COLLEGE OF BUSINUESS AND ECONOMICES

DEPARTMENT OF TOURISM AND HOTEL MANAGEMENT

Course Module for: Event Management for Tourism and Hotel

Module Mark: For Graduate Class of Tourism and Hotel Management Students

(Exit Exam)

Prepared by:-

Wedaje Belete (MA in Tourism and Heritage Management)

DEBRE TABOR, ETHIOPIA

March, 2023

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 CHAPTER: ONE
Event Management: From Concept to Reality
1.1 Definition of Event
There is no single universally accepted definition of event. Many authors have discussed the definition
of events and the various terms used to describe them. However, there is only limited agreement on
standardized terms across the various researches The Accepted Practices Exchange Industry Glossary of
TERMS (APEX, 2005) defines an event as, An organized occasion such as a meeting, convention,
exhibition, special event, gala dinner, etc. An event is often composed of several different yet related
functions.
An event can be described as a public assembly for the purpose of celebration, education, marketing or
reunion. According to Getz (1997:4), “Events are temporary occurrences …They have a finite length,
and for planned events, this is usually fixed and publicized.” He further comments that “events are
transient, and every event is a unique blending of its duration, setting, management, and people”.
Goldblatt (2005) focuses on special events as ―a unique moment in time, celebrated with ceremony and
ritual to satisfy specific needs. Getz (2008) notes that events are spatial - temporal phenomena and that
each is unique because of interactions among the setting, people, and management systems, including
design elements and the program. He highlights the fact that the biggest appeal of events is that they are
never the same, and that the guest has ―to be there‖ in order to enjoy the experience fully. He suggests
two definitions, from the perspective of the event organizers, as well as the guests: 1. A special event is
a one-time or infrequently occurring event outside normal programs or activities of the sponsoring or
organizing body. 2. To the customer or guest, a special event is an opportunity for leisure, social or
cultural experience outside the normal range of choices or beyond everyday experience.
1.2 Classification of Events
There are different criteria for classification of events. The basic one classifies events as planned and
unplanned. Planned events are the subject of study of event management and they require setup,
management, executives and certain length of time. Unplanned events are accidents, natural disasters
and other similar.
When considering the scale and impact of events, they fall into four broad categories Mega Events, Hall
mark events, Major events and local events. The key factors typically recognized as determining the

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perceived scale and impact of events are the level of participation, audience/spectators, and media
coverage; and the degree to which an event generates significant international demand for each.
1. MEGA EVENTS: Events with international appeal and true global reach typically fall into the
categories of major or mega-events. Such events have the potential to act as catalysts for local
development, and to deliver a range of economic, socio-cultural, environmental and other benefits
associated with image, branding, and expansion of the visitor economy, just to name a few. Mega-
events, as the largest and highest profile of all events, invariably, require the most significant and
sophisticated infrastructure development, are typically the most expensive to host, and given the
competitive bidding process for such events, typically take the longest time from inception to delivery.
They also tend to have the longest legacy period. However, there are also very limited opportunities for
cities and countries to host these very largest of events. Problems of infrastructure, facilities, transport
and cross cultural issues are some of the limitations in the organization of these events. Despite this,
many countries continue to view the investment of resources necessary to bid for and potentially host
these mega-events, as one that can provide commensurate returns. For the largest of events in particular,
the specific aims and desired outcomes from a national perspective, may vary between potential host
candidates depending on their level of economic development, existing infrastructure, identified security
needs, plans for urban regeneration, current and desired international image, maturity as a tourism
destination, and sustainability credentials, just to name a few. Therefore it is clear that events provide
different potential legacies, depending on the requirements of the respective host city or country.
2. HALLMARK EVENT: These are the events with the distinctive quality of the program.
Hallmark events are so identified with the spirit and soul of a host community that they become
synonymous with the name of the place, and gain widespread recognition and awareness. Hallmark
events are of special importance and attractiveness both for participants and visitors, they attract great
attention of the public, contribute to the image of destination and maintain and revitalize the tradition.
Classic examples of hallmark events are Carnival in Goa, Dussehra of Kullu and Khuajoroho Dance
festival. These events are identified with the very essence of these places and their citizens, and bring
huge tourist revenue as well as a strong sense of local pride and international recognition.
3. MAJOR EVENTS: Major event is a large-scale event, with strong public interest and media
coverage. Major events attract large numbers of visitors, and help the organizers achieve good economic
results. In practice of management of events, these events are often sports-oriented, with an international

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reputation, and defined structure of competition for example: Formula One Grand Prix or trade fair
exhibitions held at Pragati Maiden New Delhi.
4. LOCAL EVENTS: Local event is an event that is targeted mainly for local audiences and
staged primarily for their social, fun and entertainment value. These events often produce a range of
benefits, including engendering pride in the community, strengthening a feeling of belonging and
creating a sense of place. They can also help with exposing people to new ideas and experiences,
encouraging participation in sports and arts activities, and encouraging tolerance and diversity. Various
local events are celebrated in India such as Lohrai, Baisakhi and exhibitions to display new products.
1.2.1 Another common way of classifying events is by their form or content:
 Cultural celebrations  Arts and Entertainment  Business and Trade  Sport competitions
 Recreational  Educational and Scientific  Political and state
One more criterion of classifying the events that is often mentioned in literature is according to the level
they are attached to particular destination. Therefore, there are events that always take place in the same
community, those that always take place in a different community, and those that take place
simultaneously in several communities, or they cover the entire region.
1.3 Types of Event

Getz provides a typology of the main categories of planned events based primarily on their form which
have obvious differences in their purpose and program. Some are for public celebration (this category
includes so-called community festivals which typically contain a large variety in their programming and
aim to foster civic pride and cohesion), while others are planned for purposes of competition, fun,
entertainment, business or socializing. Often they require special-purpose facilities, and the managers of
those facilities (like convention centers and sport arenas) target specific types of events:
 Cultural Celebrations
o Festivals o Carnivals o Commemorations o Religious events
 Political and State
o Summits o Political events
o Royal occasions o VIP visits
 Arts and Entertainment
o Concerts o Award ceremonies

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 Business and Trade
o Meetings, conventions o Consumer and trade shows o Fairs, markets
 Educational and Scientific
o Conferences o Seminars o Clinics
 Sport Competition
o Amateur/professional o Spectator/participant
 Recreational
o Sport or games for fun
 Private Events
o Weddings o Socials
o Parties o Business events and tourism
1.4 Significance of Event
The potential benefits of hosting major events from the perspective of the visitor economy include:
1. Structural expansion of the visitor economy: Visitors coming to a city or region for an event will
contribute to a more buoyant economy, with visitor expenditure having a multiplier effect on incomes
throughout related supply chains. With the multiplier effect the host destination shall benefit in terms of
employment, income and better standards of living.
2. Alignment of tourism with other strategies: The requirements of hosting a major event can be used
to, promote an integrated whole-of government approach, and maximize synergies between relevant
development and growth infrastructures constructed for events are one of the most visible lasting
legacies for a host city or region and can have real impacts for tourism growth.
3. Marketing and promotion: Pre-event branding associated with the successful hosting of a major
event, can provide lasting recognition of destination branding in key tourism markets, encourage return
visitation of attendees or participants, and a better understanding of the focus of the event such as sport,
arts and culture, food and wine, etc.
4. Environmental impacts: The international focus often associated with major events can help to
priorities work on an often under-developed or neglected built environment and therefore the
attractiveness and competitiveness of destinations. In addition, ensuring that events are managed in an
environmentally friendly manner is also becoming a high priority in terms of branding A positive legacy
can encourage community and stakeholder support for an event, represent a tangible return on

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investment, or justification for public expenditure. However, to achieve a positive result requires
strategic planning well in advance of the event, adoption of a long-term perspective and evaluation
throughout the event lifecycle, from inception through to the post-event period. Any infrastructure
development needs to be built with long-term use as the priority, and ideally with funding and resources
earmarked for the post-games period.
1.5 Event Management Strategy
Events Management Strategy Events are widely acknowledged as presenting opportunities as a strong
economic and tourism generator as well as bringing a range of community and social benefits to their
host destination. The major drivers of this strategy are the cultural, social and environmental benefits of
community events. A clear vision is needed to provide direction to activity in the future, hence the
development of an Events Management Strategy for Irwin. In developing this Strategy our objectives are
to:
 Gain a sound understanding of existing events and venues;
 Achieve clarity regarding the role and responsibilities of event management company to support
and host events
 Develop a sustainable, outcome focused events program which maximizes the potential of our
involvement in events;
 Incorporate the cultural, lifestyle and environmental factors unique to the destination into the
events program;
 Pursue campaign which support events and which contribute to overall destination marketing;
1.6 Event Committee and Its Structure

Organizations form committees to achieve specific goals. For example, committees are often formed to
plan events. Using committees during the event planning process can help the planning process run
smoothly.

