CONTENTS

CREDITS 5
Preface 6

CHAPTER 1 SCOPE AND NATURE OF EVENT MANAGEMENT 7

Definition 7

Variables 7

Types of events 9

The impact of events 11

Timelines 14

What is an event worth? 14

What makes someone a good event manager? 17

CHAPTER 2 DEVELOPING A CONCEPT AND PLANNING 18

The need 18

Expectation determination 19

Developing concepts 21

The stakeholders 21

Planning processes 22

CHAPTER 3 ORGANISING THE RESOURCES REQUIRED 31

Location 31

Organising physical resources and services 33

Financial resources 36

Managing financial resources 37

Marketing resources 38

Outsourcing resource requirements 38

CHAPTER 4 CATERING: FOOD AND DRINK 39

Determining food and beverage needs 39

Choosing a caterer 41

Other catering considerations 43

CHAPTER 5 PROMOTING AN EVENT 44

Marketing an event 45

Case study - marketing strategy: use of public parks and gardens for events 46

Target marketing 47

How to determine the target 48

The marketing mix 51

How to promote a private event 55

How to promote a public event 56

CHAPTER 6 MANAGING THE CLIENTELE 58

Accessibility 58

Queuing theory 62

Negative situations 67

Conflict handling techniques 68

Dealing with your anger and emotions 73

CHAPTER 7 RISK MANAGEMENT, LEGALITIES AND

CONTINGENCY PLANNING 74
Planning for the unexpected 74

Risk analysis 77

Tools for identifying risks 79

Negating risk 81

Contingency planning 81

Legal issues 82

Insurance 91

Security at events 92
CHAPTER 8 DELIVERING THE EVENT 93
Some things to consider before setting-up day 93

After the event 96

CHAPTER 9 ORGANISING CELEBRATIONS AND PARTIES 103

A children’s party 104

A wedding 105

A reunion 106

A street party 107

CHAPTER 10 ORGANISING EXHIBITIONS 109

Guidelines for planning a show or exhibition 110

CHAPTER 11 ORGANISING CONFERENCES AND SEMINARS 111

Organising a conference 112

CHAPTER 12 WORKING IN THE EVENT INDUSTRY 114

Where to from here? 114

Education 115

Job profiles 115

APPENDIX 118
Distance learning and online courses 118

E books by John Mason and ACS staff 118

Printed books by john mason 119

Useful contacts 120

ACS global partners 120

Social media 120

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CREDITS
© Copyright: John Mason The information in this book is derived from a
broad cross section of resources (research,
Written by reference materials and personal experience)
John Mason & Staff of ACS Distance from the authors and editorial assistants in
Education the academic department of ACS Distance
Education. It is, to the best of our knowledge,
Photos composed as an accurate representation of
John and Leonie Mason what is accepted and appropriate information
about the subject, at the time of publication.
Editorial and Research
Assistants include The authors fully recognise that knowledge
Gavin Cole is continually changing, and awareness in all
Daryl James areas of study is constantly evolving. As such,
Rosemary Davies we encourage the reader to recognise that
nothing they read should ever be considered
Design to be set in stone. They should always strive
Stephen Mason to broaden their perspective and deepen their
understanding of a subject, and before acting
Published by upon any information or advice, should always
ACS Distance Education seek to confirm the currency of that information,
and the appropriateness to the situation in
P.O. Box 2092, Nerang MDC, which they find themselves.
Queensland, Australia, 4211
admin@acs.edu.au As such, the publisher and author do not accept
www.acsbookshop.com any liability for actions taken by the reader
based upon their reading of this book.
P O Box 4171, Stourbridge, DY8 2WZ,
United Kingdom
admin@acsedu.co.uk
www.acsebooks.com

ISBN: 978-0-9874834-8-5

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PREFACE
The Author, John Mason has organised
many events over the years.

In the 1970s he worked as Director of

Parks and Recreation for the City of
Essendon before going on to several
years of freelance work. This included
organising industry seminars for various
tertiary institutions, and running dozens
of community participation projects
with the Playgrounds and Recreation
Association of Victoria.

From the mid 1980s he spent 15

years exhibiting at trade shows across
Australia (over 20 shows in one year).

From 1988 to 1992 he organised

the Gardening Pavilion at the Royal
Melbourne, IPPS conference organising
committee in 1992. Over that period
he won exhibitor awards in two of
those years.

On a personal note, he has also

organised 3 family reunions, bringing
together over 200 family members from
across Australia.

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CHAPTER 1 SCOPE AND NATURE

OF EVENT MANAGEMENT
DEFINITION
What is an event? An event is an occurrence, usually a special
occasion. It can be either “a thing that just happens”; or a “planned
social or public occasion”. An event is not always planned, but
in the world of event management, the more planning that goes
into an event, the smoother the event will run. How many people
turn up to parties, festivals, cinema openings and other events
without really considering just how much planning and organisation
has been required to put the event together? The organisation of
events is the role of the event manager. An event manager may
have that as their specific job or they may do event management
as part of their tasks and duties, but either way planning an event
can require a lot of organisation and time.

VARIABLES
Events are commonly short-lived – they
have a beginning and an ending, they
are impermanent, finite: a moment in
time. Events are also unique; each event
has characteristics that apply only to it,
and to no other event. Each (individual)
event will have specific requirements
and present with differing problems.
Even events that are recurring will differ
each time they are held; they will often
have different management teams or
staff, or differing venues, budgets and
expectations, or undergo changes due to
what was learnt from the previous event.
Successful event management takes
careful planning, flexibility and the ability
to control and steer a project to meet the
requirements of each unique event.

Organising an event involves making

a lot of different decisions and choices.
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It requires understanding of the basic ■■ Who will attend – and how many?
fundamentals and variables associated (Sometimes this can only be
with an event. This includes practical estimated i.e. in the case of large
considerations such as: community events). Is there a guest
list? A seating plan? A dress code?
■■ Who are the stakeholders? (That
is the people behind the event ■■ How will it be promoted?
or commissioning it). What are
their expectations? Who will be
financing it? How actively are the
stakeholders involved in the running
of the event?

■■ What is the scope and nature of

the event? Is it large or small is
it recurring or a one-off? What is
the event trying to achieve? What
is its end purpose i.e. why is it
being held? Who is it for? What will
happen at it? What is its theme?

■■ How much money and what other

resources will be needed? Are
these realistic to the event and
readily available? Will it have
special resource requirements e.g.
signposting, audio visual equipment,
public address system, changing
rooms, photographers, special
security etc.?

■■ Where will it be held? Is the venue

suited to the event? Is it accessible
to the disabled? Does it have all the
required facilities e.g. kitchens and
kitchen equipment, tables, chairs
and so on, or will some things need
to be hired?

■■ Will it need caterers?

■■ What is the event’s schedule: how

much time is there for organisation?
When will it be held? How long it will
run for?

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TYPES OF EVENTS ■■ A public event will invite anyone to

attend, irrespective of whether they
There are a few reasons why you might do or do not know each other. This
want to classify events: may or may not be commercial.
Fees may be charged; but that might
■■ An event company may want be purely to cover costs.
to subdivide the work (e.g. one
department runs corporate events ■■ A commercial event differs because
such as exhibitions and another fees are charged, but over and
runs events such as fashion or above what is needed to cover
art shows, sports events etc. and costs. A commercial event aims to
another runs private events such as make a financial profit.
parties and weddings).
■■ Charitable events are different
■■ A new business might want to again; aiming to raise money; but
identify niche markets they can the financial benefit is for a charity,
target or concentrate on a specific rather than for any personal gain.
type of event (e.g. weddings).
■■ Social events are ones that
■■ The event company may offer are organised to foster social
differing levels of management interaction; or to enhance a social
i.e. full management, partial group, small or large.
management or just act as an
overseer - depending on the type of ■■ Networking events are about
event and client. developing professional or other
contacts with people who have
■■ The event company may promote shared interests
the event according to the event’s
classification. ■■ Some events are called “special events”
because they are organised to satisfy
Events can be classified in all types some “special” well defined goal.
of ways: according to size, purpose, They include rituals (e.g. christenings),
discipline, whether private or public; or presentations (e.g. graduation), re-
just about any other criteria you might enactments (e.g. on a national day), etc.
think of. Consider what is the purpose of
the event? For example: ■■ Some events are called “mega
events” because they are on a scale
■■ A private event is organised for that impacts nationally or even
people who have some sort of internationally (e.g. Olympic Games,
relationship with each other. The World Fairs).
purpose may be a celebration
(e.g. wedding or birthday), social ■■ When an event becomes very
(a workplace Christmas party) or strongly associated with the place
something else. where they are held it may be called
a “hallmark event” for example:
Mardi Gras in Rio, Munich Beer
Fest, Chelsea Flower Show.
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■■ Large events that attract significant of a national football competition

interest and participants are often might be a major event; but unlike
called “major events”. If they are on hallmark events, it might move from
a scale which is significant enough one city to another each year, and
to attract tens of thousands of unlike a mega event, interest in the
attendees and widespread media event may be far less once you
coverage, they are usually going to move beyond the national borders.
be considered major. The grand final

Large events may include: ■■ A sporting event

■■ A concert ■■ A race

■■ An AGM ■■ A celebration

■■ An excursion, tour, a road rally ■■ A reception

■■ A weekend market, school fete, ■■ A learning event (workshop,

seminar, course, symposium)
■■ An art exhibition
■■ A fund raising event
■■ An agricultural show or regional fair
■■ A celebratory event (public
■■ A trade show or private)

■■ A conference ■■ Civic occasions

■■ A convention ■■ Inauguration, induction and

graduation events
■■ A seminar
■■ Launches i.e. product, book, business,
■■ A festival project, political campaign, etc.
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THE IMPACT OF EVENTS Negative social impacts of events can:

Events can have a wide variety of ■■ Alienate individuals or groups.

both positive and negative impacts
(e.g. economic, social, political and ■■ Provide opportunity for bad
environmental); as follows: behaviour (e.g. fighting, loud noise,
drunkenness, drug abuse, vandalism).
Social Impacts
■■ Create hostility through a lack of
Positive social impacts of events can: understanding (by either visitors or
locals).
■■ Build relationships between
individuals and groups. ■■ Create defensive behaviour by the
region hosting an event.
■■ Broaden understanding and
empathy between different cultures ■■ Exploit people: e.g. a region or
and religions social group is used by politicians
or others to enhance their standing
■■ Develop an affinity with the physical (with no thought given to the
environment (e. g. a community broader impact it may have).
that uses public land for community
events will develop a sense of pride ■■ Result in social dislocation: mega
and ownership of that land and as events in the past have caused the
a result they respect the space and relocation of thousands of people
better care for it). in order to accommodate the event.
Take the Seoul Olympic Games in
■■ Strengthen (or re-strengthen) values 1988 for example. Many hundreds of
and traditions. For example, family thousands of people (many being the
rituals and traditions (birthday most disadvantaged already) were
celebrations, anniversaries, family relocated. Social relocation can also
gatherings at specific times of have the result of hiding the true
the year and so on) can help to nature or living conditions of local
strengthen family ties and ensure populations from the wider world.
that family traditions continue from
one generation to the next. A redirection of social funding to fund
an event – this can occur when local
Similarly, broader social traditions can governments (in particular) see a
help to strengthen community ties, broader political advantage in staging
increase community pride, and give an event, but are underfunded to do so.
visitors (not from the area) an insight Funds are sometimes relocated from
into local traditions and values. It also one program in order to fund an event.
gives locals an understanding of how For instance, a program that may have
they (or their region) are perceived by social impact (e.g. a welfare program,
others. Events to reaffirm traditions can a program for disadvantaged youth,
also turn a simple event into something etc) may be axed or reduced and the
meaningful. funds redirected.

