Management
In very day life, it is a common occurrence to attend various special meetings to celebrate a given occasion. These meetings can also be for education purposes, promotions or commemorations. The occurrence of such special meetings constitutes an event. Therefore, to make this event happen, a long process of planning and preparing for the event takes place. Thus, this process of applying the skills and structures of project management to create and develop a festival, celebration, conference or social gathering is what makes event management (Reid & Bojanic, 2010). Event management is significantly involving for the people who are organizing the event as they have several factors to ensure are in place for the event. Currently, there are several events; world events all over the world such as the Olympics and the world-cup games, which involve not only a portion of the bodies involved, but also the whole country at large. Additionally, such games affecting the entire country and are of focus to the whole world present an immense impact on the communities across the globe.
The key aspects of event management
Event management is an involving task that when not planned to the finest details, it can turn out as very ugly and destroying the image of the host. This is the reason there are structures that constitute the key elements to consider while planning and developing an upcoming event. The events that involve vast varying categories of attendance even present greater challenges; the planners have to structure and strategize for every person they are anticipating (Raj, Walters & Rashid, 2008). However, with proper guidelines and key elements in place, the event turns out remarkably successful and meeting the goal intendment. Therefore, the following are the key elements that constitute the planning process of an event.
The first and most important factoring element is to the mission, purpose and point of the event. It is necessary for the planning team before even starting working on the actual date; to have a clear vision of what it is they are preparing to have (Singh, 2009). In this world, great scholars indicate that unless a person knows where they are and have a vision of where they are going to; they can never find the way to their destination. Similarly, unless the event managers and planners know and understand the essence of the event, the goals it intends to meet, they cannot plan a successful event. The failure to understand the mission and focal point of the event is a common mistake that most events, especially those concerned with fundraising, make. The purpose of having the vent surpasses the holding of the event, and this is a striking point for any event that occurs across the board (Chaturvedi, 2009).
This key element does not vary and it cuts across all events, whether social, business oriented, entertainment ceremonies or educational. The purpose is essential in determining the final and expected achievement of the event. Therefore, it is conclusive that, all the events that appear successful and are successful always have a primary purpose and mission. This primary purpose cannot stand-alone. Therefore, after establishing the purpose and focal point of the vent, it is significant to attach accompanying goals and objectives. These sub-objectives of the greater purpose of event act as instruments for measuring the success of the event and its management (Weiland & Wilsey, 2009). Therefore, after identifying the purpose, then follow through with goals to meet in order to establish the success level of the planning for the event. Understanding the mission of the event facilitates and sets ground for good planning and appropriate allocation and utilization of resources.
Secondly, to have a successful event, it is significant to establish the place of hosting the event. Therefore, the element here is to select a venue, and not just any venue but the appropriate venue. This essential element of event planning is what follows the understanding of the mission element. The venue is the place where the event takes place (Govers & Go, 2009). A football event, for instance, cannot place along the roads of the city. Similarly, an Olympics marathon event cannot take place in a hall or a birthday celebration be held in the football pitch. This is not logically possible, as these venues do not match the requirements for the events. Therefore, it is necessary to consider the venue of the event based on the mission and objectives of the event. An appropriate venue for hosting an event has the qualities that replenish the planning process and occurrence of the event. The qualities of the appropriate venue include, it has to be the appropriate size that will host the expected number of attendants. Secondly, it has to be a place that is applicable for the activities that occur will occur in the event. Lastly, the venue of choice as to be the place that brings a connection between the courses that the event espouses, the attendants and the community receiving the service. Therefore, in considering the appropriate venue, feature the event type, event mission, the space and layout of the event. Additionally, consider the convenience and appropriateness of the location in relation to expected attendants and surrounding community (Weiland & Wilsey, 2009). Therefore, to organize and manage an event, the organizing parties need to establish the appropriate venue for the event before proceeding with the planning.