Planning a successful event takes more than one enthusiastic organizer. Identify the needs of your
project, and recruit dedicated volunteers with a variety of skills to divide the tasks and help organize the
event.
At the first planning meeting, assign 5-6 people to head up the planning committee/subcommittees that
meets bi-weekly initially to develop planning; weekly while major tasks are being accomplished; and

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daily for the last weeks as problems and/or opportunities are discovered and last-minute details
completed. Divisions of labor or subcommittee roles could be along the lines of invitations, promotion,
budget, refreshments, tent set up, tours and/or presentations, parking, emergency services, preparation of
name tags, information desk, entertainment, etc.

When it is closer to “show time”, have everything prepared and cleaned. Hold a „walk-through‟ meeting
so everyone understands his/her role. Oversee the development of scripts and visual aids for
presentations early. Be as creative as possible when planning the agenda.

The number of committees formed depends on the type and size of the event. The bigger the event, the
larger the number of committees will be. The complex organizational structure for a typical committee
includes the following.

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 EXECUTIVE COMMITTEE

Budget and Publicity and

finance promotion

Secretariat Technical and Food and Transport

Physical Accommodation
arrangement

The sub-committees under these main committees include the following:

 Transport-guests, spectators, participants
 Technical and physical arrangement-venues and set up, materials and technology, rules and
emergency
 Publicity and promotion- sponsorship, media, promotion
 Food and accommodation-F&B, guests, participants, staff

The event committee may want to create sub-committees, groups of people that are in charge of
planning specific parts of an event. Examples of sub-committees include: food committee, entertainment
committee, publicity committee, etc. Each sub-committee is responsible for planning, logistics, and
directing activities the day of the event for their focus area. Whatever sub-committees your event
committee decides to form, make sure that each sub-committee has clear goals and a set timeline.

Each sub-committee should help evaluate the event when it is over. The committee members should
summarize what worked well and what didn‟t work well. Their suggestions could greatly help next
year‟s sub-committee.
16.1 The Big Event Committee Structure

The Events Commit created with the purpose to plan, develop and administer community, recreational,
and cultural events within budgetary guidelines approved annually by council and to provide advice to
Council on short term issues and long term planning related to these events.

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The Events Committee strives to stimulate and encourage events that meet the needs of the community
and offer the best opportunity to provide economic benefits and potential to market prominent places.

Functions and Responsibilities of the Committee

The Events Committee is to:

 Advise Council on recommendations for Council Expenditure prior to the annual budget cycle;

 Fund or co-fund any capital and maintenance improvements, within agreed budgets and delegations of
staff;

 Develop and attract new events;

 Seek partnerships to develop new events;

 Provide advice when required regarding Council„s major events and

 Evaluate events at the completion Financial

1. Executive Director/ President

• Reserve space for executive committee meetings
• Plan and run executive committee meetings
• Oversee all procedures day of the event
• Plan and run ―mock Big Event day
• Oversee executive committees
• Liaison between client and stakeholder
• Committee development – plan social activities for the executive board
• Work with partners on participant sign up and assignments to worksites
2. Treasure Revenue
• Create and manage budget
• Approve spending
• Oversee all Expenses
3. Vice President Events
• Set-up day of event
• Reserve all facilities for the day of the event
• Arranging all aspects

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• Back Stage Management
• Work with local institutions and Police
• Work with Executive Director for ―mock event
• Registration and other formalities on behalf of the Organization
• Form committee of visit each site
• Team Management Coordination
• Work on Team Manager Trainings
• Worth with Parking Coordinator
• Create a parking plan
• Create a parking plan for rain plan
• Create and manage a team of volunteers for parking
• Work with Ceremony Coordinator
• Solidify entertainment, including arranging sound and audio visual
• and set up of the day
• Manage entire event
4. Marketing Director
• Develop and maintain website • Make sure guidelines are followed for advertising • Work with
Communication and marketing personnel • Create and implement an Action Plan for Recruitment •
Develop and execute marketing materials for Recruitment • Push registration for Big Event at Get on
Board Day and other events • Develop videos to promote The Big Event • Decides in consultation with
Marketing Advisor who will be the official spokesperson for The Big Event.
5. Communication Sub Committee
 Develop all promotional marketing items o Make and hang banners on campus  Design t-shirt for
committee and volunteers (work shirt and nice shirt)  Update Logo  Communication other Sub
Committee  Manage all social media accounts (Instagram, Twitter,  o Book showings for morning
news programs  Contact radio stations  Photographer/videographer day of the event  Organize the
group picture during opening event o Host media on the day of The Big Event
6. Standards Sub Committee
• Contact organizations in about participating • Work with Marketing Director • Present for Organization
Expo at orientation • Create and implement an Action Plan for Recruitment, including: • coordinate

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interest meetings • Plan and implement recruitment events  mall Organization Recruiter  Create and
implement an action plan to recruit small organizations such as honors societies, college organizations,
athletic teams
7. Finance Sub Committee
• Manage the monetary donations • Write thank you notes to key players in the day and to any donors •
Gather any donations • Communicate with Finance Director • Govern sponsorship letters and make sure
we deliver on what is on the letter to sponsors  In kind Sponsorship Coordinator  Seek
donations/sponsorships from various restaurants and stores for ceremony food, volunteer snacks and
water, and possibly for fundraising events.
1.7 Functions of Event Management

Regardless of the types of firm, all managers have certain basic functions- planning, organizing, staffing,
leading and controlling.

1. PLANNING: Planning is the first function that all managers engage in because it lays the ground
work for all other functions. Planning is the process of setting goals and objectives and deciding the
best alternatives or approaches to accomplish them.

In the planning process, you will:

(1) Determine what resources will be needed

(2) Identify the number and type of personnel the organization will need
(3) Determine standards.
2. ORGANIZING: Planning has established the goal of the company and how they are to be achieved;
now organizing develops the structure to reach these goals, organizing as a management function is
concerned with:

1) Assembling the resources necessary to achieve the organization‟s objectives.

2) Creating Job- positions with defined duties, responsibilities requirement and salary ranges.
3) Arranging positions in to a hierarchy by establishing authority.
Because these internal & external forces of change always exist, managers must continually organize
and reorganize their enterprise.

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3. STAFFING: As we pointed out, organizing involves creating Job position with assigned duties &
responsibilities. Staffing involves the recruitment, selection, development and retention for positions
created by the manager. Staffing is one of manager's most important duties because the success of
any organization depends on the quality of its employees.

4. DIRECTING/LEADING: Leadership is the heart & soul of management. Leading involves

influencing others in order to accomplish specific objectives. It is the channeling of human behavior
towards the accomplishment of objectives and helping employees to work effectively. It builds a climate
of individual integrity; arrange the opportunity for motivation, managing personal conflict, helping
employees deal with changing condition, disciplining employees and result in high productivity.

*Effective leadership is built on a foundation mutual trust and respect.

* Of the five basic functions of management, leading is perhaps the one area where most managers are
the weakest.

4. CONTROLLING: In controlling, a manager continually compares performance of the organization

with its goal and takes corrective action if needed. Controlling deals with:

1) Measuring current performances

2) Comparing these performances to the established standards.
3) Taking corrective action if deviations are detected.
Controlling depends on accurate, reliable and enforceable standards and on monitoring performance by
people, machine and process.

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 CHAPTER TWO

Event Management Planning

2.1 Event Planning

Event management is the process by which an event is planned, prepared and produced. As with any
other form of management, it encompasses the acquisition, allocation, direction and control of resources
to achieve one or more objectives. An event manager„s job is to oversee and arrange every aspect of an
event, including researching, planning, organizing, implementing, controlling, and evaluating.
Event Planning is a process of creating, communicating and implementing a more operational roadmap
to guide the actions, policies and decision-making. It should align with the strategic plan and assist in its
implementation. The plan of an event management company is simply the document which lays out the
resulting directions, actions and implementation schedule. It is typically focused on the short term
operational horizon generally one to three year. These Plans are typically created to guide the internal
operations of an enterprise, and summarize its operational and financial objectives for the near future
and to indicate how these objectives will be achieved and monitored. It provides a roadmap to guide
actions and is continually modified as conditions change and new opportunities or threats emerge. While
it should be fundamentally targeted at guiding regular operations, it should also be adaptable to account
for new opportunities and challenges.
2.2 Benefits of Event Planning

To define and practically apply good event planning and financial management practices in annual
planning and day-to-day work.