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Economic Impacts ■■ The location of the event - is it

easily accessible to the broader
When the economic impact of a major public? Does it have a high profile?
event is measured, it is usually in relation Is it appropriate to the event? Can
to how much money was spent in an it increase awareness of the area
area by visitors that would otherwise not e.g. does it have natural beauty?
have been spent (in that area) without Will the area attract return visitors
the staging of an event. This visitor- to the event?
spending refers to spending outside of
the event i.e. on accommodation, food ■■ The timing of the event: summer,
and so on, within the region. winter, during the week or on the
weekend, during school holidays or
The second factor considered is the not, coinciding with other events) etc.
amount of money spent by the event’s
organisers in staging the event. This ■■ The theme of the event (art, craft,
money is often spent outside of a local agriculture etc.)
community staging the event (bringing in
services, products etc. from outside the
region). To determine the true economic
impact of an event (to a particular
region) you must calculate how much
money has flowed into the area, and
how much money has flowed out of an
area – the difference between the two is
the net income to the region.

The economic impacts of events depend

on many factors including:

■■ The type of event (e.g. sporting

events tend to have a lower
economic advantage than say a
cultural or art event).
Positive economic impacts of events:
■■ The scale of the event (larger events
tend to attract people from outside ■■ People attending can bring money
a local community – this also brings to the local economy (staying in
new money into the area). local accommodation, buying food,
visiting local bars, clubs, hotels,
■■ The amount of people it attracts restaurants, renting cars, attending
(more people means more money). other local events, buying local arts
and crafts etc.).
■■ The type of people it attracts – do
they have a high or low disposable ■■ Creation of work opportunities
income? Are they likely to spend (i.e. more part-time or full-time
money in local businesses (other than work if regular events spread the
that spent for attending the event)? seasonality in a tourist region).
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■■ Improvement of local living Negative political impacts of events:

standards if work opportunities are
directly increased. ■■ Risk of failure

■■ New businesses and residents ■■ Propaganda opportunity for

attracted to an area (especially politicians or opponents
after mega events that showcase
a region). ■■ Reduced accountability

■■ Increased tax revenue. ■■ Corruption/misallocation or unwise

spending of funds
Negative economic impacts of events:
■■ Exploitation of local community
■■ Wear and tear on (and sometimes by politicians
loss of) amenities.
■■ Use of the event to drive
■■ Inflated prices (local businesses political agenda
increase costs).
■■ Use of the event to cover up
■■ Increased pressure on local underlying political agenda
resources.
■■ Use of the event to popularise
■■ Property speculation. unpopular political decisions

■■ Inability to attract attendees creates ■■ Lack of transparency

a financial burden on the area.
Environmental impacts
■■ Event cost (output) outweighs the
net input to the area. How we deal with environmental
impacts related to events depends on
Political Impacts the size of the event, the stakeholder’s
awareness of impact reduction methods
Positive political impacts of events: and the laws that govern environmental
impact. Mega-events for example
■■ Prestige if successful may have their environmental impact
measured to include the carbon
■■ Enhanced perception of the region footprint of the event. This may include
by those outside of the region information gathered such as: how
many people that attended the event
■■ Social cohesion had to use air travel or use cars to and
from the event? Other environmental
■■ Development of skills and experience impact considerations may include: how
much paper was used (flyers, napkins
■■ Investment opportunity etc.) how much potable water was used,
how much effluent is generated and
how is it dealt with? And so on. Studies
and assessments are conducted to
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measure this (for many mega events) TIMELINES

and environmental impact statements
are then produced. For a smaller Events are things that exist within a time
event the process may be almost frame. All events have a starting time and
non-existent or low level. However, a finishing time and when an event is first
event managers should always conceived, the starting time and duration
consider the environmental impact of are often the first things to be decided
all events – there are laws, even for upon. Once this part of the time line is
the smallest event, that cover this (in set, everything else needs to fit around it.
many countries).
The time available from the point of
Positive environmental impacts of events: conception up until the start of an event is
frequently a major constraint upon what
■■ Increased focus on a region or place can be achieved by the event planner.
and opportunity for greater funding
A timeline is the first thing (after a plan
■■ Preservation of heritage outlining the aims and objectives of
the event) that an event planner will
■■ New assets i.e. construction of formulate. A timeline helps the event
new facilities, buildings, sporting planner to determine exactly what
grounds etc. needs to be done, when it needs to be
done and by whom. It will be used as a
■■ New approaches to waste reference during the planning phase of
management the event – this allows the event planner
to keep track of time, to make sure things
Negative environmental impacts are running on time and to re-delegate
of events: tasks if things are behind time. Timelines
are discussed in more detail in chapter 2.
■■ Pollution (waste management)

■■ Noise, traffic congestion, damage to WHAT IS AN EVENT

fields and areas due to the impact of
parked cars
WORTH?
■■ Damage to environmental or Major events are very expensive.
physical resources Benefits can be tangible and intangible;
long-term and short-term. It is useful
■■ Loss of heritage to be able to put a monetary value on
benefits where possible, so that it is
■■ Inappropriate (to the area) building easier to understand what the relative
design, construction and location benefit is. That way we can judge if
an event is worth staging, and how
beneficial it is to stage it, or to not stage
it. We can judge who benefits from the
event and how. This process is called a
“cost-benefit analysis”.

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■■ Tangible costs may be economic:

they may include assets provided
for the event that can later benefit
the community, or they may be
the economic inputs by individuals
or corporations or government.
The tangible costs of an event are
obviously the costs involved, such
as paying wages, paying for tents,
marquees, vendors, food, hiring a
venue and so on. Whilst the gains
will be the profit made from the
event and perhaps even from future
business that arises due to the
event and the publicity around it.

So, cost-benefit may be measured in

an economic, environmental or social
sense – it is a rational (but sometimes
complex) approach to decision making.
Cost-benefit analysis usually tries to
place a monetary value on each of the
units that are part of the analysis – this
makes it easier to compare the total gain
(expected benefits) against the total cost.
It is important for the event manager to
not make these decisions solely based
on money. There are also other factors
Cost-benefit analysis measures to take into account. For example, let’s
the cost or benefit of an event say a health food company decides to
by comparing intangible and have a fundraising event. They run a
music festival, where lots of alcohol and
tangible expenses and income. drugs are consumed. This becomes a
big story in the media, and the name
■■ Intangible costs or gains may be of the health food company becomes
environmental or social: they may associated with the taking of drugs and
include non-economic inputs by alcohol. As a result the company begins
individuals, corporations, groups to lose business. Any event manager
or the community or government. must carefully consider the financial
For example, an intangible cost costs and benefits of an event, but also
may be traffic and noise pollution the other factors, such as bad and good
caused by an event. A gain might publicity. Bad publicity can obviously
be an increased awareness of have a major impact on a company’s
environmental issues, due to an future finances, whilst good publicity can
event designed to raise awareness also improve their profile and hopefully
of the environment. their finances.

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Decisions can then be made as to An example: to calculate a cost benefit

the viability of the project or event. ratio on, say, a medium-sized event:
Sometimes though, an event may not
have a direct or immediate financial The total costs associated with planning,
benefit, but it will still be run because implementing and staging a regional
organisers see a long term gain. For garden products show was $100,000.
example, increase in future tourism or a Total income from entrance fees and
social benefit to the community, or, for a sale of products was $300,000.
company, an increase in exposure which
may increase future business. 300,000/100,000 = $3 so the final
outcome was: a $3 dollar return for
When conducting a cost-benefit analysis every $1 spent.
therefore:

1. All costs or potential costs

associated with the project should
be identified and quantified. This
means you need to devise a list of all
quantifiable costs such as: materials,
wages, fees (licenses etc.) rent,
travel and so on. Also non-monetary
costs that may occur e.g. possible
impact on the environment (it is often
difficult to place a monetary value on
intangible costs or benefits).

2. Identify, record and quantify all the

anticipated benefits associated with
the project.

3. Take the costs away from the

benefits to determine if there is a
disparity between the two.

Cost Benefit Ratios

Burns, Hatch & Mules (1986) reported

on a survey of economic impacts of
Australia’s Formula 1 Grand Prix in
Adelaide. They found a cost-benefit ratio
of 1 to between 3.1 and 3.8 That is -
for every dollar spent, more than $3 of
value was returned.

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WHAT MAKES 2. Attention to detail – Great event

SOMEONE A GOOD managers need to take time to
consider the essential elements of
EVENT MANAGER? an event and focus on the minute
details to ensure that the event
Good event managers need to be able works well for their customers
to take a holistic approach to the job and or clients.
apply a certain level of knowledge and
skill across all of the following: 3. As with most things in life, with
events, it is often a case of Murphy’s
■■ Project management Law – what can go wrong, will
go wrong. So temperament is
■■ Budgeting and break-even analysis an essential factor in good event
management. Good event managers
■■ Time management will know that they need the ability
to stay calm under pressure, be
■■ Dealing with media (print, electronic reasonable and helpful and know
publishing, broadcast, social media) what to do to ensure that things do
not go wrong that often.
■■ Business planning
4. Event management is all about
■■ HR management people, so good people skills are
also important. It is essential for
■■ Marketing the good event manager to have
the skills to develop, understand
■■ Managing contingencies and maintain relationships with their
clients, staff, customers, vendors
■■ Networking and so on.