Another factor for considering in event planning and management is the plan of the event. Planning is a simple aspect of the event management as most people presume. However, the people planning the event fail to understand that mental plans are the beginning of failure of the event (Raj & Musgrave, 2009). An event fails from being successful from the start due to the influence of planning. In planning, the factor is not having the vision of the event and expectation, but rather, it is the drafting of a written plan. Having an event in mind is good but it is as good and successful as one is thinking about it but not after the implementation. Therefore, to have a successful and great event, it is necessary and essential element to have a drafted plan. The drafted and written plan is the guiding document prepared in advance outlining the processes and procedures of the event. When the preparing committee drafts the plan, there is little if any pressure on the event (Anholt, World Tourism Organization & European Travel Commission, 2009). Statistics show that, 90% of the events that are not successful occur and are visible from the planning stage. Therefore, it is significant to have a written plan that will facilitate the execution of the activities in the event.
The plan writing allows for brainstorming, logical and open thinking. In so doing, the plan factors in all the crucial elements of the event. Writing the plan allows the process of testing the goals and objectives of the event before they come into action. This eliminates the possible failure points before the event starts. The written plan includes the mission of the event, the goals and objectives of the vent and a detailed matrix of the action points in the event. It also provides a detailed map of the venue selected and clear organizational structure of the event. Lastly, the plan includes the extremely crucial factor of the budget. To organize an event, one cannot work on a mental budget. There needs to be a proper calculated and written budget for the organization.
The fourth key element of event management is the flow of the event from planning; the drafting of the plan facilitates the presentation of the event. Therefore, in setting the flow of the event, it begins with the drafting of the expected outcomes from the event. The flow of the event should have the beginning, middle and end stages. These events should follow each other chronologically. To settle for the proper flow of the event, the planners think carefully and consciously with care through the expectations form the event attendants and hosts (Masterman, 2009). The flow of the activities in the event affects the way the actions occur. Therefore, to have a proper and successful flow of activities in the event, it is essential to establish a written script to guide the flow of activities.
The fifth element that is essential in planning for an event is to establish the emotional moments of the event. A successful event features varying moments during the event. Depending on the purpose of the event, the moments that occur during the event vary. A peak moment within the event confers the involvement and attention of all people who attend (Morgan, Pritchard & Pride, 2010). The event that grabs the attention of all people and makes the hosts feel the support from those in attendance. In this segment, it is where the mission of the event becomes evident. It is the point people connect to the event to the climax. It is where those in attendance feel the significance of them being in attendance and the weight of their contribution. It is the moment where the hosts convey their gratitude and heart-warming thanks to the people in attendance. The emotional connection moment determines the success of the event in achieving its mission. Therefore, in the course of planning the event, it is necessary to establish where the emotional moment will occur and how it will proceed.
Lastly, in the process of event management, it is useless to plan and have all other elements in place without the element of event infrastructure. Event infrastructure constitutes several essential sub-elements without which the event cannot take place (Morgan, Pritchard & Pride, 2010). The event needs the following sub-elements that constitute the infrastructure of the event. These essential factors include the core concept, core people, core talent, core structure, target audience and clients. The core concept relates to the factor of planning but is slightly different. In the core concept factor, this is the underlying evolution point of the category of event. This determines what event type to have. The core concept is what demarcates the boundaries among the various categories of events.
It is the root of the event as it shapes the event and determines the size of the event. This is a core sub-element of event management (Marketing communications in tourism and hospitality: Concepts, strategies and cases, 2009). Secondly, the factor of core people comes into play. The core people in the event are the persons who perform, act and present activities that help in the process of influencing the audience. The core people are responsible for creating the desired impact in terms of the positions of the client and the audience in place. The audience is mainly due to the core people as they come to connect and experience the charisma of the core people. Therefore, to have a successful event, the event needs to provide competent core people to ensure the audience and clients feel the connection to the event. The core people also help in the creation of the emotional moment in the event. The personality and ability of the core people should match the brand of the event.