 To provide logics and justifications for prioritizing different tasks and decisions over others.

 To systematically define tasks, logic, roles and responsibilities, strategic alignments (internally and
externally), timetables, and budgets.

 To provide an opportunity for key players such as boards, staff, stakeholders, and partners to be
consulted when setting key objectives and methods.

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 To provide frameworks for developing strategies related to manpower management, marketing,
competitor analysis and stakeholders.

2.3 Forces Affecting Event Planning

It is important for every event organization to interact and transact with its environment as the business
environment has direct relationship with the organization. The success or failure of an organization is
primarily established by the effectiveness of its interaction with its environment. The enterprise has little
influence on the environment and therefore, it is important for the company to identify with the
environment of its operation and devise its policies in relation to the forces in that environment. The
forces affecting external environment of business are as follows:

 The political environment of any region or state influences the event to a larger extent. This
environment is influenced by the political organization, philosophy, government ideology, nature and
extent of bureaucracy and political stability. Event organizer may get various concessions and benefits
in hosting the event as per the local government policies.

 In today‟s competitive world the majority of people have an urbanized approach towards celebration.
There are many community events and festivals in the urbanized world, celebrating their character of
life. In India many festivals such as Durga Puja, Ganesh Chautri and Dusshera are celebrated with
enthusiasm and local participation. This leads to emergence of event management companies at local
levels who promote organization of events with a professional approach.

 Technology is an important aspect in the world of special events, as everything from planning to
programming to great extents relies on technological solutions. Internet provides new possibilities for
communication, information resources, and is an efficient marketing tool. Staying current with
technology is important for event managers as consumers expect quick feedback from the organizers of
events.

 Changing generations and cultural diversity in many communities has resulted in a shift of values,
which implies both opportunities and challenges for events. Diversity, unity, and equality is emphasized.
Environmental and globalization awareness and quality are emerging as important values for event

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management companies. In India various events such as Jaipur Literature festival, various trade fairs and
travel marts promote the spirit of cultural synthesis.

 Stakeholders are groups, organizations, and individuals who have invested or keep an interest in the
successfulness of an event. Typical stakeholders of events are the organizers, sponsors, partners,
customers and the community Sponsors and partners supporting an event, either by contributing
financially or by providing in-kind support, are also stakeholders. Guests and customers are stakeholders
because an event is organized for providing them a particular product, which is commonly leisure,
education, or other service. . The local community provides many resources for events, such as
businesses, hospitality services and public places, staff and volunteers.

 The other forces affecting Event management are the people interested in participating in certain
events as performers, the media, local tourism bodies, or providers of facilities and infrastructure for
instance. Moreover there can be local firms and businesses looking to improve revenue through events.
An event management company„s stability and profitability are interdependent on its ability to quickly
identify and respond to changes in the external environment. Change is inevitable and having the
flexibility to deal with unexpected market mutations can mean the difference between survival and
extinction for an organization.

2.4 Feasibility of Event Plan

 What are you trying to do and for whom?

 What benefits to the participants can we build into our concept?
 What are the various plans to achieve this?
 What are the pros and cons of each concept?
 What is the best concept and how will you get there?

While external factors like government policy changes are sometimes unexpected, that doesn„t mean one
can„t prepare for them. The most effective way for a business to prime itself to be flexible and adaptive
is to develop a framework for conducting an environmental scan. An environmental scan is the process
of methodically gathering, analyzing, and interpreting data about external opportunities and threats. It„s
a mechanism to collect relevant information about the outside world, the competitors, and the market

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position of the event management company. One of the most popular methods used to perform an
environmental scan is the PESTEL analysis. This model is an external factor evaluation matrix that
focuses on six spheres of data:

 Political: The extent to which a government may influence the economy and thereby impact
organizations within a certain industry. This includes government policy, political stability, and trade
and tax policy.

 Economic: How economic conditions shift supply and demand to directly affect a company. This
includes economic growth or decline, and changes in interest and inflation rates.

 Social: Changes in the socio-cultural market environment that illustrate customer needs and wants.
This includes emerging trends, population analytics, and demographics.

 Technological: How innovation and development evolve a market or industry. This includes
automation, technology awareness and adoption rates, and new services or products.

 Environmental: The ecological and environmental aspects that affect a company„s operations or
consumer demand. This includes access to renewable resources, weather or climate changes, and
corporate responsibility initiatives.

 Legal: The current legal allowances or requirements within countries or territories in which an
organization operates. This includes health and safety requirements, labour laws, and consumer
protection laws.

After one complete a PESTEL analysis (sometimes known as PESTLE analysis), i.e. a thorough
environmental scan that identifies uncontrollable, external factors the organization should prepare for.
It„s appropriate to have a plan of action for the items one think could actually occur and have a material
impact on the business.

2.5 Operational Planning

An event can be successful with the result of careful, structured, and logical planning, which decreases
uncertainty, centers attention to goals, and makes operation effective Planning is probably the most

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important phase of organizing events, as it is directly linked to the successfulness of the event. Planning
can be a tool for better coordination, focus, and ahead-thinking, as well as a means of evaluating and
controlling the progress and outcome of the event.

A draft plan should be created during the brainstorming process with the important team member. To
systemize the draft plan, the outcome of the feasibility study should be incorporated, along with key
focus area , namely the purpose of the event, people involved, what are the various activities that will be
happening, as well as how, where, and when the event will happen. At this point in the planning process,
ask these key questions:

 Who are the key representatives from within the stakeholders to champion our event?

 What is our action team committed to?

 What particular strengths and experiences do our committee members bring?

During the planning process the team needs to envision possible problems and create courses of action
for urgent situations. In order to foresee such possibilities an analysis should be carried out in order to
analyze the internal and external environments, including available dates and times, competing events,
demand and capacity of the market, and potential venues and staff. The material gathered during this
assessment should be used in the setting of strategies.

2.6 Event Budget Plan

It is essential that all team members are awareness of what has to be spent financially for planning and
managing event. For a public event, the financial matters become more complex the larger it i, involving
studies on financial feasibility based on various financial techniques .Regardless of the complexity level,
the financial plans need to match the objectives of the event.

The expenditure should be estimated through an identification and assessment process. The variable and
fixed costs need to be identified in order to make clear where the point of break-even is reachable. In
terms of events, fixed costs involve the hiring of venue, staffing, marketing and insurance for instance,
while variable costs are e.g. catering, entertainment and accommodation. At the completion of the total

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costs it is important that all fixed, variable, and other possible costs are calculated and included, in order
to give a genuine picture of the cost side of the budget. Budget items to consider:

 Staff time

 Marketing expenses (design fees, printing, postage, etc.)

Transportation

 Venue

 Guest accommodations (if applicable)

 Food and beverage

 Entertainment and recreation

 Audiovisual equipment and production cost

 Security (Police) etc.  Special needs (interpreters, etc.)

 Taxes and gratuities, service charges, etc.

 Contingency fund for unanticipated, last minute expenses Income can be generated in several ways,
such as admission fees and activities that generate revenue like games, brochures, food and sales stalls,
merchandise, transport services and car parks, and selling rights for broadcasting for instance. Moreover,
events organized by governmental agencies may depend on a budgeted part of tax money, and funding
for events can be sought at governmental agencies or official bodies, or sponsors. Public agencies and
private foundations can make a grant to support a cause. Local governments may give grants to events
that advance community spirit and unity.