■■ Ethics 5. And finally, an essential attribute

is leadership. The good event
■■ Law manager must be able to lead and
manage people effectively. They
The International Institute of Event need to be able to motivate and
Management states that there are five encourage them to do the best
essential attributes for a great event they can.
manager. These are :

1. Good organisational skills - An

event manager is like a director
of a stage show. They need to
choreograph all the elements that
make an event successful. So good
organisational skills are important
for managing people, vendors,
schedules and anything else required
in the organisation of the event.
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CHAPTER 2 DEVELOPING
A CONCEPT AND PLANNING

Planning an event is a process that will typically move

through a logical sequence of stages. For example:
1. Start with a need

2. Determine expectations (Who is it being held for? What are the benefits?
Why is the event being held? Where and when will it be held?)

3. Settle on a concept (What form will the event take?)

4. Break down the event into components

5. Develop an implementation strategy

THE NEED the main planning commences. This

gives the event the greatest chance of
Events are usually not just run on a success; purposeless or aimless events
whim – events are held because of are less likely to be successful.
a pre-determined need. A need that
originates from a compelling thought, A wedding will require different food
such as the need to celebrate or and entertainment to an art exhibition
commemorate something, or perhaps or a sporting event; it may be held at a
to expose or promote something. different time of day to a sporting event,
Successful events have a well-defined and will have an entirely different list of
need or purpose determined before requirements to a sporting event.
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It may sound obvious but once a What – includes not only what the event
purpose or need is understood and is, but what resources are required and
clearly defined, the planner has a what the stakeholders’ expectations are.
template from which to formulate the Expectations to some degree influence
entire planning process and schedule. the amount of money required and it
can also influence the theme, duration
Some considerations that relate to need: and quality of the event.

■■ The time an event is held will vary Other considerations of ‘what’ are:
according to the type of event
■■ What will the participants do?
■■ The duration of events will vary (Further discussed in developing
concepts below.)
■■ Food requirements will vary
Where – refers to where the event
■■ Entertainment will vary will be held: the region, town/city,
building/place/space. Where an event
■■ The expectation of the participants is held affects the amount of resources
will vary required to stage the event it may also
have a bearing on how many people
■■ The expected outcomes of the will attend. A country event for example
stakeholders will vary may have fewer attendees if the area
does not offer accommodation (which
Knowing exactly what the event is must vary in price to suit the needs of a
celebrating or promoting will also range of attendees). It also means less
determine the inputs required such as access to public transport, so organised
materials, money and labour, and so on. transport (e.g. buses) may be required
or considered.

EXPECTATION Other considerations connected to

‘where’ are:
DETERMINATION
■■ Availability of venues in the chosen
You need to consider who, what, area
when, where and why; this will
require some research with a client ■■ Range of resources available within
and/or stakeholders, the public, venues
potential participants (in some cases),
and government organisations or ■■ Availability of parking
departments.
■■ Disability access
Once you have determined a need (as
above) it will also identify the ‘who’ and ■■ Local support
‘why’. This leaves you with the ‘what’,
‘where’ and ‘when’.

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When – most public events should

be staged to take advantage of local
features or to suit the season. For
example: an event staged in autumn to
take advantage of seasonal tree colour
may also attract a wider demographic
– people that would like to attend the
event but also to see the trees. Summer
weather may be more suited to some
events (those held outdoors), and
springtime may be more suited to others.

Other considerations connected to

‘when’:

■■ Does the event coincide with

other events? It may need to be
reconsidered unless is complements
the other event, or the other event
draws people that may also be
interested in your event.

■■ Does the event coincide with a

public holiday or school holidays?
This could attract more people. Is
this what you want? Do you want to
attract families? Or are you looking
to attract couples or younger people
without children? All this should
be considered as if you attract the
“wrong” type of visitors, this can
impact how successful the event is.

■■ Does the date of the event allow

sufficient planning time?

■■ If the event is a public event does

the date allow enough time to
attract sponsors and other potential
stakeholders? Does the date allow
enough time for publicity? There is
nothing worse than organising an
event only to find out that no one
knows about it as there has not
been enough time to inform them
of the upcoming event and attract
their interest.
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DEVELOPING CONCEPTS THE STAKEHOLDERS

An event is an experience for Stake holders are all the people,
participants and as Alvin Toffler organisations or institutions that
(American writer and futurist) said: have a “stake” in the event (i.e. will
“Event planners are experiential be affected in some way or another).
engineers”. When you have considered This may include individuals, families,
what will happen at an event you organisations (public and private), states
need to ‘choreograph’ the hypothetical and regions, and sometimes even
participant. Anticipate and plan where countries. Stakeholders will feel the
they will be and what they will be doing, impact of the event differently, some in a
at every point in time, from when they positive way; others in a negative way.
arrive, until the time they leave.
In identifying stakeholders and their
When you make these considerations importance to the event you need to
it is more likely that you will be able to consider what influence they will have
employ creative elements within the on the outcome:
event that allows it to stand apart from
others. Other considerations when First level stakeholders are those
developing concepts: funding the event, the event host/owner,
the event organisers, participants/
■■ Concepts (theme or format) should attendees/visitors and/or customers.
reflect the key aims of the event and They may also include local government
take into consideration the needs of and the local community.
the participants/audience and the
expectations of the stakeholders. Secondary stakeholders may include:
contractors and trades people, suppliers,
■■ Concepts should be cohesive, stand-holders, entertainers, cleaners,
realistic and operationally practical and so on.
– taking into account the budget,
resources, participants and Things to consider about stakeholders:
stakeholders.
■■ Key stakeholders should be given
■■ Analysis is important part of timely, accurate, analysed and
formulating a concept; it should complete information relating to the
pinpoint the key overall logistical concept and theme of the event
needs of the concept. before implementation. This may
include the Local Government
Authority as well as those funding
the event. Enough time needs to be
given for stakeholders to consider
the concept – there may be public
consultation, for example, which can
take time.

■■ Stakeholders need to approve

concepts prior to implementation.
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PLANNING PROCESSES and determine the planning parameters

of the event.
Event planning is akin to project
planning – an event could be considered Planning Parameters
as a project: the same problems occur in
events as they do in most other projects Correct planning involves a number
– strategies therefore are also similar. of activities which have to be carefully
thought out before an event can be
A project or event plan can be described staged. These include:
as a road map which shows the route
for completing specific objectives, (and ■■ Working out the necessary resource
alternative ways) from start to finish. requirements
When you first start to plan an event
all the relevant aspects associated with ■■ Defining each task’s objectives
the event, from conception to end, may
not always be totally clear. A planning ■■ Determining a set of performance
process or strategy helps to clarify measures to evaluate progress
and identify the needs associated with
an event. As discussed previously - the main
event parameters need to be defined
Once the staging of an event has been beforehand, in order to complete these
considered and decisions to proceed activities. This involves:
have been made, it is time to formulate
and implement a planning strategy. ■■ Quality planning
This framework or plan is essential for
implementing a project. It ensures that ■■ Time planning
what is needed is accounted for, and
that the correct steps are taken. The key ■■ Expense planning
approach to event planning is to identify

Mission Objectives

Strategies
The Planning
Hierarchy
Tactics

Operations

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Planning Quality task is listed as a specific activity which

must be done in order to stage the event.
To plan the quality of an event is to
refine those tasks broadly defined
during the event formulation phase
discussed earlier.

Part of the quality planning is to prioritise

the order of tasks into a sequence
which best fits the event’s progress.
It is important to remember that the
quality dimension is the crucial linchpin
between resources required and the
time/cost dimension. Quality planning
outlines the standards of performance
expected by the stakeholders, and
provides a useful guide for monitoring
progress.

Key quality planning elements are:

Tasks can be prioritised according to
■■ Determining the quality and types how essential they are. Categories
of resources needed (human of essentiality include “essential”, “not
and material) so essential”, “non-essential” and
“not necessary”. This does not mean
■■ Setting the performance that tasks which fall within the last
standards desired ‘not necessary’ category are in fact
unnecessary. Rather that if the budget,
■■ Verifying output quality time or other unpredictable constraints
occur and the strategy framework
The latter two elements (performance needs to be changed, then these tasks
standards and the verification of output can be left out altogether, without any
quality) are monitored by comparing the lasting disruption to the project. For
actual progress of the project during example, perhaps you decide that
the implementation phase, with the you would like some balloons let off
planned progress as defined by the at the end of an event. However, the
event schedule or the event’s strategy organisation of the balloons becomes
framework. difficult and costly, and as it is under
the “not necessary” category, you may
Developing a Strategy decide not to bother with balloons. But
Framework if you were running an event to promote
balloons and balloons sellers, then
A strategy framework breaks down into this final release of balloons would most
tasks, and reduces the possibility of probably be “essential”. It is for the
overlooking essential objectives or sub- event manager, and those involved, to
objectives which must be completed decide what is essential and what isn’t.
during the event’s planning cycle. Each This can be easier said than done. An
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event manager may be organising an Useful questions to ask at this stage

event where there will be hundreds of include:
vendors, bands, stalls and so on. They
may all have different requirements, ■■ What is the overall goal to be
different things they consider important. accomplished?
At the end of the day, the event
manager must be sure of the focus ■■ What has to be done to meet
of the event and ensure that what is this goal?
consider essential or not essential is
based on that focus. If the focus is to ■■ How can it be done?
promote the sales of balloons, then that
is the focus. Planning Time

A Strategy Framework should broadly Another critical planning parameter

incorporate the following qualities: is the time limit set for each task
so that the event can be staged at
■■ The goal and sub-objectives of the correct time and for the correct
each task. duration. When planning for time, the
following considerations must be taken
■■ General resource commitments. into account:

■■ A general layout of planned ■■ The duration or time that should be

schedules. spent on each step

A more detailed breakdown of the task ■■ The earliest time when a task
schedules and requirements is often should start
necessary when planning quality.
This is accomplished by an Event ■■ The latest time when a task
Breakdown Structure. should start.

Developing an Event However, it can be difficult to finalise

Breakdown Structure a specific time period for each task.
Some approaches include reviewing the
An event breakdown-structure is an time periods required for other events
analysis of the tasks listed in the of a similar nature and considering their
Strategy Framework. Each task is breakdowns. Or simply by “guesstimating”
broken down into sub-tasks and all the (guessing an estimate for start and
relevant activities identified. An event completion dates for each task or stage).
breakdown-structure therefore goes
further than the Strategy Framework, A practical method of planning for
by detailing the process required to time visually is by charts. Two ways to
complete each task of the project. In display planned task times or the event
particular, the Project Breakdown- schedule are:
Structure identifies the necessary
resources and standards, or output ■■ The Gantt Chart
quality, to be fulfilled.
■■ The PERT Chart

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The Gantt Chart

A simple Gantt Chart might sometimes be called a Project Timeline.

