical parameters as well as
creative opportunities
How and How Much – specify how much in the way of
resources will be required and how the resources will be
allocated
Customers
Know your customers.
There will be clients, users (guests and attendees), and
numerous other stakeholders and influencers to consider. Each
will have an impact on the event elements.
Create a customer profile, include demographics, lifestyle, and
age stage, purchase stimulus, and the benefits sought. The
profile will reveal needs and desires that should be factored
into the event element analysis and plan.
Customers
You may look at generational differences, cultural differences of
customers.
Planning can also encompass things such as scheduling
(holidays, holy days, protocol etc.); dietary needs and
restrictions; the environment (color, personal space, symbols,
emblems) ; and etiquette issues (dress codes, gestures,
interaction) etc.
Capabilities
The capabilities you must consider include your ability to
handle the event in its proposed scope and context, availability
of products and services, and the features of the event site.
Each event context will have its own set of parameters and a
specialized body of knowledge.
You need to be completely honest with yourself and your client
about your ability to deliver the event required and desired.
Competition
Considering the competition includes a determination of what
will be competing with your event for the time, money, and
emotional investment of the attendees or guests.
Resources
Analyzing Resources
Once needs are identified and prioritized goals and objectives
established, you must blend creativity with practicality.
You must identify the resources and any obstacles to determine
the practicality of the project and the potential for success.
Resources include time, money, personnel, information, space,
and service availability.
Analyzing Resources
Management is allocating, directing, and controlling resources
to achieve objectives.
A feasibility analysis shows the viability of achieving success –
the outcome envisioned by the client – by defining the event
elements and requirements and putting them into the context
of the reality of available resources.
The professional event manager must balance the NEED with the
HAVE, making sure that what must be done can be done with
the resources available for the event project.
Time
Of all the resources, time is
the one resource that is finite.
When you run out of time, you
have run out of time. You
cannot beg, borrow or steal
more.
Money
Monetary resources must be allocated carefully. It is important
to remember that everything will cost something.
Nothing is free.
The more limited the budget, the more focused you must be on
the event goals, but a quality event does not depend on a large
budget.
Personnel
Your human resources may include full-time or part-time,
casual or temporary labor, and/or volunteers.
You must assess the quality and capabilities of volunteers and
other labor resources.
Space
Virtually everything needed to make the event come to life will
have spatial requirements.
The event plan should include a site plan for spatial needs.
Suppliers
Not all products and services are available or affordable in all
parts of the world.
You must know what you can and cannot reasonably obtain in
your area and through your supplier resources.
If suitable products, services, technologies or providers are not
available or affordable, alternate options must be developed or
planned activities must be adjusted.
Trends
Customized Activities
There is a growing interest in activities that allow participants
to pick and choose.
Innovative Concepts
Concepts such as anime, online gaming contests, indie film
festivals have entered mass consciousness.

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Lesson 6 event concept

  • 1. Creating the Event Plan CMICE From Professional Event Coordination by J. Silvers , Event Management for Tourism, Sports, Business and MICE by M. Disimulacion Presented by Mervyn Maico D. Aldana, Faculty SHTM
  • 2. Creating the Event Concept Event coordination is all about “the list”. To create that list, you as the professional event manager, must define the purpose of the event and analyze all the desires, demands, assumptions, and constraints involved to determine the products, materials, services, activities and suppliers to be included in the event project.
  • 3. Event Concepts Event concepts can be described in three tents – Intent (purpose), Extent (scope), and Content (program). This conceptualization is transformed into the event plan through project management techniques such as scope definition and project planning.
  • 4. Event Concepts Scope definition is derived from identified need, request, or requirement for the event, the product (event) analysis, and the feasibility analysis. The output of this becomes the project deliverables and is then used to shape the project plan that specifies the structure and scheduling of the tasks required to deliver the event.
  • 6. SCAMPER TECHNIQUE Developed by Bob Eberle, SCAMPER is an acronym that spells out seven ways to create a new idea. http://www.designorate. com/a-guide-to-the- scamper-technique-for- creative-thinking/
  • 7. SCAMPER TECHNIQUE S – Substitute C – Combine A – Adapt M – Modify (or Magnify or Minify) P – Put to Another Use E – Eliminate R - Reverse
  • 8. SCAMPER Substitute: What can be replaced? (for example, components, materials, people) Combine: What can be combined? (for example, other features, devices) Adapt: What can be added? (such as new elements or functions) Modify: What can be modified? (for example, change the size, shape color or other attribute) Put to other use: Could you put the product to a different use, or use it in another industry? Eliminate: What can be removed or simplified? Reverse: What would happen if you reversed the product's production process? What can be swapped or flipped?
  • 9. Building Blocks Building Blocks Method emphasizes the content of your event. Vertical and Horizontal – helps you expand or contract the scope of your event.
  • 10. Vertical The vertical technique is useful when creating events with specialized products and services targeting a specific market, function or industry.
  • 11. Horizontal The horizontal technique is applicable when you want to cover a wide variety of products, services and industries.
  • 12. The Five-Minute Brainstorm Set a timer for five minutes and draw as many pictures or words on sticky notes of ways to solve this problem, with no given constraints. These pictures can be very simple or abstract but should somehow relate back to the problem you are trying to solve. Sketches should include ideas that are based in both fantasy and reality. This method is meant to bring all potential ideas onto the table for consideration. The most ridiculous solutions can inspire more realistic ideas. After the five minutes are up, group the sketches into categories. These categories should be broad enough to allow every idea to fit somewhere and will give you an overview of all the directions from which you can approach the problem.