2.7 Event Evaluation Techniques

Conducting surveys or providing feedback forms during and after the event to gauge attendee
satisfaction. Evaluating your success against the aims and objectives you identified at the beginning of

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the event planning process. Preparing a SWOT analysis to examine the strengths weaknesses,
opportunities and threats associated with your event.
SWOT Analysis: Your SWOT Analysis should be conducted upon receipt of completed surveys and
individual feedback from event attendees. The SWOT Analysis firstly examines the strengths and
weaknesses of the event, which should be determined with consideration given to the original event aims
and objectives.
Strengths of the event may include:
 Strong attendance numbers
 Wide range of food and beverages available
 Satisfaction with entertainers
 Ten new members recruited as a result of event
Some examples of event weaknesses are:
 Too few volunteers
 Limited media coverage
 Expenditure exceeding income
A SWOT Analysis also reviews opportunities and threats associated with the event. Opportunities are
future prospects for improvement and threats are potential future impediments.
Opportunities for improvement could include:
 Increasing attendance at future events
 Obtaining more sponsorship assistance
 Continuing future events into the evening to attract a wider range of attendees
Future threats might include:
 Event disruptions due to inclement weather
 Loss of key organizing personnel, leading to a lack of direction for future events
 Inability to cover event costs due to limited income
Events are often celebrations of creativity and cultural uniqueness, local customs, lifestyle and talents,
and can thus have significant cultural impacts. Preservation and revitalization of unique cultures and
traditions can be promoted by events. Some events leave social legacy or intangible impacts. The image

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and awareness of an area or tourist destination may be enhanced. Social integration of an area may be
improved and wellbeing, confidence and pride of a community may be boosted.
2.8 Event Planning Timeline

2.8.1High-Level Planning: Six Months Ahead of Event

 Establish event objectives

 Recruit event committee, solicit Trustee representative, select event manager or chair, and
establish sub-committee chairs
 Select date
 Identify venue and negotiate details
 Develop event master plan and set theme for the event • Get cost estimates (e.g., room rental,
food & beverage, equipment, speaker fees, travel, etc.) and create a budget
 Create communications plan (ensure staff and/or volunteers are identified to manage specific
tasks – e.g., media relations, VIP coordination, printed material design and printing
coordination, online /social media, etc.)
 Identify and confirm speakers/presenters/entertainers
 Determine sponsorship levels/amounts 
 Identify and contact potential sponsors/partners
2.82. Four Months Ahead of Event
Determine VIPs and create RSVP tracking document (e.g., spreadsheet)
Speaker/Presenter Liaison:
• Finalize presentation/speech topics
• Request bio information, photo
• Make travel and accommodation arrangements
• Have Legal review contracts; obtain signatures as appropriate, etc.
Venue/Logistics:
• Investigate need for any special permits, licenses, insurance, etc.
• Determine and arrange all details regarding menu, A/V equipment, facilities, parking, signage, etc.
• Review security needs/plan for the event with venue manager Communications Plan
• Request logos from corporate sponsors for online and printed materials o Develop draft program

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• Create draft event script (e.g., MC, speaker introductions, thanks, closing, etc.)
• Develop media list and prepare media alert/release, backgrounder, and media kit materials (e.g.,
speaker info, photos, etc.)
• Create event page on Web site
• Create social media accounts/pages as needed o Consider developing a promotional video for
YouTube and Facebook page
•If you are hosting a public event, consider registering your event on a variety of online event calendars,
such, Rotary Club, etc
2.8.3. Two Months Prior to Event

Send reminders to contact list regarding registration/participation

Presenters/Speakers: e.g.
• Confirm travel/accommodation details
• Request copy of speeches and/or presentations
• Sponsorship: Follow up to confirm sponsorships and underwriting
Publicity:
• Release press announcements about keynote speakers, celebrities, VIPs attending, honorees,
etc.
2.8.4 One-Two Weeks Ahead
 Schedule a meeting for all committee chairs to confirm all details against Master Plan – and
ensure back-up plans are developed for any situation (e.g., plans for bad weather, back-up
volunteers as VIP greeters, additional volunteers for registration or set-up, etc.)
 Finalize event script • Brief any/all hosts, greeters, volunteers about their event duties and
timelines Final seating plan, VIP place cards, etc. Ensure that all Trustees that will be in
attendance are included in stage seating or in front row reserved seating, as appropriate.
 Provide final RSVP numbers to caterer
 Make print and online copies of any speeches, videos, presentations, etc.
2.8.5 One Day Ahead
o Confirm media attending
o Ensure all signage is in place

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 Ensure registration and media tables are prepared and stocked with necessary items (e.g., blank
name badges, paper, pens, tape, stapler, etc.)

Ensure all promotional items, gifts, plaques, trophies, etc. are on-site. 2.14.6 Event Day

o Appoint someone to arrive early to attend to important event details

o Ensure you have copies of all instructions, directions, phone numbers, keys, extra parking
permits for VIP guests, seating charts and guest lists with you
o Check-in with each Committee Chair to ensure their team is on track
o Bring water for speakers • Bring an emergency kit (Kleenex, Band-Aids, safety pins, etc.)

CHAPTER THREE
MICE Tourism (Meeting, Incentive, Convention and Exhibition)
3.1 The Meetings industry
The term meeting refers to all types of gatherings. It is an assembly or gathering of people as for a
business, social or religious purpose. It includes the vast range of events such as conferences, training
seminars and annual general meetings that are held by companies and associations in order to facilitate
communication with and between their employees, customers, stakeholders and members.

According to Davidson, a meeting is:

an organized event which brings people together to discuss a topic of shared interest.[It may] be
commercial or non-commercial . . . it may last from a few hours to a week . . . [What makes] a meeting
qualify as part of business tourism is that it engages some of the services of the tourism industry, and (is
usually) held away from the premises of the organization running it (Davidson, 1994).
The terms used to describe meetings tend to vary depending on the size of the event and where it is held.
A small gathering is a meeting but a large meeting is usually called a conference in the UK, a
convention in the USA and a congress in much of mainland Europe.
Why has the number of meetings held every year grown so dramatically in recent years? The simplest
explanation is that technology has made the world we live in a much more complicated place than it was
in the past. As a result, there is a much greater need for communication in the business world.

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Companies must keep up-to-date with the latest advances if they are to remain competitive. Sales people
must be aware of new products coming in to the market. Technicians, scientists and members of the
medical profession need to learn about the new discoveries and techniques in their respective fields on a
regular basis. Employees must be trained to operate sophisticated new machinery.

Face-to-face meetings have proved to be the most effective way of sharing information and knowledge.

3.1.1 The Principal Elements of the Meetings Industry

3.1.1.1 Basic Elements of Effective Meetings

1. The meeting is held at a regular and convenient time.

2. The meeting is widely announced.

3. The meeting announcement includes a key item to be considered.

4. The meeting has a clear agenda which is distributed at the beginning of the meeting.

5. The meeting has one key item of interest or action in addition to regular business.

6. The meeting provides ample opportunity for attendees to express concerns and communicate with the
meeting leader.

7. The meeting has a social dimension in addition to its organizational focus.

8. The meeting ends on time.

3.1.1.2 Types of Meeting

There are different classifications used in the meetings field. The classification used depends on the
number of participants, the kinds of discussions and presentations involved, the amount of audience
participation and whether the meeting is formal or informal.
1. Convention: conventions typically involve a general group session held in a large auditorium,
followed by committee meetings in small breakout rooms. (The term breakout is used when a
large group “breaks out” in to several smaller groups.) Most conventions are held regularly
(usually annually) and meet for a minimum of three days. Trade and technical conventions are
often held in conjunction with exhibitions. Attendance varies from less than a hundred to 30,000.
2. Conferences: are similar to conventions, but they usually deal with specific problems or
developments rather than with matters of a general nature. The American Medical Association,

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 for example, might call a conference to discuss a breakthrough in the treatment of a particular
disease. Conferences involve much member participation. Attendance varies, though it is rarely
as high as conventions.
3. Congresses: more commonly used European designation for conferences, and mainly
international in scope.
4. Forum: involves back and forth (panel) discussion on a particular issue taking opposite sides. It
is usually led by expert panelists or presenters. Audience participation is expected and
encouraged.
5. Symposium: is similar to forum, though it tends to be more formal. It is a panel discussion by
experts in a given field before a large audience. Some audience participation, but appreciably
less than a forum.
6. Lectures: are even more formal. An individual expert addresses the audience, usually from a
raised platform or podium. The presentation is sometimes followed by question and answer
portion. Another definition is, it is an exposition of a given subject delivered before an audience
or a class, as for the purpose of instruction.
7. Seminars: are informal meetings involving face-to-face discussion. Participants share their
knowledge and experiences in a particular field under the supervision of an expert discussion
leader. Attendance is generally less than 50.
8. Workshops: are small group sessions (usually a maximum of 35 participants) held for a period
of intense study or training; a general session and face-to-face groups of participants training
each other to gain knowledge, skills or insights in to problems. Emphasis is on exchanging ideas
and demonstrating skills and techniques.
9. Panel: is a meeting format that calls for two or more speakers and a moderator. Panelists present
their viewpoints on a particular subject. The meeting is then open for discussion among the
speakers and with the audience.
10. Colloquium: an informal meeting/program in which the participants determine the matter to be
discussed. The leaders (usually led by a different lecturer) would then construct the program
around the most frequent problems. Usually, it is attended by 40 persons or less with equal
emphasis on instruction and discussion.

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 11. Teleconferencing: is a way of holding a meeting from several different locations
simultaneously. Participants use advanced communications technology that enables to see and
hear participants at other locations. Teleconferencing is a way of bringing people together
without the time and expense of long distance travel. Several hotel chains, convention and
conference centers have introduced teleconferencing facilities in response to the growing
demand for this means of communication.