This chart projects where tasks are largely independent of each other. It shows the
tasks in a horizontal bar chart format which is a line representation of the activities
which must be completed during a project’s lifespan. A Gantt Chart is created by the
following steps:

1. Listing the tasks required to 4. Where task dates can be flexible,

complete a project. drawing a dotted line to show the
leeway for start and end dates.
2. Estimating the time needed for
each task. Gantt Charts are useful for simple
projects when tasks are not interlinked.
3. Creating a table with the lifespan of They show not only the sequence of
the project displayed (horizontal), activities but when each is scheduled to
and the list of tasks in order of take place.
priority (vertical).Drawing a line for
each task starting at the planned
beginning date and ending with the
expected completion date.

More complex and interdependent activities are better displayed by a PERT chart.

A typical Gantt Chart looks like this:

Gantt Chart

Task List 3rd August 10th August 17th August 24th August

Select Site

Determine Resources

Council Approval

Arrange Finance

How Detailed Should a Gantt Chart be?

This depends upon how much scheduling detail is appropriate for the project. For short
term projects, only lasting a matter of weeks, you may need to detail things that are
done on certain days or over a period of just a couple of days. For projects that last
years, you may only need to indicate the week or month when something is to happen.
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The PERT Chart 3. Linking the activities by non-

activity lines
PERT stands for Program Evaluation and
Review Technique; and the PERT chart 4. Numbering each task in order of
is represented by three key features: priority.

1. Events, or the launch and end dates 5. Drawing separate paths for
of each activity. steps that are undertaken at the
same time.
2. Activities or the tasks.
6. Remembering that the length of the
3. Non-activities or interdependent line arrow joining activities indicates
events where no activity is required. the time required.

Events and Activities are therefore the A critical path can be included to show
actions (or tasks) of a project, while non- the essential steps required in order of
activities symbolise “non-actions”, and priority.
link dependencies between two actions.
A critical path is calculated by:
As with Gantt Charts, the dotted lines
represent the slack time or extra time 1. Establishing the sequence of tasks
that can be afforded to complete a that best fits the time and money
particular task. constraints.

A PERT chart is created by the following 2. Identifying tasks that are most
steps: critical for the completion of each
stage of the project.
1. Listing the steps required to
complete the project. A critical path is useful in the case of
limited time or scarce resources.
2. Estimating the time required for
each step.

A Pert Chart will look like this:

Arrange Book
Finance Venue

Consult
Start project
stakeholders
Train Staff

Hire staff

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Be Aware An estimate of a project’s costs should

consider:
■■ Resist at all costs any pressure
to use optimistic estimates when ■■ The knowledge, expertise, or
establishing a schedule. skills that are required (the greater
the expertise, the higher the
■■ Most event or project managers probable cost).
are going to be pressured to
shorten schedules, right from the ■■ The types and amounts of
planning stage. specific materials, supplies and
facilities needed.
■■ An event manager’s best way of
reducing pressure later in a project These costs can be displayed in a
is to ensure that the schedule is budget work sheet.
very well documented. It should
compel the client/stakeholders to Delegating Responsibilities
accept time estimates as being
realistic right from the start. Project personnel should hold clearly
assigned responsibilities within the
■■ No schedule is perfect; expect event schedule.
delays, and ensure the client/
stakeholders, the contractors and If considering the nature of such
workers understand that some responsibilities, useful questions to
delays are normal. ask are:

■■ Your estimate of time should be ■■ What kind of knowledge or expertise

based upon a best case/ worst case is required for each task?
scenario.
■■ Who best suits the demands of
Planning Expenses the task?

The costs of resources such as Planning Logistics

supplies, materials and wages must be
accounted for. Planning costs should not The when, where and how of things for
stop once the project is launched, but example: how will things be done and
should continue throughout an event’s where and when will things be supplied?
lifespan. This is in order to keep track
of expenses, and avoid over spending. Every participant in an event has
Estimating an event’s costs however, is potential for experiencing all of
not easy, as many unexpected costs can the following:
be incurred during a project cycle.
■■ Anticipation
To calculate a budget, cost estimates
should involve the items listed in the ■■ Arrival
Project Breakdown-Structure, which
typically includes labour costs, travel ■■ Atmosphere
costs, and administrative costs.
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■■ Appetite (for all the senses not

Arrival – make arrival easy: travel
just food)
information, transport, signage/
directions, parking, entrances, meeting,
■■ Activity
greeting and welcoming packages
should all be straightforward. Of equal
■■ Departure
importance is the aspect of shelter,
queues and toilets. How queues are
■■ Reflection
dealt with is an crucial issue. A huge
queue may be off-putting and some
The event planner should plan for a people may choose to leave rather than
great experience with respect to each wait to get into an event. If they then
one of these aspects: have to wait in yet more queues inside
(for toilets or to buy food or drinks or
Anticipation – before the event, they attend particular smaller organised
anticipate the experience they are events) it can lead to a frustrating time
going to have. Some may have realistic for the visitor.
expectations and some unrealistic. The
way an event is presented beforehand Atmosphere – the atmosphere is about
can have a huge impact. Raising how much fun or enjoyable or interesting
unrealistic expectations can be an easy an event is. What type of atmosphere you
way of promoting an event, and getting are aiming for will depend on the type
people to attend; but it can create huge of event. If you are planning something
problems later on and lead to early intellectual and/or academic, then it
departures, negative memories and should be interesting, informative, quieter
may lose (you) business as an event and more subtle. Whilst a music event
manager for future events. Word of would aim for a relaxed atmosphere with
mouth cannot be underestimated! friendly people and staff. The people who
attend an event obviously impact on the
atmosphere, but the atmosphere can also
be affected by other factors. The physical
environment can definitely have an
impact. If it is too cold, too hot, dry, wet,
windy, too exposed to the sun, dirty or
clean – all of these can potentially affect
how much the visitors enjoy the festival,
and that will impact on the atmosphere.
If you have lots of visitors moaning about
how cold and dirty the event is, this will
affect other people there who hear them
and can affect the atmosphere.

The venue itself can also affect the

atmosphere. Is it easy to reach? Easy to
find your way around? Good signage?
Is it clean? Well landscaped? Well
organised? Has it got good information
for visitors?
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Appetite (for all the senses not just at a science fiction convention. Heavy
food) – The sight, sound, smell, taste, rock music may not be appropriate at
touch of an event all impact on how the opening of an art gallery showing
much the visitors enjoy the event. This Renaissance art.
again can affect the atmosphere, and
affect future attendance at such an Consider all the senses and what you
event It depends on the attendees, what think your visitors and stakeholders are
they are looking for. What style of event? looking for.
What style of food? Who they are? What
do they like? What can they afford?
Have you considered mood music?

Think of the senses:

Smell – supermarkets will pipe smells

of fresh bread from their bakery around
the store, to make people feel hungry.
When people are hungry, they are more
likely to purchase more. Events can try
the same thing, piping smells of food
they offer, cakes they offer and so on.
Obviously this is difficult in an outdoor
event, but smells of food cooking,
barbecues and so on can have the same
effect. A complementary health event
may have essential oils wafting around,
calming and relaxing visitors.

Sight – the venue and the show should

look good. People do not want to see
a shabby tent in a field. They expect
more, particularly when they have paid
money to attend. Presentation obviously
affects how people view and remember
an event. And remember that many
people post their photographs now on
social media, which can be seen by Activity – anyone who attends an event
many thousands of people. If something wants to enjoy it and get something
doesn’t look too good, who knows how from it, whether it be a fun day, a new
many people will see it, potentially bit of knowledge or whatever they came
influencing them to not come to the for. So any event should aim to be a
event next time. collectable experience. A collectable
experience is any experience that is
Hearing – we mentioned mood music. unique, interesting, novel or unusual.
We have to consider the type of event The event should be more interesting to
we are offering and what is appropriate. the visitor than sitting watching TV on a
Classical music may not be appropriate Saturday afternoon.
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An example taken from a few years ago Departure – at some events it may
was when snow was predicted on New be appropriate to appoint someone to
Year’s Eve in New York. Spectators conduct a formal departure (such as
were getting worried about attending, hand shaking or thanking people for
so the organisers changed the focus attending the event; the reverse of the
and started talking about ‘the first time ‘meet and greet’ concept upon arrival).
that it had snowed on New Year’s Eve At other events it may be a broadcast
for years’. They made it a collectable message of thanks to all attendees via
experience, something rare and unusual an MC or similar. Sometimes, for later
for the spectators. People still attended. events, the lights may be turned on and
a bell might be sounded if there is a
It should be something that stands out bar about to be shut. Then staff should
in their memory as a unique experience. politely encourage visitors to leave. The
Even if they go to the event annually, departure should also be well-organised
the event manager should aim to make and as painless as possible. If lots of
each year slightly different from the parked cars are involved, staff may be
previous one, to retain visitor interest. required to organise the departure of the
Any visitor may have a participating vehicles in an orderly manner.
experience or a spectator experience.
A participating experience is obviously Reflection – as we said, any event
when the visitor takes part in the event should give the visitor a collectable
in some way. For example, if they attend experience. We may encourage them
a team-building event, they may have to to remember the event in other ways.
take part in role-plays and exercises to They may be able to purchase things at
learn team-building. Another example the event, but some organisers will offer
is interactive theatre. A theatre group free gifts, merchandise and so on for
may set up a play where children are people to take away with them. Or an
encouraged to get involved, take on event organiser may send them a free
roles, join in, rather than simply sit gift or letter a few days later to remind
and watch. A spectator experience is them of the event and (hopefully) what
when the person attends and observes a wonderful time they had. Attendees
the event in some way, such as a should leave feeling as though they
music festival, lecture on the arts or have had a great experience and/
history and so on. So how the event is or a wonderful time. They must feel
organised will vary according to whether enthusiastic about their experience
visitors are expecting to be involved and - something they want to talk about
participate, or whether they are simply for days. It is not just about the gifts
expected to watch. and merchandise, it is about ensuring
that they have had a really great time,
whatever type of event it was.

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CHAPTER 3 ORGANISING
THE RESOURCES REQUIRED

Events need a location, resources and services to use at the

location, and people to work at organising and running the event.
Any or all of these things may be donated or bought or done
voluntarily. Most events operate within a budget i.e. a certain
amount of money to allocate to these various elements. However
if finances are limited, spending needs to be carefully controlled,
or creative solutions need to be found to reduce demand on the
available funds.