Another core sub-element in the element of infrastructure is core talent. This relates to the core people. The core people in the event should have required expertise, knowledge and reputation. For instance, an event with a ceremony guide who does not have the expertise can turn out ruined. Therefore, the core talent in the event is the driving factor of consideration in the core people whom the audience and clients come to see. For instance, a football world-cup event with amateur teams will not attract similar attention as the usual world cup event that features favorite teams. The last two elements have a relation. These are target audience and clients. The target audience is the customer groups in the event. These are the focus of the event as they present the opportunity for the future of the event in place. The target audience leads to the selection of the clients. The clients are the facilitators and sponsors of the event. An event without sponsors and facilitators will not occur, as there will be no budget. Additionally, an event without an audience is a flop; thus, in organizing the event, it is essential to ensure the target audience gets the reason why they ought to be in that event.
Comparing two mega events and reviewing their positive and negative aspects
The World Cup and Olympics are two mega events that occur in the world after every four years. This is the first similarity that these two mega events share. They involving the nations of the entire world and feature various stages of preparation (Chaturvedi, 2009). There are processes of qualification for events for the parties participating and presentation of the teams to compete. Therefore, as they are events that involve the entire world, the process of planning for these events is remarkably involving. It is for this reason the there are world governing bodies for organizing the events. The world cup for instance is an event of the FIFA body while the Olympics are an event of IOC. This is another similarity of the two-mega events. Therefore, due to the length period of anticipation for the games to arrive, there are great expectations from the audience on the organizing parties.
This facilitates the application of the key elements of event management to ensure that the events are successful. The FIFA and IOC bodies have a great attachment to the organization and success of these events. However, the worrying factor comes in the process of choosing the venue. The missions of the two events are always clear. The fight is in the process of choosing the appropriate venue (Moilanen & Rainisto, 2009). The two events take place from different countries. The process involves bidding to get the chance to host events. After sufficient evaluation of the bidders, and considering other factors such as facilities of hosting the event, the bodies give the privilege to the given country. The country then takes over the process of managing the event and making it successful through the various ministries and bodies concerned. The two events have many similarities, and as such, are a darling of a vast audience. This means that the audience for the events is multinational, as well as, the clients sponsoring the events.
With the weight of preparation and expectations on the organizing and hosting nation, the event managers have work to do. However, these events also present their equal share of impacts. This is evident from the development in the year 2000 by the IOC to establish a committee to establish the global impact of the Olympic Games on hosts. The impacts can be either positive or negative. In the positive impacts, for instance, taking the upcoming 2014-world cup in Brazil, there are various developments. Brazil is a world favorite in the sport of football. Therefore, getting the priority to host the world cup was not a surprise. However, this privilege comes with a load of expectations. In the pursuit to ensure the success of the event, the country is investing largely on infrastructure. The infrastructure includes the development and building of the football arenas, the construction of the transport channels and enhancement of the same. This is a positive impact, as these structures constitute the development level of the country. Additionally, the expected audience is a market for the country. Brazil will benefit, as it will grow in tourism and marketing industry (Anholt, 2009). The Olympics are not different as they present the same opportunities for the hosting nation to develop in business, marketing and infrastructure.
The negative impacts of the events include the following. The two events involve vast amounts of capital investment. Capital for establishing the infrastructure required to host successful events is large. For an economy that is struggling, despite the vision of the upcoming opportunities, they spent huge sums of capital on infrastructure and preparations for the event (Masterman, 2009). This negatively affects the economy as finances to spend on some other imperative process go into the planning of the events. Another negative impact is the clearance of settlements and firms. In the run to establish a positive image by the hosts, the event ends affecting the people from the surrounding areas. For instance, the London Olympics saw the displacement of over 500 tenants and loss of over 5, 000 jobs.
These are negative impacts. Additionally, such mega events create a distortion of the residential market. In the run to capitalize on the incoming visitors due to the events, the market prices of commodities rise, as was the case with the London Olympics, where house prices in the city rose significantly. Gratification of the expectations of the games also presents the development in some regions and neglects others. This shifts governance and opportunities in the country thus negatively influencing the development and growth of the country. Lastly, there is the issue social degradation that comes with the events. The visitors come with their social beliefs and practices, which they pass to the people. Similarly, the visitors can also copy social practices from the hosts and take to their society. This poses a threat to the social security of the communities as social degradation occurs.