3.1.2 Other suppliers of the meetings industry

In order to respond to the extensive and varied demand for meetings of all kinds, a comprehensive
infrastructure of suppliers offering a wide range of facilities and supporting services must operate
efficiently and in harmony. The suppliers in this market are those who make available for hire the
venues and other services that make it possible for meetings to take place. This section concentrates on
the actual buildings in which meetings are held. These include the following:

A. Hotels: despite the rise of many different, competing forms of venue, hotels are still where the
bulk of meetings take place. It brings much benefit for the hotel as it increases occupancy rates and
can often generate higher room rates than the leisure market.
B. Conference centers: it is not for nothing that conference centers; with their striking architecture,
vast dimensions and often prominent locations are „palaces‟ in several European languages.
Whether purpose-built or converted from buildings originally used for other purposes, a
conference center usually provides the most visible indication that the city in which it is located is
an active player in the meeting market.

Many venues forget that there is a need for an average of at least five working rooms in addition to the
actual function rooms: for speakers, the organizer, the program committee, the organization team, and
last but not least, the press. Added to which, at multi-lingual conferences, the interpreters also need rest
room.
C. Academic venues: academic venues, especially universities, play a significant role in both
stimulating and responding to the development of the meetings market, while earning vital income
for educational establishments. Universities are built with „learning spaces‟-auditoria, lecture

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 theatres, classrooms- which are highly suited to the meetings market. Moreover, during vacation
periods, universities can provide residential conferences, making use of campus accommodations.
D. Residential conference centers: in contrast with the academic venues favored largely by the
association market, residential conference centers-also known as management training centers-
have traditionally attracted a mainly corporate market. Training is essential to the continuing
success of all businesses, and new technology, a more flexible workforce, more demanding
employees and the growing recognition from managers of the importance of investing in staff.

In providing meeting facilities and accommodation under one roof, residential conference centers
are often considered to be in direct competition with hotel conference venues.

E. Unusual venues: comprise a wide range of facilities that are used for conferences, including
museums, historic houses, art galleries, theatres, sports venue, cruise ships and a number of other
buildings normally used for quite different purposes. The main appeal of unusual venues is the
high recall and entertainment value they can bring to events held in them.

Supply of meeting facilities in Ethiopia

 United Nations Conference Centre
 Hotels such as Hilton and Sheraton Addis have meeting facilities
 Addis Ababa Exhibition Centre

3.1.3 Meeting planners

A meeting planner makes professional decisions in all areas of meeting preparation and presentation.
They plan meetings, establish meeting objectives, schedule meetings, budget expenses, inspect meeting
sites, negotiate with suppliers, and create a speaker lineup. They also need to deal with travel
arrangements and with technical equipment used in the course of the meeting.
The Meeting, Convention, and Event Planner will assess and conceptualize clients‟ needs and desires for
a variety of meetings, conventions, and events, and make all arrangements necessary to execute the
client‟s desired vision and goal.

Growth trends in the conference and meeting industry support the need for more conference centers. To
ensure the viability of these centers, careful attention must be given to location, design, and marketing

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The size of the meeting industry has expanded to such an extent that at this point it requires and
encompasses a variety of players/teams/3rd parties. To understand this segment of the hospitality
industry, one must understand these players and their roles. Today we have professional convention
planners and are categorized as:

i) Corporate meeting planners are employed by a for-profit business or corporation, and their job
includes, but is not necessarily limited to, planning meetings and conferences for the company.
They range from a secretary who has been given the responsibility to plan one training session
for the boss to an official corporate meeting planner whose sole responsibility is planning,
organizing, and implementing meetings and conferences for the employees, managers, and
owners of the corporation, etc. Therefore they often have titles other than “Meeting Planners”.
Corporate planners are involved with a variety of different meeting types, such as management
meetings, training meetings, sales meetings, seminars and workshops
ii) Independent meeting planners are entrepreneurs who specialize in planning meetings and
conferences. Associations or corporations who do not have a full time meeting planner may
choose to contract with an independent meeting planner. With the downsizing of corporations‟
budgets, this is an economical way to have meetings and conferences professionally planned.
Independent meeting planners may also work in conjunction with a full time corporate or
associate planner. In this case the role of the independent meeting planner is that of a support
person who lends his expertise to the project. For example, the independent meeting planner may
only be involved with the site selection process or be in charge of a single event, or may act in an
advisory role for the entire meeting or conference.
iii) Government meeting planners are meeting planners who work exclusively for the government.
They function much as corporate meeting planners do and can be found in all segments and
ranks of government‟s abroad. In India the concept of meeting planners has not yet taken shape
the way it has in the West. But even there these planners are facing tough economic times and
must be masters at managing the budgets more and more budgetary constraints are placed on
government employees regarding travel and overnight stays.

The duties of a meeting planner are as diversified as the meeting planners themselves. more than two
thirds have clear cut responsibility for the logical aspect of planning, a sizeable percentage shoulder

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more than half the burden for strategic and tactical goals setting objectives: creating the agenda and
budgeting”.

The role of the meeting planner varies from meeting to meeting and organization to organization, but in
general meeting planners have the following responsibilities in the following areas:

i) Pre-meeting activities • Plan meeting Agenda • Establish Meeting objectives • Attendance • Set
Meeting budget • Select Meeting Site • Select Meeting Facility • Plan Travel To and From Site •
Arrange ground Transportation • Organize Audio-visual Needs

On Site Activities • Pre Event Briefing • Execute plan • Troubleshooting • People Management Post
Meeting • Debriefing • Evaluation • Thank you • Shopping • Plan for the next year

Related Activities • Pre-conference tours planning • Entertainment arrangements • Shopping

arrangements • Post-conference tours planning

3.2 Incentive Travel

Incentive Travel / Incentive: A form of group travel, paid by companies to reward their top performers
or customers by sending them on unforgettable trips of a few days duration. Incentive events are always
live„/in-person events.
Live Event: Live events or in-person events are events whose attendees are physically present at a
certain (physical) location as opposed to online or virtual events. Live events including theatre, music,
dance, opera, use production equipment and services such as staging, scenery, mechanicals, sound,
lighting, video, special effects, transport, packaging, communications, costume and makeup to convince
live audience members that there is no better place that they could be at the moment. This article
provides information about many of the possible production support tools and services and how they
relate to each other.

3.2.1 Characteristics of Incentive Travel Programs

Incentive travel programs can be categorized as either pure incentives or sales incentives.

1. Pure incentives: as the name implies, are strictly for pleasure. No business meetings or sales
calls are scheduled during the vacation. Having reached the required performance objective, the

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 employee is rewarded with the prize of a luxury vacation for a job well done. Destination is the
key motivator.
2. Sales incentives: are combinations of business and vacation trips that usually include mandatory
meetings. As such, the incentive trip is used as a vehicle for meetings. The amount of time spent
on business related activities varies, depending on the objectives of the sponsoring organization.
In general, more time is allotted to pleasure than business. An attractive destination is still the
most important factor, but the availability of suitable meeting facilities must also be considered.
Sales incentives represent two-third of incentive travel programs.

Regardless of whether the trip is a pure incentive or a sales incentive, it is always of the highest quality.
Winners expect a better class of service than do most other travel clients-accommodations is deluxe and
all-inclusive. Employees are often accompanied by their spouses whose vacation expenses are also paid
for by the company. Incentive travel programs typically last for about 5 days, few are longer than a
week. Almost all programs involve group rather than individual trips.

3.2.2 Incentive Travel Planners

Large corporations and businesses that sponsor incentive travel programs sometimes have their own in-
house incentive planners. These company employees rarely spend all of their time on incentive travel.
They can also be involved in meeting planning, tradeshows, public relations and advertising. Incentive
travel is often the responsibility of the corporate meeting planner.

3.2.1 Advantages of cash and incentive travel

Corporations implement incentive programs to drive sales, increase profits, improve service, enhance
morale (to motivate employees), retain staff or provide high-profile recognition.
3.2.2 The incentive travel industry
The key components of the MICE Industry, the incentives sector is the least researched. Incentive Travel
is regarded, within the MICE Industry, as the highest yielding sector of the industry.
3.3 Conference and conventions
3.4.1 The structure of the conference industry
The conference industry is a young, dynamic industry, which is growing and maturing at a rapid rate.
Conference and business tourism is a very important sector of the tourism industry, an industry that, in

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all its guises, is claimed to be the world‟s largest industry. Conference tourism is now a truly global
industry, as evidenced by the examples of international investments described earlier in this chapter. But
there is much other evidence to substantiate such a claim
Conferences and Seminars are an educational event that can be used to quickly upgrade the employees‟
knowledge base or showcase the company„s expertise on a specific topic. These events should be an
interactive and dynamic event that allows audience members to interact with the speaker to discuss
opinions and results. The key thing to remember about planning such events is to keep in mind the
target. So if the clients are looking to boost their employees‟ knowledge base to increase productivity or
educate clients about a new product an event manager will need a location that works for the purpose.
Conference types include:
 Strategic Development/Corporate Retreat, to generate ideas for future success.
 Training and Development Workshop, to up skill and educate your group.
 Sales/Product Summit, to communicate new product information to the team. Association Meeting,
to review past performance and determine future direction.
 Celebratory Event, to reward the group for their achievements

Seminars, conferences, and workshops are designed to give audiences information and training on
techniques, products, and more. They can be a few hours to a whole day, and usually incorporate
presenters who share information.