LOCATION a particular event, they may not be

happy if suddenly it is in Wales. When
All events need a location or venue, events occur regularly, people come
but choosing the right one depends on to expect that they will take place at a
the type of event. Most events usually certain venue or in a certain city/town.
(but not always) have a predetermined Saying that, events may be organised
general location or area in which the throughout the country. For example,
stakeholders prefer to run the event. For in the UK, events are organised
example the Melbourne International throughout the year by a charity raising
Flowers and Garden Show will always funds for cancer. The Race For Life
be held in Melbourne – but the venue takes place over weekends in different
location within Melbourne itself may towns and cities, so people can attend
change from time to time. So for every a location that suits them. Sometimes
event it is a matter then of choosing people will want to attend events that
the right (or best) location within the are convenient to them, other times they
predetermined area or region. The will be willing to travel to a well-known
Chelsea Flower Show in the UK is event, such as the Chelsea Flower
always held in Chelsea. If people Show or Melbourne Flower Show.
are expecting to go to London for
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■■ Legal – for example, noise control

Choosing what is right depends on more
may prevent a concert being held
than one factor though:
near a residential area, local parking
restrictions may also become an
■■ Cost – your client or the
impediment
stakeholders may want an amazing
venue, but not have the funds to
secure it. ■■ Associated costs – hire charges
for the site and service charges for
■■ Capacity - the venue may not things like cleaning, parking etc,
be able to hold the number of will vary from site to site. Costs can
anticipated attendees. increase dramatically by something
as simple as poor access.
■■ Facilities - it may not have all the
facilities needed – e.g. kitchens, ■■ Style – sites need to be attractive
toilets etc. and appropriate, to the target market
or the client (e.g. age demographic,
■■ Access – it may not have access for formal or informal, conservative or
vehicles (delivery vans, buses etc.) radical, themed, etc.)
and, importantly, it may not have
access for the disabled. ■■ Attendance capacity – the site’s
ability to cope with anticipated (or
■■ Availability – it may be booked for unanticipated) attendee activity,
another event already. attendee numbers, etc.

So in order to choose the best site, you ■■ Uniqueness – think outside of the
need to progress through a series of box; uniqueness is something that
logical steps: can give an edge to most events
from a children’s party, to trade show
1. Establish the criteria you want filled. or landmark sporting event. Unique
venues are a sure way of making
2. Prioritise criteria – some things events stand out. When uniqueness
cannot be compromised, others can. is appropriate, it can make an event
both more attractive and more
3. Make a list of possible sites. memorable to visitors/participants.
This may result in more people
4. Choose the site that most meets the attending, and more going away with
criteria, and lock in the dates. very positive memories of the event.

An expansion of the criteria that you ■■ User friendliness – see below

need to consider:
What Makes A Site User-
■■ Site availability – Is it available Friendly?
when you want it, if not, how easy
is it for you to change your dates? ■■ Good safe access – wide paths with
Don’t forget you need lead and exit non-slip surfaces, broad steps with
time before and after an event, to set sturdy handrails, good and plentiful
up, and then dismantle and clean disabled access
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■■ Good lighting – is effective and well ORGANISING PHYSICAL

positioned so the area is well lit
RESOURCES AND
■■ Comfortable seating – sufficient SERVICES
seating and well-located whether
outdoor or indoor Physical Resources

■■ Protection from the elements – wind, All events are unique. The resources
glare and heat, UV radiation, rain required may overlap from one event
to another but there will always be
■■ Pleasant scents – fragrant herbs requirements that are unique to an event
and scented flowers – you need to identify what resources
are needed and plan the ways in which
■■ Attractive colours you will procure and manage them.

■■ Pleasant outlook Physical resources include: furniture,

sound system, decoration, partitions,
■■ Interesting features – garden traffic control barriers, electricity,
ornaments, landscaped beds, ponds computers, office equipment and
and other water features, interesting facilities, toilets, catering facilities, waste
plants removal etc. Some of these resources
may be hired, others may be available
■■ Provision for both formal and on-site.
informal activity

■■ Storage

■■ If children are involved, you may

wish to offer stations for lost
children, identity bracelets and so
on, to offer security to parents.

■■ It is important to check local

regulations, by-laws, laws and
insurance requirements when
arranging any event, to ensure that
you are complying with them, and
following required guidelines.

Careful site inspections are important in

the resource identification process – for
example will the kitchens be big enough
or have the right equipment to cater for
the size of the event? If you are using
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■■ Create a contingency plan that has

freelance or contracted caterers, you
alternative arrangements should
may need to ask them to check that
some of the physical resources not
the facilities are suitable. If vendors
be delivered, or not be delivered as
are bringing in their own equipment, for
expected or ordered.
example, if they have their own caravan,
marquee etc, then you will need to
■■ Keep precise records of what was
confirm what electricity and gas supply
ordered and what was supplied. You
requirements they may have.
need to keep track of all resources
as well as rapidly identify problems
Things to consider when managing
of incorrect supply and negotiate for
resources:
reparation if required. If there are
problems – act quickly.
■■ Do a cost estimate of the physical
resources required.
■■ Make sure resource use is efficient
and as planned – keep tabs on
■■ Make sure that the budget for the
what is being used and by whom
event covers the physical resource
and for what purpose. This way you
requirements. If not, then you must
keep control of costs; it also means
allocate more funds, or if funds are
that resources are not allocated
limited look at alternatives that will
incorrectly or wasted.
fit within the budget. Negotiate the
best prices with your suppliers in
■■ To manage resources effectively
order to meet budgetary constraints.
requires constant communication
with the team you have working
■■ Look at past resource requirements
with you; observation, oral and
for other events, if possible, to
written communication and progress
help identify what is needed. The
meetings all help to ensure proper
physical resources you allocate
management.
must meet the needs of the event.

■■ Keep up to date - what are the Human Resources

current trends in the type of physical
resources used in events? An event manager must analyse the skill
sets of the human resources required
■■ Do the resources you decide to run an event. The manager will need
on meet the expectations of the to determine the skills required by staff
stakeholders/client; do they meet in a variety of different roles, such as
legal and safety requirements? catering, crowd control, organisation
of acts, cleaning and so on. They will
■■ Communicate with your suppliers also need to be aware of the available
to ensure that all is going to plan labour. This may include existing staff,
and that resources will be delivered volunteers, temporary staff etc. They
on time. Also that they are of the will also need to be aware of the cost
expected quality and quantity. Make of the human resources. Existing staff
sure that the suppliers you choose may be taking part in the event as part
can meet continuity of supply. of their usual salary, but also include any
overtime payments you may include.
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Temporary staff will require payment. ■■ Identify the amount of available

Volunteers may also require some human resources
payment, such as travel expenses, meal
costs and so on. All of this should be ■■ Identify the required human resources
taken into account. If you offer free meals
for volunteers and you have one hundred ■■ Identify the gap between the two i.e.
volunteers, this could be a significant the amount of people needed to run
cost, so should be budgeted in. the event efficiently

An analysis will: ■■ Determine how many people need

to be employed to fill the gap
■■ Identify what skill sets are needed
■■ Analyse the overall labour cost
■■ Identify what skill sets exist (existing
staff and volunteers) ■■ Match the labour cost with the event
management plan and budget
■■ Identify a gap between the two
■■ Make sure that the labour cost
identified is covered in the budget

Formulating a List of Tasks

A task list and breakdown of what is required for each task can help you to determine
what you will need in the way of human resources. For example:

Date Task Task Completion Resources Task Review

Manager Date Needed

1.03.13 Send out Marketing 8.03.13 2 staff 9.03.13

event Officer
programs Envelopes Task completed
and stamps

8 hours

15.03.13 Organise Resource 21.03.13 1 staff 22.03.12

furniture and Manager
equipment Phone and Equipment
computer organised on
schedule
Access to
budget figures Supplier
changed due
1 week to excessive
prices.

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FINANCIAL RESOURCES have celebrities from scifi series, writers

and so on at the events. The celebrities
Events need money to succeed – either and writers may charge for signing
through direct access to funds (e.g. an autographs, books etc.
event that is funded entirely by a single
organisation/individual) or the ability to Other things that increase financial
procure funds. Without funding there resources or income include:
cannot be an event.
■■ Gate takings
Public events need sponsors i.e. local,
state or federal government, corporate ■■ Raffles
sponsors or special interest groups (e.g.
arts council for an arts event), private ■■ Sales
sponsors and vendors (if applicable)
Vendors can be financially useful as they ■■ Donations
pay for space at an event i.e. food vans,
stalls and so on. These associations ■■ Programmes
with event sponsors and stakeholders
are referred to as ‘partnerships’. ■■ Parking
An event manager must be able to
communicate effectively to ensure that ■■ Catering
these partnerships remain strong, as
they are important in most public events. ■■ Advertising at or prior to the event
Without these partnerships public events (including advertising for sponsors or
would be impossible to run. other stakeholders). Advertising may
be billboards, adverts on the event
Not all sponsorships come free of charge website, adverts in the programmes,
though. Some sponsors may have a even adverts on disposable coffee
high public profile (it could be a business cups, plastic bags and so on.
or an individual) so they may ‘sell’ There are many opportunities for
their profile to the event for a fee and advertising at an event.
their ‘sponsorship’ may trigger greater
public interest in the event resulting in Budgeted expenses can include:
increased attendance. Sponsorships
such as this are of course allocated as ■■ Salaries and wages
an expense in the event’s budget, even
though it will increase takings overall. ■■ Venue hire/site costs

For example, a famous celebrity may ■■ Equipment hire

say they are coming to the event to
attract attention. A Formula 1 driver may ■■ Program costs
attend a car show; or a TV presenter
such as Top Gear’s Jeremy Clarkson ■■ Production costs
may attend a car show. They will usually
increase public interest and therefore ■■ Marketing costs
increase attendance. Science fiction
and comic fairs, such as Comicon often ■■ Administration costs

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MANAGING FINANCIAL ■■ Understand how to keep appropriate

records – this may be outsourced
RESOURCES to an accountant or qualified
bookkeeper. Have clear and concise
records of all the financial transactions
Once you have the financial resources
made during the event (income and
in place to run an event, you will need
expenditure) so they can be easily
to manage them carefully. A budget is
compared to the budget. You will
the first thing to be formulated once the
need to report to the stakeholders
event was given the go-ahead. You will
after the event and show that
have already identified the resources
finances were managed responsibly.
you need; a budget will help identify the
costs associated with all these inputs.
■■ Keep revising the budget as income
Budgets are not static though – it must
flows in and expenditure flows out;
be constantly reviewed throughout the
formulate a ‘cash flow’ statement
life of the event. Revise if necessary.
that shows when money is due in
and when expenses are due for
To be a good financial manager you
payment. Revise this as money
need to be:
moves in and out; this enables you
to see how much cash is available at
1. Judicious: make sensible, reasonable
any given time to meet your debts.
and wise decisions and be discreet.
■■ Make sure you receive income (from
2. Accurate: keep accurate records and
all the sources) as it falls due. If
make accurate predictions.
income isn’t received when due, and
expected, chase it up immediately.
3. Comprehensive: cover all aspects of
financial management diligently and
■■ Pay your expenses on time.
uncover all opportunities that may
Formulate a payment schedule to
generate extra income.
show precisely when payments are
due and when they are paid.
Here are some rules to remember:

■■ A budget is central to efficient and ■■ Plan your cash management

responsible financial management. strategy for the event – you may
A ‘balanced budget’ is when need a cash register and a cash
outgoings are the same as income. float. You may also need a safe
A surplus means that you will have (for larger amounts). Balance cash
greater income than expenses. registers daily (prevents pilfering).
A budget deficit is when your Bank money daily and make sure
outgoings exceed your income and banking is never done by a single
a deficit can be disastrous to the individual (for safety reasons).
success of the event.