How the mega events can assist the destination branding
The two events that are world cup and Olympics are global events. This means they present a vast market for the host nation to tap. Marketing is a tool that drives the business industry. It is the core of all businesses, as a destination not known cannot have visitors. The mega events; therefore, can play a significant role in marketing the host nation (Poynter & MacRury, 2009). Branding is a tool of marketing that features the caption elements of the destination. Therefore, it is essential for the destination to commit a marketing team to facilitate branding. Once there is the announcement that the country is going to host the world cup or the Olympics, this is enough publicity of the event on its own. Hosting such a world event brands the nation as the destination of choice for the lovers of the event. Therefore, the mere opportunity to host the world cup and the Olympics makes that nation a brand. However, to maintain this publicity, the host can develop caption statements and motion pictures to present the best facilities and sites it has to offer. This further brands the destination to favor the host. The media coverage presents a good opportunity for the destination to market itself.
Ways to manage mega events to destination marketing managers
For the destination-marketing managers to manage the mega events, and facilitate successful marketing for the destination, there are various factors to consider. These are the key elements that constitute event management (Poynter & MacRury, 2009). The marketing managers need to establish a clear view of the target audience of the event in discussion. This allows managers to determine their current position and the products they offer, as well as, the marketing communication programmers. The media are a good starting point for the marketing managers. From the branding of the event, the marketing manager can develop a caption from the event related and attach the destination facilities and services they offer. This, when covered in the media coverage is significantly successful. Additionally, segmenting the destination facilities in relation to the event coming into the country will allow visitors to have the interest in those sites. For instance, it can offer incentives and discounts for the destination sites to encourage the visitors, and target audience to have the desire to know more (Allen, 2009). Therefore, branding, the presentation of the destination market and incentives and discounts can assist marketing managers to get the attention they desire.
Conclusion
Marketing of a destination is an essential factor in establishing tourism as an industry to reckon. The opportunity of a destination to host a certain event presents a bigger opportunity to market its destination sites. The success of the event is the last branding image that lasts the longest. However, branding the destination in relation to the event presents better chances of success for the marketing manager.
References
Allen, J. (2009). Event planning: The ultimate guide to successful meetings, corporate events, fund-raising galas, conferences, conventions, incentives and other special events.
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Anholt, S. (2009). Places: Identity, image and reputation. Houndmills, Basingstoke: Palgrave
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Anholt, S., World Tourism Organization., & European Travel Commission. (2009).Handbook on tourism destination branding. Madrid: World Tourism Organization.
Chaturvedi, Ashutosh, Dr. (2009). Event Management: A Professional & Development
Approach. Global India Pubns.
Govers, R., & Go, F.M. (2009). Place branding: Glocal, virtual and physical identities, constructed, imagined and experienced. Basingstoke: Palgrave Macmillan.
Masterman, G. (2009). Strategic sports event management. Amsterdam: Butterworth-
Heinemann.
Marketing communications in tourism and hospitality: Concepts, strategies and cases. (2009).
England: Butterworth Heinemann.
Moilanen, T., & Rainisto, S.K. (2009). How to brand nations, cities and destinations: A
planning book for place branding. Basingstoke [England: Palgrave Macmillan.
Morgan, N., Pritchard, A., & Pride, R. (2010). Destination branding: Creating the unique destination proposition. Amsterdam: Butterworth-Heinemann.
Poynter, G., & MacRury, I. (2009). Olympic cities: 2012 and the remaking of London. Farnham,
England: Ashgate.
Raj, R., & Musgrave, J. (2009). Event management and sustainability. Wallingford, UK: CABI.
Reid, R.D., & Bojanic, D.C. (2010). Hospitality marketing management. Hoboken, N.J: John
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Raj, R., Walters, P., & Rashid, T. (2008). Events Management: An Integrated and Practical
Approach. London: Sage Publications.
Singh, S.R. (2009). Event management. New Delhi: APH Publ. Corp.
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