Conferences can be held at many types of venues, including specialist conference centers, resorts, hotels,
and motels. The structure of the event help to determine the preferred type of venue, and factors such as
the types of function rooms required, venue capacity, the amount of guest free-time, should play a role
in the decision

3.4.2 The economics of conferences and exhibitions

MICE activities, business travel have long been a focus of growth by public agencies and the tourism
industry, because business travelers are known to be higher spenders than leisure travelers. MICE
tourism is also desirable because it can extend the tourism season far beyond the traditional holiday
peaks and tourism amenities can be expanded by developing exhibition and conference facilities.

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MICE tourism is also desirable because it can extend the tourism season far beyond the traditional
holiday peaks and tourism amenities can be expanded by developing exhibition and conference
facilities. A co-created MICE branding strategy can support complimentary sectors to benefit local
residents and expand a destination's tourism portfolio.
 74% of business tourism is dedicated to meetings.
3.4 Exhibition and Trade Fair Industry
Many names are used to indicate events whose main purpose is to bring buyers and sellers together and
promote trade. For example, the term Trade Fair, Trade Exhibition and Trade Show are often used to
indicate the same type of event. They can be multi-sector or General fair as it is becoming predominant,
single-sector.

Exhibitions are events to which businesses send sales staff in order to display their products to potential
customers who attend in order to receive expert information about the goods being exhibited, usually
straight from the manufacturers.

Categories of exhibitions and fairs are as under:

 Specialized trade fair  Commercial  Privet exhibitions

exhibitions

Specialized Trade Fair: A specialized trade fair normally occurs at regular intervals in the same place,
even if in certain cases the event moves from one location to another, organized under the same
sponsorship. It is sometime also called Industry Fairs to distinguish it from the Consumers‟ Fairs. While
admission to the former is restricted to professionals of the sector, the latter is open to the public. In
relation to the targeted audience and therefore participation, the fair can be international, regional,
national or even local.

Commercial Exhibition: They generally indicate the event organized by and for a representative
number of companies and addressed to a specific target group of clients. Generally it does not take place
recurrently, but is organized ad hoc to cope with specific marketing or industrial needs and objectives of
the companies.

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Private Exhibition: is a display of products or services of one supplier targeted to a selected clientele,
for example for the launching of a new product or for the positioning of the supplier in a new market
area. Buyers‟ Fair, similar to the commercial exhibition, is an event organized to promote businesses and
facilitate contacts between suppliers pertaining to a homogeneous range of products (e.g. processed
food, apparel, etc.) and invited buyers (e.g. distributors and buying offices of department store chains).
A. Trade Mart: Trade Mart indicates a sizable and fixed commercial establishment made of many
showrooms to promote and sell products and services of one or many industries on a continuous basis.
B. Conference Fairs: Conference Fair consists in a small trade show, mostly a display of a specific
range of products that accompanies events whose main content are conferences and seminars.

CHAPTER FOUR
Financial Resources /Funding
4.1 Seeking Sponsorships
A sponsorship is when a company commits money or resources to a nonprofit event or program in
exchange for specific promotional benefits.

Sponsorships are big business. Companies spend billions of dollars each year sponsoring meetings and
events. If you find the right sponsors, it is a huge opportunity for both of you because it gives them
exposure to a targeted audience and gives you additional resources to produce your event.

Sponsors should understand the event's goals and objectives and should be approached from the
standpoint of creating a long-term strategic partnership. Don't approach them just because they have
something you want. Understand what they need from the relationship and then build a sponsorship
package.

Before you begin, you need to understand what you need from your sponsors. Sponsorships are often a
way to help defray costs. What do you currently buy that could be donated "in kind"? Make a list and
target those first. Here are a couple of items to consider.
 Airline or train tickets
 Entertainment
 Food and beverage
 Giveaway items
 Signage
4.1.1 Types of Sponsorships

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Depending on your needs, there are several different types of sponsorships that can help you with your
next event:

1. Financial or cash – This is the most common type of sponsorship where cash is exchanged for
benefits, perks, or publicity.

2. In-kind – Similar to a financial or cash sponsorship, except goods or services are given instead
of cash. It can come in the form of:

o A venue partner

o A prize sponsor

o A food sponsor

o A digital sponsor (social media filters, apps, media wall, etc.)

3. Media event – Helps provide support for promoting your event. Event sponsorship can be a
media outlet giving a free advertisement or they can give money to help fund your advertising.

4. Promotional partner – Similar to a media event sponsor, except in this case, it‟s an individual
boosting your event through their own channels. For example, a social media influencer could be
a promotional partner.

4.1.2 Persuasion Skills and Competences to Convince Giant Sponsors

The best way to find sponsorship dollars is to match the opportunity with the sponsor. Do your
homework. What organizations are potential sponsors? First, look at exhibitors and other organizations
that do business with you.

Next, look at your audience and determine what companies are looking for the same audience. Create
sponsorship opportunities that meet the needs of the sponsoring organization. Are they looking for
recognition? Access to participants on site? Marketing opportunities before, during, and after the event?

In other words customize. Here are some ideas to give your sponsors exposure:

 Recognition in front of participants on site

 Logo on items such as hats and T-shirts
 Website banner ads or links to their websites from yours
 Promotional materials
 Prominent signage
 Mailing list
 A booth at the event to promote the company or to sell products or services

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Don't just create one sponsorship brochure with stock benefits. Personally contact potential sponsors and
ask them to be a part of your event. Then send a letter outlining your discussion and confirming
participation.
4.1.3 Mechanisms of Seeking Sponsorships
These are recommended steps for finding a sponsor for your event

1. Determine who your audience is:

Sending “blind” proposals usually does not work well. Knowing your audience helps you to figure out
who to solicit.

Events that are successful in securing sponsors often (1) have a ton of people involved or (2) have a very
specific focus. Sponsors like the former because they can reach a large audience in one shot. The later
works well for sponsors who are trying to reach a particular target market. Unless your non-profit has
the resources to handle an event with thousands of attendees, you should explore the “specific focus”
route.

When you are planning your event, plan to go beyond your organization. For instance, if your agency
provides shelter to animals, think about hosting an event in which you can invite local veterinarians, pet
store owners, zoo employees etc.. One reason to invite “professionals” is because it is lucrative from the
sponsors point of view. Sponsors may not be interested in your organization, but they may be interested
in getting their product into the hands of these professionals. Another advantage to inviting a new pool
of people is that more people will know about your organization and possibly volunteer or donate
money.

Once you have established your audience, do some brainstorming. Think about which companies and
local and local businesses are likely to be interested in reaching your audience.

2. Set Sponsorship Levels

Make sure that the benefits at each level are distinct and enticing enough to encourage previous sponsors
to move up a level

It is a good idea to have a wide range of levels so that the smaller businesses as well as larger companies
can find a level that suits their needs and budget. If your event is quite small, your entry level sponsors
might simply receive a small ad in an accompanying program or flyer for $50. For larger events sponsor
levels might begin at $200, $500, or even $1,000. Depending on audience size and publicity
opportunities, cost of a title sponsorship could range from $750 to $10,000. Title sponsors receive
maximum publicity, and their logo should appear in all publicity material.

34
You should base your sponsor levels on the benefits to the company. Put a price on each benefit you‟ll
offer and add the prices in each level. This will give you an idea as to the cost of a sponsorship at each
level.

Know in advance that you may have to be flexible and customize levels for some sponsors to meet their
marketing needs. Some sponsors might be interested in a half-cash, half in-kind (product donation)
sponsorship. Food and beverage companies often would like to see their logo on T shirts, hear their
company name announced etc. They may want to have a table or booth available to distribute their
products.