■■ Don’t spend more money than you

have however great the temptation.

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MARKETING
RESOURCES

Events need to be marketed in order to

attract as many people as possible to
the event. They may also need to be
marketed to attract sponsors and other
stakeholders. The resources required
for marketing an event can be simple
i.e. advertising, brochures, signage, free
publicity on the radio or TV, promotions
on social media and so on. However
the actual marketing of an event is more
complex and this is discussed in detail in
chapter 5.

OUTSOURCING
RESOURCE
REQUIREMENTS Outsourcing may include:

Event management means managing ■■ The event itself (to a business that
all aspects of an event: the planning, specialises in event management)
the execution and the aftermath. Events
range in size and scope, and a small ■■ Labour
event may be easily managed by an
individual or a team. However for ■■ Accounting
larger events sometimes it is prudent
to outsource some of the event’s ■■ Marketing
requirements to outside professionals.
■■ People management
Outsourcing means that certain
business aspects of the event are ■■ Traffic management
conducted by people outside of the
event - contractors or other experienced ■■ Catering
professionals. For larger events for
example, equipment hire may be ■■ Equipment hire
outsourced to skilled negotiators who
can procure equipment at the best ■■ Communication
price. Agents may be used to hire
celebrities. A security company may be ■■ Celebrity hire
used for people and traffic management
and so on. ■■ Safety and risk assessment
requirements

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CHAPTER 4 CATERING: FOOD AND DRINK

DETERMINING FOOD AND BEVERAGE NEEDS

The planning of food and drink at an event is an important process;
the event’s success can rise or fall on the catering. In a worst case
scenario, imagine what publicity you would receive if the majority of
your visitors were left with food poisoning! So managing food and
beverage provision successfully is definitely important.

In choosing catering and food to suit the ■■ Will the food be hot or cold or a mix?
event, consider the following:
■■ What type of catering is appropriate
■■ Understand who the guests are and to the event? Is it outdoor or
then cater for their preferences and indoor, stand-up or sit-down? Or a
needs. combination?

■■ Choose a menu that suits the ■■ Will you use?

event, the venue, and the time-
frame of the event. If time is short, ◆◆ on-site sales (vendors)
a sit-down four-course meal may
not be appropriate; finger food or ◆◆ on-site inclusive/free
sandwiches may save time. For a
sit down (plated) meal you should ◆◆ self-catering
allow 1 ½ - 2 hours, a buffet 1
hour, cocktail style stand-up meals ◆◆ off-site (go to restaurant at lunch)
(passed food) are usually around 1
hour but sometimes longer. ◆◆ fast food

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■■ Are all guests eating from the same

◆◆ sit down
menu? For example are children or
VIPs catered for differently?
◆◆ cocktail style

■■ Consider special dietary needs –

◆◆ a full meal
vegetarian or other food restrictions,
allergies, religious requirements etc.
◆◆ a la carte or set menu

■■ Consider presentation – food must

◆◆ snacks
look appetising as well as taste
good

■■ Confirm the menu early on in the

event’s planning – that way you
will know exactly how much it will
cost and what will be provided.
Most caterers require the menu
to be planned about 3-4 weeks in
advance of the event. Make sure
you have the guest numbers at this
stage. There will always be some
contingency allowed so make sure
you understand exactly what that is
(it can range from between 2-4%).

■■ What sort of drinks will be offered? Types of service

Alcohol (this will need a license),
water, hot beverages etc.? ■■ Silver service

■■ Choose caterers that are very ■■ Waited tables

flexible as to what they will/
can provide. ■■ Buffet

■■ What type of food service suits ■■ Plated buffet

the event? See below for types of
services usually offered. ■■ Action station (exhibition cooking)

■■ In choosing a menu, consider ■■ Cafeteria service

seasonality and consider including
regional produce. Consider offering ■■ French cart service where food
a range of alternatives on the menu has its final preparation next to the
if it suits the event. diners already seated at the table

■■ When are the guests eating? ■■ Food stations

Breakfast, lunch, dinner, or in
between – cater to suit. ■■ Vendors (food vans etc.)

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CHOOSING A CATERER ■■ Ask the caterer for a tasting – this

will enable you to check that they are
Choosing a caterer may be more providing quality food that is tasty
important than choosing the food! and well-presented, and that will suit
Here are some tips you can use when the event you are catering for. Make
choosing a caterer: sure that they are able and willing to
cater for special food requirements
■■ Ask for references and check them such as vegetarian food and diets
rigorously! And use references from associated with various religions.
other event organisers to verify
suitability. The caterer must be ■■ Determine what the caterer is
able to provide evidence of past actually providing i.e. what their
successes – recommendations are range of service is for the budget
very important in choosing the right you have allocated. Will it be on-site
team to cater for an event. service, will it be cooked off-site and
delivered for you to organise, will it
■■ Check to see if they are available be cooked off-site for them to deliver
when required – it is no use wasting and offer service?
time on any further contact if the
caterer you want is not available at ■■ Does the caterer offer the type
the required time – move onto the of service you are after? Is their
next one on your list. Get your final presentation what you are looking for
list down to about three. e.g. what are they serving their food
on? Does it meet your expectations?
■■ Make a list of questions that you Will differing service-ware levels
have on-hand at your first meeting cost more or less? Do they offer a
with your prospective caterers. full range of service-ware including
table cloths and napkins, table
■■ Find out who is the boss – you must arrangements, cutlery and so on?
have a contact point in case things What exactly is included? Does their
fail to go to plan or other catering catering staff have the appropriate
problems arise. dress codes in order to meet the
event’s requirements?
■■ What is their ‘meet and greet’
response to you like? Are they friendly ■■ How many staff will be offered on-
and accommodating or off-hand and hand on the day and will this meet
dismissive? Were your questions the demands of the event?
or pre-meeting contacts with them
answered promptly and openly? You ■■ Is the quote you received inclusive
need caterers that can be relied on of all costs including taxes? It is
to deliver on time. If their proposals often a common practice these days
come to you after your closing date, to quote pre-tax (you don’t want
they may not be the best choice. to get a surprise after the event)
If the caterer you chose has not
■■ Are the caterers you are considering included GST or VAT for example It
familiar with your type of event could significantly add to the cost of
and venue? the event.
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■■ Compare several caterers before

making a final choice.

■■ Make sure that they have a

current food handler’s license (or
similar) and any other appropriate
licences for their hygiene and
safety practices. Are they insured?
Make sure that copies of all these
certification requirements come as
part of their package, when they
respond with a quote.

■■ Make sure what they offer matches

your requirements.

■■ Don’t choose a caterer you do not

feel comfortable with.

■■ Once you have chosen a caterer

go through the service contract
carefully and thoroughly before
signing off on it.

■■ Follow-up with your caterer a week

before the event and again the
day before – it is better to be over
cautious then caught out at the
last minute!

■■ And a final tip – try the food or drink

yourself! Watch out for gimmicks!
A firm recently changed their logo
to include the colour purple. They
arranged an event that included
purple tablecloths, crockery,
napkins and so on. The caterer also
recommended they tried purple
sugar. It looked good, but when
people put it into their tea or coffee,
the sugar turned them an odd purple
colour and actually put people off
drinking the tea/coffee. What will they
remember about that event now?
This could easily have been avoided
if they had tested the sugar first.

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OTHER CATERING precision in food service and production;

CONSIDERATIONS even a simple BBQ or spit roast takes a
lot of care and planning, plus adequate
cold storage facilities to ensure that your
Outdoor Events guests do not fall foul of contaminated
food. This is the quickest way to lose
Outdoor events are casual and popular business as an event organiser!
for a range of occasions – outdoor
weddings are increasingly popular. Consider the following:
Other outdoor events include exhibitions,
sporting events, trade shows, farm field ■■ Use a professional catering service –
days, corporate picnics, and so on. they will have the equipment needed
Catering for these types of events is to keep food hot (or cold). The risk
often outsourced to a range of vendors of salmonella poisoning is at its
for public events or to a caterer for a greatest if food is not stored correctly
private event such as a wedding or a in ambient temperatures or in hot air.
corporate occasion.
■■ Make sure that there are enough
Outdoor events can be a huge success staff to serve food – don’t let people
(as long as the weather holds). Outdoor wait in lines for too long; have more
events such as weddings should always than one table if food is to be served
have an indoor alternative arrangement buffet style (especially important in
in case of inclement weather. The hot weather).
weather is something that should be
carefully considered before planning ■■ Make sure food is served at safe and
any outdoor event. In countries such as appropriate temperatures.
the UK where even a summer’s day can
consist of a 24 hour downpour, planning ■■ Insects and flies are another
an outdoor event may require thought as problem with outdoor events – cover
to what happens if it does rain. If it rains food properly until it is time for it to
all day and no one goes to the event, be served.
the event organisers can lose a lot of
money. A recent hot air balloon festival ■■ Also make sure that empty plates
in Bristol occurred on a hot summer’s and cups are taken away quickly
day, but it was so windy the balloons to avoid flies and insects being
were not able to take off. Not so great attracted to leftover food. Also it does
for a balloon festival. Luckily because of not look attractive to customers.
the nature of the event, most spectators
were quite happy. And of course, the ■■ Serve condiments in individual
weather is unpredictable. Events have to serving packets to prevent
be arranged in advance and the weather contamination and spills.
cannot be relied upon. Always try to
have a Plan B. ■■ Bins should be plentiful and be
cleared regularly to avoid attracting
Serving food outdoors presents insects to receptacles overflowing
challenges (especially if the weather is with discarded food and empty
hot). Outdoor events take planning and drinks cans.
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CHAPTER 5 PROMOTING AN EVENT

For any business or product to succeed it has to be marketed and

events are no exception. Every event needs to be marketed in
some way and to some degree – whether it is a simple event such
as a birthday party (sending out invitations is a simple marketing
exercise in itself) or a major sporting event.