  • 13. Concept Scoring Concept scoring is a method through which ideas can be compared in a quantitative manner. It is not, however, a method to determine which single idea is the best. The final decision should not be chosen through this exercise, but rather by understanding what the rankings imply about your ideas.
  • 15. Research Scan magazines and google words related to the event you have in mind, The internet offers a database of almost every imaginable topic. Look for event concepts as well as to fine-tune an idea. Attend events to get more ideas. Ask around. Take notes.
  • 16. Repeatable Event Concept Coming up with your final concept may take a lot of time and effort, but it will be worth it. Remember, you only need one great concept to start your successful event management career. You can lucratively run the same event every year, with minor changes, to adapt to client needs and audience interest.
  • 18. You must determine expectations so that you can define the scope and specifications that result in an event that satisfies the customer’s needs and desires. It is critical that you work with your client to specify the goals and objectives for the event and to put them in a prioritized hierarchy.
  • 19. Setting Objectives Goals turned into objectives provide you with direction. Event objectives come from two points of views: One is from the clients, the other is from the organizers. Objectives measure performance. They also convert a corporate vision into specific targets that are quantifiable, measurable and deadline driven.
  • 20. Types of Objectives Strategic These objectives focus on improving “competitive vitality and future business position.” Financial These are directed towards improving financial performance.
  • 21. Goals vs. Objectives Goals are broad; objectives are narrow Goals are general intentions; objectives are precise Goals are intangible; objectives are tangible Goals are abstract; objectives are concrete Goals cannot be validated as is; objectives can be validated
  • 22. To generate revenues To increase profits To create or increase awareness To introduce a new product, service or organization To develop new customers To conduct competitive intelligence To generate ideas To seek out new distributors, dealers or members To test the market To enhance company image and reputation To build brand equity To create long-term relationships To raise funds To generate memberships To conduct training
  • 24. SMART Objectives Examples of SMART Objectives Bring in xx more exhibitors to join the forthcoming celebrity bazaar in December 2017. Sign up a company to sponsor xx round-trip coach tickets, Singapore-Manila-Singapore for speakers flying in for the Tourism and Hospitality Conference at a five-star hotel in Metro Manila. Increase sales by xx percent by participating in two major trade shows this year.
  • 26. Needs
  • 27. Identifying Needs Need is a complex term. Example: You do not buy an airline ticket because you need an airline ticket, you need it be in Cebu for a meeting. Defining needs is a critical component of the ability to deliver a successful event. Needs, however, are not always apparent or fully considered.
  • 28. Needs Assessment Why – the purpose of the event is the foundation that drives all other decisions about its scope and the event elements. Who – the audience or guest profile and volume Where and When – provide logistical parameters as well as creative opportunities How and How Much – specify how much in the way of resources will be required and how the resources will be allocated
  • 29. Customers Know your customers. There will be clients, users (guests and attendees), and numerous other stakeholders and influencers to consider. Each will have an impact on the event elements. Create a customer profile, include demographics, lifestyle, and age stage, purchase stimulus, and the benefits sought. The profile will reveal needs and desires that should be factored into the event element analysis and plan.
  • 30. Customers You may look at generational differences, cultural differences of customers. Planning can also encompass things such as scheduling (holidays, holy days, protocol etc.); dietary needs and restrictions; the environment (color, personal space, symbols, emblems) ; and etiquette issues (dress codes, gestures, interaction) etc.
  • 31. Capabilities The capabilities you must consider include your ability to handle the event in its proposed scope and context, availability of products and services, and the features of the event site. Each event context will have its own set of parameters and a specialized body of knowledge. You need to be completely honest with yourself and your client about your ability to deliver the event required and desired.
  • 32. Competition Considering the competition includes a determination of what will be competing with your event for the time, money, and emotional investment of the attendees or guests.
  • 34. Analyzing Resources Once needs are identified and prioritized goals and objectives established, you must blend creativity with practicality. You must identify the resources and any obstacles to determine the practicality of the project and the potential for success. Resources include time, money, personnel, information, space, and service availability.
  • 35. Analyzing Resources Management is allocating, directing, and controlling resources to achieve objectives. A feasibility analysis shows the viability of achieving success – the outcome envisioned by the client – by defining the event elements and requirements and putting them into the context of the reality of available resources. The professional event manager must balance the NEED with the HAVE, making sure that what must be done can be done with the resources available for the event project.
  • 36. Time Of all the resources, time is the one resource that is finite. When you run out of time, you have run out of time. You cannot beg, borrow or steal more.
  • 37. Money Monetary resources must be allocated carefully. It is important to remember that everything will cost something. Nothing is free. The more limited the budget, the more focused you must be on the event goals, but a quality event does not depend on a large budget.
  • 38. Personnel Your human resources may include full-time or part-time, casual or temporary labor, and/or volunteers. You must assess the quality and capabilities of volunteers and other labor resources.
  • 39. Space Virtually everything needed to make the event come to life will have spatial requirements. The event plan should include a site plan for spatial needs.
  • 40. Suppliers Not all products and services are available or affordable in all parts of the world. You must know what you can and cannot reasonably obtain in your area and through your supplier resources. If suitable products, services, technologies or providers are not available or affordable, alternate options must be developed or planned activities must be adjusted.
  • 41. Trends Customized Activities There is a growing interest in activities that allow participants to pick and choose. Innovative Concepts Concepts such as anime, online gaming contests, indie film festivals have entered mass consciousness.