Depending on your event, these are a few benefits you might want to consider offering:

 Sponsor banner displayed at event

 Sponsor name announced at event
 Dinner table supported by sponsor (i.e. each person at the table receives a promotional item and
literature from the sponsor and the sponsor‟s logo is displayed at the table)
 Small sponsor banner or logo displayed at the podium
 Sponsor name or logo in organization‟s newsletter
 Sponsor name or logo in newspapers or magazines
 Sponsor ad in program or flyer (ad size can range from business card size to full page)
 Sponsor logo on organization‟s web-site (can include a hotlink to their site)
 Sponsor logo on T-shirt
 Category exclusivity (a guarantee to sponsors that once they sign on, none of their competitors will
be allowed to sponsor
3. Make lots of phone calls

The most time consuming but ultimately money saving step: get on the phone and pitch your event as a
great marketing opportunity

Call local businesses to see if they are interested in reaching your market. When you begin your
conversation, focus on how the company will benefit “This is such and such from my organization. I
thought you might be interested in marketing your company‟s products/services at an upcoming event
we are hosting – do you have a few seconds” Come up with a pitch that in 20 seconds or less explains
the event, audience and some benefits to the company. If they are interested, you can always go into
more detail or send more information.

Your calls will vary with the type and size of company you contact. You‟ll probably speak directly to
owners at small local businesses. Medium size companies may have marketing departments or human
resource departments that take care of sponsorship. Large companies receive countless requests for
sponsorship, and they may have a sponsorship recording that gives you their guide lines for requests.
These companies usually put together their budgets once a year often October, so that you may have

35
send your proposals in months ahead of time. Be sure to pay attention to corporate areas of focus. Some
companies make commitments to only sponsor certain groups such as children or environmental
organizations.

For potential sponsor ideas, talk to your board, staff and volunteers. Investigate their ideas and
connections. Try contacting advertising and public relations agencies to see if they think any of their
clients might be interested in your event. See if any lists similar to yours – or events with similar
audiences – already exist, and review their sponsor lists.

Once you have made all these calls, review your notes and prepare a list of companies you will solicit.
Yes, this takes a lot of time, but it can save your organization money. Instead of blindly sending out
proposals to hundreds of businesses, ignoring their guidelines and focus areas, you can send dozens of
proposals to companies who have already expressed interest in your event.

4. Send Proposal letters

It‟s important people feel that you are asking money specifically from their company, and that they are
not part of a massive group

Keep your letters short. As in your phone calls, concentrate on the exposure the company will receive
for their money, not on how the money will help you. With large corporations, its especially true that
their marketing budgets are usually much larger than their charitable donations budgets. You may come
across a few companies that are not as interested in the publicity – they want to sponsor your event
because they truly believe in your organization‟s mission. They are a very rare, but a much appreciated
bunch.

Wherever possible, customize the letter. A good attention getter is attaching a post-it that says” Thanks
for speaking with me. Here‟s the information on our event.” With the size and type of company in mind,
request a particular level from each potential sponsor. Tell them the anticipated impressions that such a
sponsorship will yield. Impressions are calculated by taking the total number of times a sponsor‟s name
will be seen or heard. For instance say your event is intended to draw 100 people. Your entrant level
sponsors might receive: space to display a banner (100 impressions), their name announced twice (200
impressions) and their name in your organization‟s newsletter (350 impressions) and annual report (475
impressions) for a total of 1,125 impressions.

Make sure that sponsor benefits are easily found in your letter, and they are easy to understand. Consider
using bullet points to make the benefits stand out. Make sure your letters include your name, address and
phone number, the date and location of the event, and the addresses to send cheques and in-kind
contributions. If you have tax-exempt status, be sure to say so as some companies will only sponsor
those who do. If your letter does not include a short description (2 paras or a few bullet points) on what
your organization does, then include a one page fact sheet or a tri-fold brochure on tour organization.
Hands sign each letter.

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Finally include a chart or brochure that details sponsor benefits at each level. If this is the second time
your organization is hosting the event, include a flyer that lists the sponsors and describes the audience
from the previous time.

5. Follow Up

Don‟t be afraid to call potential sponsors to find out their thoughts on sponsorship

After receiving your letter, some companies will call you to tell you they are interested in sponsoring.
Most will not. It is up to you to follow up with them after 2-3 weeks after sending your proposal. Some
people hesitate to follow up, thinking it will bother the company. Generally most large companies do not
accept follow up calls, so note that when you are making your initial call. But for those that do not
mention “no follow up” it is perfectly OK to do so. In fact it is the best way to find out that an interested
company did not receive your letter!

Some interested companies may request face to face meetings, but most sponsor communication will be
done via phone, fax, and email. One possible way to begin your follow up call |”This is such and such
from My Organization. I just wanted to follow up on the sponsorship request I sent. Do you have a few
seconds? If they don‟t ask when would be a better time to call back. The be sure to call back at the
requested time. If they say “yes” your response might be “Do you have any questions? Does it look like
something that you may be interested in for this year? If they are not interested, then find out why not.
Keep good notes so that you remember next year not to re-call people who said that they would
definitely not be interested. |If they say yes, congratulations, you are on your way to building a strong
list of sponsors.

6. Cultivate your relationship with sponsors

Don‟t drop your sponsors once they have agreed to send you money

One of the worst messages to send a sponsor is ‟I just cared about getting your money. Now I‟ve got it I
am going to disappear.” Make sure your sponsors see that you value their support. Once a company has
agreed to sponsor, send them a thank you letter that re-caps the benefits at the level they have chosen.
After you receive their cheque, send another thank you. If your organization has a newsletter, begin
sending it to them. |f you don‟t have a newsletter, send them periodical updates on your organization
and/or the events.. Any time you think a sponsor has a concern about something, give them a call. If a
sponsor calls you, make it a point to return their call as soon as possible and absolutely within 24 hours.
If you will be out of the office for a few days, make sure your voice message directs sponsors to a real
person.

7. Cultivate your relationships with non-sponsors

Perhaps people who were not able to sponsor may be interested in attending your event.

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As your event draws near, send invitations to some of the companies that did not sponsor. You might
want to say something like “Even though you were not able to sponsor us this year, we hope you‟ll
consider attending or volunteering during the event”. Sometimes, an employee from the company will
attend, see what a great event it is, and make sure money is budgeted next year for sponsorship.

8. Give your sponsors plenty of publicity

Publicity is why your sponsors signed on – so make sure they get it.

|This sounds obvious, but make sure your sponsors receive everything promised. |if you can give them
added publicity, by way of name announcement etc. do so. You do not want to put all the work into
acquiring sponsors and then not deliver results.

9. Cultivate relationships with sponsors Part 2

Don‟t drop your sponsors after the event

Send thank you letters to sponsors after the event. Let them know how successful the event was, how
much money was raised, the final attendance count etc. For sponsors at high levels (or, if your event was
very small, for all sponsors) put together packets that showcase their publicity. Include copies of all the
ads they appeared in, photos of their banners at the events, photos of people using their product at the
event etc.

If some sponsors had any concerns at any point, give them a call to see how they think things worked
out. Even after the final tasks of the event have been taken care of, and that last thank you letter has been
sent, keep in touch with your sponsors. Continue sending them your newsletter or updates on your
group. \Send them your annual report. Invite them to other events at your organization. Send them quick
notes if you see the company given a favorable reference in a newspaper. You do not want to only
contact them once sponsorship solicitation starts again. On the other hand, do not go overboard. For
example, some sponsors prefer not to receive holiday cards from non-profits, because they feel that their
money is not being spent in the best way. It can be a fine line, so use your judgment. The bottom line is
recognizing that each sponsor has unique needs and concerns. Do what you can to accommodate your
sponsors while striving to make your event a successful continuation of your organization‟s mission.

4.1.4 Identifying the Right Sponsors

Sponsors of meetings, conventions and exhibitions are responsible for determining whether or not there
is a valid need for the meeting. After justifying the need for holding the meeting, the sponsor must
decide how to plan the meeting. In most events, planning is often assigned to individuals who have little
knowledge on how to plan, organize and execute meetings. Thus, it is not surprising that meetings are
poorly organized and the participants become disappointed. To avoid this problem, many sponsoring
organizations hire individuals who have formal training in meetings management.

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In the case of exhibitions, sponsors either take the role of exhibition manager or find someone to fill the
position. Exhibition managers can be employees of an association or a show management company or
they can be private entrepreneurs who perform tasks such as conceptualization and development of trade
shows.
Sponsors of meetings and events can be:
 Individuals and associations
 Corporations and companies
 Trade unions
 Independent companies who sponsor and operate trade shows.
 Religious groups
 Theatre and art groups
 Social organizations
These organizations have varied reasons for sponsoring an event. In the case of corporations, meetings
can be designed to disseminate information, solve problem, train people or plan for the future.
Associations may sponsor meetings and exhibitions for purposes of networking, educating members,
solving problems or generating revenue.
Finding sponsors for an event takes time, patience and a professional approach. Although there are many
sources to find potential sponsors, the best and most efficient approach is to become "business
matchmaker." Essentially, you will be matching businesses with customers and clients. Approach
sponsors with a win-win scenario and focus on what you can provide them - access to their target
market. When companies can clearly see a return on investment for their sponsorship, you will find they
will be much more interested in sponsoring your event.