Marketing is often confused with selling ■■ Advertising and promotion

– however, selling is only part of the
whole marketing process. ■■ Packaging

Marketing involves every aspect of ■■ Market research

getting the product or service from the
supplier to the consumer (apart from ■■ Transport
the actual service or product itself)
i.e. marketing includes advertising, ■■ Destination
promotions, packaging, distribution,
sales and after-sales services. ■■ Placement

The marketing includes such activities as: ■■ Planning

■■ Pricing ■■ Accounting

■■ Selling In fact marketing involves all the

processes which enable the marketer
■■ Merchandising to maximise the added value.
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MARKETING AN EVENT ■■ Be a commitment to support or

promote the event (other than
financial i.e. advertised verbal or
When you market an event it means
written approval and support by
that you have to promote it to the
government, a high profile company,
public, or to targeted attendees, or to
a local business). Sometimes
stakeholders. Bear in mind that you are
this support is offset by the event
marketing to two, and sometimes more
organiser providing free advertising
different groups.
– think of logos and banners at large
sporting events.
■■ Some marketing might be aimed
at convincing people to attend an
■■ Be a commitment to attend the
event (attendees).
event (replying to an invitation).
■■ Other marketing might be aimed
■■ Be a commitment to feature at an
at selling businesses the rights
event. For example, a celebrity may
to promote themselves, or sell
give their time free of charge if an
something at an event.
event is deemed a suitable venue
for their promotion or for them to
■■ Further marketing might aim to enlist
promote a cause.
support from public organisations,
volunteers, industry groups or
commercial sponsors.

How we market to different groups will

be different. Marketing events involves
gaining the confidence of your target
audience; they must feel confident that
all aspects of delivering the service
will ensure after-event satisfaction.
Marketing also involves devising ways
in which you can secure a commitment
to attend (or to invest). This could be
through receipt of invitations or written
investment offers.

Investment offers may:

■■ Be monetary – i.e. financial

investment or support. Marketing plays an integral role in
the business process and marketing
■■ Be a commitment to offer time - strategies should be included from
(such as volunteer labour). the outset in your event management
practices. Marketing in general means
that the market for a particular service/
product is identified and then prices are
set, where applicable, to reflect general
market pricing trends. This is sometimes
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difficult for a service type of business CASE STUDY -

such as an event management business
– the most appropriate pricing strategy
MARKETING STRATEGY:
for a service business is to use the USE OF PUBLIC
‘going market rate’ as a guideline.
PARKS AND GARDENS
Marketing is concerned with relating FOR EVENTS
the supply of products to its potential
demand in such a way as to satisfy the Effective marketing within the local
needs and wants of buyers and create a community and wider areas is essential
profit for the supplier. Marketing should to the success of most sites; it can
add maximum value to the product at ensure that they are well-used and
minimum cost. provide maximum public benefit.

In identifying the target market for your Marketing and publicity events should
business you can tailor your advertising include the participation of on-site staff
to suit that market. For example, if you and can be enhanced by:
are setting up an event management
business to target the wedding market, ■■ Newsletters
with an identified market demographic
of people under the age forty, there is ■■ Leaflets
no point advertising your services at the
local senior citizens club. ■■ Notice boards

A marketing strategy for an event ■■ Use of local media: newspapers,

business should always consider the radio, press releases etc.
following:
■■ On-site information: signs at
■■ Identify the target market. entrances, temporary notice boards,
events board, educational signage.
■■ Market saturation- is there too many
of this type of service already? ■■ Website-based interpretation and
publications promoting access to
■■ Compare similar businesses. the gardens

■■ Where are you situated – where are ■■ Information leaflets sent to local
you trading from? schools to improve use by students.

■■ Decide on price (in relation to a ■■ Marketing in tourist information

service). centres, local hotels, restaurants,
service stations etc.
■■ How will you promote your business-
advertising, word of mouth, ■■ Offering innovative and inspiring
websites, social media, review events and activities that attract new
websites etc.? audiences throughout the year.

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Visitor Surveys TARGET MARKETING

Visitor surveys are used to review What is target marketing? To be
and monitor user satisfaction. Also successful in promoting a product or
to determine and test the success of service, you must first get to know your
improvements, plus the overall use and market; know who you are aiming to sell
ambience of the site. to. It is also important not to confuse
existing customers with your ‘target
The nature of a garden or park changes market’. Your target market is a specific
throughout the season. If a site is open group/s of people whose custom you
to the public all year, then to gain a true want or want more of.
representation of the public’s opinions,
surveys should be collected over the To obtain an understanding of your market
entire year. In most cases it is more requires an understanding of society, and
convenient to provide visitors with a the groups within society. As part of your
written questionnaire, rather than by marketing strategy you need to:
conducting interviews which can be
intrusive, (but do provide a clearer 1. Identify the group(s) that could be
picture). The questionnaire should be your likely customers.
easily accessed (i.e. at entry point)
and be easy to read and understood. It 2. Identify what is likely to convince
should ask a set of questions, and allow that group to do business with you.
also the visitor to add extra comments.
The surveys should be analysed 3. Design promotions which will:
regularly to determine the extent of
customer satisfaction and to instigate a) R
 each that group in preference
change if required. to others.

b) H
 ighlight the aspects of your
product which are of greatest
appeal to that group.

If you try to have something for everyone

you can end up satisfying no market
well. You may need to do customer
research to find out their satisfaction
level. You also may need to change your
image or change your target market.

Consider the following:

1. What part of the market share are

we asking for?

2. Do we have the right range of

services to cater for that chosen
market share?
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3. Is our timing on-target to gain a HOW TO DETERMINE

competitive advantage?
THE TARGET
4. Are we researching a market before
we offer a service? When a specific product (or products)
is aimed at a particular market segment
5. Do we offer a high standard of (portion of the market) that segment
service? Can we command a becomes the ‘target market’. This target
premium fee? Is the market saturated market may be defined by age, gender,
with similar services to ours? geographic, socio-economic grouping or
a mix of these. Or by other demographics
6. Are we getting enough or the right
amount of jobs to avoid peaks A targeting strategy is used in order to
and troughs? target these markets. Targeting may be
selective, niche, mass, full coverage or
7. Do we need to discount to obtain specialise in certain products.
sufficient and regular cash flow?
The targeting strategy decisions that
8. Are we allowing too much credit in you make will be influenced by:
order to encourage new clients?
■■ The size of your business
9. Do we keep sufficient records to
enable future decisions to be made ■■ Existing competition
on the basis of facts?
■■ Whether there is an established
market

■■ The customers’ needs and

preferences

■■ The amount you need to sell to

make a profit (don’t forget a service
also needs to be ‘sold’)

■■ This strategy will define the

customers that you want to service
(your target choice)

In order to develop a targeting strategy

it is necessary to make decisions that
would include:

■■ How many services are being

offered?

■■ How many segments have

been determined to exist in the
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target market?
wish to attend a rugby event if they are
a football fan. Not everyone obviously,
■■ Which segments are to be targeted? but it would be more productive to target
rugby fans than rugby and football fans
■■ Which services are to be offered in in any marketing. Other people might be
each of the segments? interested in a range of sports, but it is
best to check.
Defining your Target Market
Sometimes the target participant might
In order to develop a targeting strategy be less obvious though. Consider broad
it is important to research your potential spectrum events such as a festival
client base. Not understanding your or seasonal celebration that hopes to
potential market (i.e. who will use your attract lots of different people with lots of
services), can lead to: different interests.

■■ Bad decisions Some questions regarding your target

market that you need to answer are:
■■ Incorrect fees and pricing
■■ How old are they?
■■ Marketing strategies that don’t work
■■ What gender are they?
■■ Failure of the business.
■■ Where do they live?
Demographic segmentation is the most
popular base for determining customer ■■ What is their family structure
groups mainly because customers’ (number of children, extended
needs or wants are closely related to family, etc.)?
the demographic variables. It consists
of dividing the market into segments ■■ What is their income?
based on these variables such as age,
gender family size, income, occupation, ■■ What do they do for a living?
education, religion, race and nationality.
■■ What is their lifestyle like?
So before you market an event to
anyone, you need to understand who ■■ How do they like to spend their
you are trying to attract as participants. spare time?

Sometimes this is obvious: ■■ What motivates them?

■■ For a family reunion it is family Two studies that were conducted in

members North America in 1993 to determine
factors that motivated festivals, found
■■ For a sporting event it is sports fans that five things motivated attendance:

At other times it is not so obvious. In ■■ Socialisation – spending time with

the UK for example, people are often other people
football fans or rugby fans. They may
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■■ Family togetherness – opportunity

with a concentrated marketing effort
for families to come together
in selected areas, thereby gaining
market position with specialized market
■■ Excitement – being stimulated by segments.
the activities at the event
Target marketing of products or
■■ Escape – from routine of daily life services reduces the cost of production,
distribution, and promotion. However
■■ Event novelty – having different or this method of marketing has the
unique experiences associated risk of competitors entering
the market, or your target market
The results varied in terms of priority, becoming saturated.
but indicated that people who attend
specialised events are more motivated
by socialisation opportunities – they look
for opportunities to interact with people
who have similar specialised interests.
People who attend more general events
like a community festival are looking to
just escape or break up the routine of
daily life.

Ref: Usal, Gahan & Martin – Community

Festival Study. Mohr et al, Hot Air
Balloon Festival.