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 CHAPTER FIVE
Event marketing and promotional tools
5.1 Promotion and Publicizing the Events
Promoting an event effectively is important to its success. The first step is to identify your target
audience. Understanding those who support and attend your event is an important step in promotion and
ticket sales. Eye-catching posters, tickets, and other promotional materials will also help spread the word
about your event. We would be proud to have your event materials display our logo and name, but we
must ensure that you are using our identity correctly. Therefore, print materials and media releases
bearing the Foundation‟s logo or name must be approved by the Foundation, prior to being released or
printed (please allow 4 weeks for approval).

To make your event successful, people have to know about it. Use multiple means of publicity for the
most impact. Consider your potential audience and best ways to get the word to them. Word of mouth is
one of the most effective means of publicizing an event.

Know the key radio and television producers and media personalities, and print writers in your region.
Contact them about your event no-less-than four months in advance. Be prepared to offer story ideas
and information about the event in accordance with their prescribed deadlines, which, for TV and
magazine announcements, can range from weeks to months ahead of the event. Arrange for live event
broadcasts, guest appearances on broadcast programs, news articles, etc. Arrange for newspaper
interviews at least three weeks and magazine stories three months in advance of the event.

If this is your first event, don‟t have a history of annual events, or your lab is located in a remote part of
the country, make personal contact (phone calls or meetings) with key people, opinion-makers in the
community, etc: a priority in your promotion strategy. Tell them what you are planning and why they
should attend. This interaction is also a good time to begin gathering information on what people would
like to see at future events. Another excellent thing to do is to attend meetings of your local agricultural
and civic groups and ask for a few minutes of floor time to talk about your event. Find out if any of the
groups have a “calling tree” and ask members if they would be willing to use that mechanism to remind
members shortly before the event is to take place.
Promotion of you laboratory and programs during the event shouldn‟t be overlooked. For example,
handouts are a good way to incorporate a lot of other information that may not be displayed otherwise.
Examples of this information would be contact names, phone numbers and emails, brief mission
statements, etc. Putting the information in a single booklet or folder is a good idea so your visitor
doesn‟t have to juggle too many items.

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Develop a „theme‟ for promoting your event. Selecting a theme for your event can help generate
additional ideas for activities as well as help focus other elements where many options may exist.
Depending on the nature of the event, a theme can also increase its “fun factor” and create broader
public appeal. Keep in mind the nature of the message you want to share, however, and let it determine
the level of “playfulness” you incorporate into your plans
5.2 Social Medias
According to Serin (2021) Social media is one of the most important tools used in the effective transfer
of the organization to the target audience within the scope of event marketing activities. Social media is
one of the most important areas of communication, with its improved infrastructure facilities and its
ever-increasing variety. In today's internet age, social media has become a platform that allows people to
turn themselves into “media” to collaborate and share information. Social media is seen as an important
marketing tool to be used in event marketing.
5.3. Promotional Tools
Special events may attract sponsors if they have target markets in common. Sponsorship is an effective
tool for promotion of products or services for businesses, and they may get opportunity to be exposed in
media.
Each special event will be marketed differently depending on its individual purpose, objectives, and
markets. Marketing needs to be aimed at the target market, meaning the potential attendees. The team
needs to determine whether the target market is a specific group or the general public, and whether
groups of special interests can be attracted. The physical area and the population from where an event
may attract visitors, is called the catchment area. The importance of an event usually determines the
catchment area of the target market, which grows in relation to the size of the event and links the
complexity of the marketing directly to the complexity of the event. Knowledge about the target market
enables the organizers to reach and influence it, in terms of raising awareness of the event and
convincing potential attendants to go. Various strategies for event promotion are used to attract the
potential customers. Awareness should be created through campaigns, advertising and Public relations
with the stakeholders.
Website – Every annual event should have a website which gives essential details. This is an excellent
source for advertising and promotion.

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Newspapers – Local and regional papers will usually publish feature articles on events – especially if
they are well written and have photographs attached. It is important to email articles and photographs as
attachments so that they will not have to be retyped.
Radio Stations – Many local radio stations have early morning talk shows which welcome event
celebrity as a guest. What a great way to promote at no cost. Stations will often trade sponsorships for
advertising spots. It is important to establish a good relationship with station officials putting vendor
applications online, photographs for media, and updates
Television Stations – Most television stations have community calendar spots on air and on their
websites.
Posters – Posters are a most for most events and festivals. Many festivals design an annual logo to
reflect their theme and use it on their posters and t-shirts. Posters come in all shapes and sizes and
should be placed in high volume traffic locations.
CHAPTER SIX
Evaluation and Risk Management
6.1 Parameters to Measure the Success of Event Organizers
The following are the important steps to follow to achieve a successful event.

1. Ask the initial event questions

2. Undertake a feasibility study and evaluate the results.
3. Clarify and establish the aims and objectives of the event
4. Establish planning and implementation methodologies and draw up a time schedule.
5. Obtain finance and other required approvals.
6. Establish operating structures and recruit key personnel
7. Carryout all pre-planning and establish appropriate control systems
8. Achieve pre-event preparation through a trained efficient workforce and a good communication.
9. Publicize the event
10. Complete a comprehensive double-check on all arrangements
11. Carryout the event according to the plan and contingency strategy
12. Review and evaluate the event after completion and finalize the accounts.
13. Prepare a detailed report for appropriate personnel and future use.

Guidance for planning a successful event

 Plan, Plan, Plan: Every event requires a certain amount of planning. The nature of your event, the
number of volunteers, and your goals will determine how detailed you need to be. Important

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 aspects include determining the date of the event, booking the venue, acquiring necessary
licenses, and developing a timeline and checklist of tasks.
 Preparation!
 Promotion!
 Financing!

6.2 Risk Management Techniques and proactive Risk Management Strategy

Risk management is the logical and systematic process of eliminating or minimizing the adverse impact
of activities which may give rise to dangerous or damaging situations. This requires the development of
a framework within which risks can be identified, evaluated, treated and monitored. Successful event
management requires a dedication to risk management. There are four main categories of risk which
face organizations conducting events. Understanding the general types of risk facing an organization can
provide a better understanding of the actions required to minimize exposure to risk. The four main
categories of risk are:
 Physical risks involve injuries to people or the damage or destruction of property.
 Financial risks affect the financial situation of an organization or event and could include
increased insurance premiums, cost overruns or costs associated with injuries.
 Moral or ethical risks involve the loss of quality of participant experience and confidence,
adverse publicity and damage to an organization or event's image or reputation.
Legal risks are losses and costs arising from legal actions for breach of a law, standard or guideline or
breaches or statutory duty of care. For example, a kitchen facility or food stall which doesn't comply
with local government regulations for food preparation These risks should be treated with suitable action
plan for avoidance and control. An emergency should be designed .The aim of an Emergency Plan is to
minimize the threat to life and damage to property.
As event manager you first need to identify risk and the earlier you do that, the better your chances of
avoiding the risk occurrence.
It doesn„t end there, however, Risk identification must be followed by a risk plan for what to do about
them. This involves assigning a probability, a cost, an owner and using mitigation strategies that are
suitable for the risk and the appetite for the client for things going wrong. These action plans need to be
incorporated into your main plan and tracked as well. Effectively managing that risk has massive
benefits. Your clients are going to be happier because you are able to improve delivery for your clients

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and be more efficient with your clients „resources to provide them with better value for money. But it„s
not all about them – you get the added benefit of finding yourself spending less time on problems and
unnecessarily firefighting unwelcome surprises. The event manager risk management skill to master is
the ability to identify risks well before they become issues, and come up with effective mitigation plans
so that the risk of them ever becoming issues is nullified.
Therefore, the risk analysis should be integrated into the event plan. . Precautions range from first aid
staff to cleared emergency access routes, to comprehensive disaster plans, depending on the complexity
of events Good atmosphere can make an event very successful in the same way as negative atmosphere
can cause an event to fail.
Good ambience is created through good and sufficient stimuli of visitors „senses and therefore the
physical environment of an event is important, which together with the physiological, emotional and
cognitive reactions among the guests, become the ambience.

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