When you know the answers to

the above questions you can use
differentiated (target) marketing
techniques because the needs of
your customers are better understood.
Differentiated target marketing
techniques is a marketing strategy
that encourages growth – it means
that you target several niche markets
or population segments to increase
your client base (i.e. you are offering
a broad range of services rather than
concentrating on one segment). For
example, you may expand your business
to offer event management of weddings,
parties, engagements, christenings,
naming ceremonies, conferences,
public events and so on rather than just
weddings alone. This has the flow-on
effect of creating stronger customer
loyalty. This creates more total sales
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THE MARKETING MIX Product: the product in event

management is the festival, show,
As discussed earlier marketing includes seminar, convention etc. It is the end
every aspect of getting a product result and includes:
or service from the supplier to the
consumer. This includes a wide variety ■■ The size or extent of the event
of functions. Traditionally, the core
functions of marketing have fallen under ■■ Its features
four general categories, which are
referred to as the 4 ‘Ps’ (Product, Price, ■■ Its functions
Place and Promotion) of the marketing
mix and are what defines your business. ■■ How participants will benefit

Some academics and marketing experts ■■ Your guarantees of delivery and

have also referred to the marketing mix quality
as including five or six or even more
‘Ps’. For example, in the 1980’s, one ■■ The delivery (when and how),
expert (Colwell) suggested seven Ps – and delivery models (e.g. type of
product, price, promotion, place, people, service)
physical evidence and process. Another
expert (Price) suggested eight Ps – ■■ The quality of service - the quality of
product, place, programming, people, the service should correspond to the
partnerships, promotion, packaging buying price. It is important that your
and price. customers perceive your products
as having value for money i.e. the
Each of these models is in reality quality, usefulness, uniqueness or
nothing more than a tool to help you diversity of application is high in
conceive and manage the marketing comparison to the cost. If the quality
mix. Don’t waste time pondering which is low in comparison to the cost
model is best. Just be aware of the then your clients’ perception of the
models, understand them and use that service/product will also be low.
understanding as a starting point for
organising a marketing mix for the event Price: the price you set for your services
you are planning. must cover the costs associated with
providing them. This sounds like
Event management tends to focus on common sense but in the pursuance of
4 Ps: extra business it is easy to fall into a trap
of underestimating your costs. However
■■ Product if your costs are so high that it means
you have to charge more than the event
■■ Price can realise by the stakeholders, then
you are also in trouble. This is where
■■ Place knowing your target market is important.
You need to understand how much an
■■ Promotion attendee is willing to pay to attend an
event, or how much the stakeholders are
willing to pay for your services.
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Consider the following: Place: Where an event is held has a

strong relationship to its success and
■■ Are your fees higher or lower than so does how you market the event to
competitors’ pricing? capitalise on its location. For example,
an event held in a prestigious hotel or
■■ Have you allowed for a profit beautiful vineyard would be marketed to
margin? gain the full potential from the setting.
You would use the venue’s stunning
■■ Can lower entrance fees (as surroundings in your advertising and
applicable) be covered by volume or to enhance the advertising techniques
numbers of attendees? (defining the venue’s high standard)
to impress your target market. So you
■■ What can attendees afford to are not only using the actual event but
pay? This is linked strongly to also the venue to impress your potential
understanding your target market clients. You are actually playing on
and the nature of the event. emotional responses to develop a
sense of exclusivity, value and status.
■■ Is the event required to make a Of course if the venue does not fall into
profit or is it just expected to ‘break this category then you would not use it
even’? as part of your marketing strategy in the
same sense but could emphasise other
■■ Is it considered by the stakeholders positive aspects of the site/venue.
as a ‘cost of business?’ This is when
an event is not expected to make Consider the following when marketing
a profit and may be considered a an event:
valid ‘business expense’ (corporate
functions fall into this category). ■■ Ease of transport

■■ Does the price meet stakeholders’ ■■ Access

and attendees’ expectations?
■■ Amount of parking
Price is directly related to your client
base plus demand and competition. ■■ Free parking
Demand and competition will determine
the highest price that you can charge ■■ Historic importance of the site,
realistically. Prices will vary for similar
products but use your competitors’ ■■ Originality
price to help determine the price you
will set. If your prices fall into the top ■■ Other nearby attractions
end of the market, make sure that the
product reflects the decision i.e. that ■■ The fit to the event (e.g. a gardening
it has special features or qualities that show held in a park),
those at the middle or lower end do not
have. Discounts, credit offers and so on ■■ Availability of accommodation
also need to be taken into account when
setting a price. ■■ Excellent security

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Other considerations in relation to end of the market in terms of income

place include: and their logo was displayed on all
posters for the festival, thereby hopefully
Where are your customers? Consider attracting potential customers’ attention
where your business is based in relation now and perhaps in the future.
to them. How does the geographical
area from which you operate your Advertiser image is an important facet
business, affect the way in which you of advertising. Large companies,
offer your services? If you are planning government, corporations, all advertise
a national event that stakeholders and for reasons other than to sell a product.
visitors are willing to travel to, then A large corporation may want to project
you have to consider how wide your an image of environmental responsibility
coverage should be. If you are planning such as reforestation after clear felling,
a local event, where people may travel and local government may do the same
5 – 10 miles, for example, then again by advertising a new recycling program.
that impacts on who you market to. It The image they are trying to create in
would be no good marketing the event to this instance is one of sensitivity and
people in a town 200 miles away if it was responsibility. A political party may
an event for local people. But if you were advertise to draw the public’s attention
marketing an event, such as a school to their policies and their members.
reunion, you may have to contact people
from around the world. The small business operator can also
use the principles of advertising in the
Promotion: The sale of a specific same way as larger organisations. The
product or service is not necessarily the scale will be smaller but the expected
main reason why businesses advertise. result the same i.e. to sell a product or
Most large companies for example service through presenting a positive
advertise to sell a certain company image of the business.
image, or to maintain a high profile
clientele. This is particularly so in the In event management you also advertise
case of luxury lines such as expensive for a broad range of reasons - but the
cars. In this instance the company main effects should be:
may not be seeking to sell a particular
product but rather one of a range. ■■ To persuade
The adverts are targeting high income
earners through publications known ■■ To promote an image
to be attractive to them. The product
advertised may not convert into an ■■ To create awareness
immediate sale. However, if the advert
is effective, the reader will recall it when ■■ To prompt a positive response
they are ready to make a purchase.
In this instance the advert is selling ■■ To promote desire
the ‘brand’ rather than the product.
It is not just expensive cars though. ■■ To encourage attendance
For example, a stockbroker firm in
Birmingham recently sponsored a dance ■■ To encourage investment (financial,
festival. They were targeting the higher time and emotional)
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■■ Who are we targeting? How do we

want our target market to view us?
What do we need to tell them about
us or an event?

■■ How will we get those messages

we are trying to convey, across to
our target audience? For example
where and when will we advertise?
Would we use magazine, newspaper
or radio and TV advertising,
direct mail, pamphlets, referrals,
telemarketing, merchandising
displays, websites, weblinks, social
media, video streaming, blogs, and
so on? And how soon should we
start advertising - before the event?

■■ How much will we spend?

■■ Do we have methods in place to

evaluate where, why and how much
When looking at advertising you should was spent and if it was effective in
ask yourself the following: reaching the target audience? How
will you do this? For example, an
■■ Why are we advertising? organisation promoting educational
course events may ask people to
■■ What are we trying to sell? indicate on their enrolment form
where they heard about the event.
■■ What can we offer that isn’t already Such as “Where did you hear about
offered? our Complementary Health Care
course? Google, TV advertisement,
■■ If we are offering the same product flyer, newspaper, word of mouth etc.
as other people, then how can
we make ourselves different? After the event, the organisers can
For example, as there are many look and find out what was the most
booksellers in shops and online, effective method. For example, if
how would twenty booksellers they spent a fortune on advertising
selling the same book attract in the media, then found that most of
attention to their sales? A physical the people who came to the course
store may offer book signings, actually came across it via free
promotions and so on that an online social media or word of mouth, they
store could not. But an online store might wish to reconsider how they
may be able to offer the product market their course in the future.
more cheaply. In a store, a person
can browse and wander around, it is
not always easy to browse online.
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HOW TO PROMOTE just because you posted it on facebook.

A PRIVATE EVENT Even today, not everyone is on social
media or they do not check it all the
time. It is vital to ask people to confirm
In the past the most obvious way to they have received any message and
promote a private event was through perhaps chase up those who don’t
printed invitations sent in the mail or via respond by telephone or post.
the telephone. This approach is losing
popularity for all but more formal events Security
such as weddings. Email and social
media are much more likely to be used Facebook is a convenient way to promote
these days to send out invitations and a private party – it does pose some risks
receive RSVPs. however if you do not use the medium
effectively; everyone knows the story of
Social media is an integrated aspect in the 15 year old who organised a party via
the lives of an extraordinary number of facebook and had literally thousands of
people now. As a result, event organisers young people turn up on the night.
are using the opportunity to promote
themselves and their events using
Twitter, Facebook, LinkedIn etc. by ‘liking’
pages or individuals or brands. Also by
tweeting and writing blogs and generally
sharing content and topics of interest.

Social media such as Facebook (through

Facebook events and Facebook fan
page) and also Twitter are now also
playing a large part in the promotion of
private events – traditional invitations
are fast becoming a thing of the past! When promoting an event through social
Businesses may use social media to find media make sure:
a readymade list of potential customers.
For example, a pub might ask people ■■ That you use the ‘privacy’ settings –
to “like” their facebook page and offer you can opt to promote the event as
a drink to every 100th like. Or they may either ‘public’ or ‘private’. Obviously
offer a prize to the 500th like or entry for a private party you would not
into a random draw. They then have the allow public access to your invitations
contact details of many people, to whom so select the ‘private’ setting so that
they can then market events, promotions the people you have invited are the
and special offers. only ones with the details.

However don’t make the assumption ■■ That you do not include the address
that everyone is connected through or a private phone number – if you
social media or, even if they are, that are inviting people that are known to
they ‘watch’ social media pages. If you the person holding the private event
want to invite specific people, don’t just then they will either know a contact
assume they will know of your event number or know the address.
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HOW TO PROMOTE ■■ Radio or television - either through

A PUBLIC EVENT personal appearance or through

advertisements (community radio
stations sometimes offer free
Decide on what is the best way to promotion for local events).
promote the event. In order to do
this you will need to understand who ■■ Newspapers and magazines –
your target audience is (as discussed write a media release and/or paid
earlier). Then you need to decide how adverts; ask to be included in their
to communicate information about the ‘what’s on’ section. Contact the local
event to your target audience. In other newspaper and ask them to promote
words what is the best way to reach the event – give them access to full
your audience? What are they most details of the event and photographs
likely to access: virtual communication, if applicable. Make sure that they
physical communication, or a mix? have enough time to run your
promotion and let them know them
Communication Methods well in advance. Make sure they
have your contact details. Also make
■■ Posters, flyers, banners, information sure you are aware of how much
brochures: include the title of the advertising costs and if it agrees
event, the key elements of the event, with your budget.
the time and date, where it will be
held (map references are useful) ■■ Websites- publish the event on a
name of organisation holding the website and add links to various
event, and always contact details. other media (facebook, twitter,
Make sure you have permission linked in, other websites etc.
to place material in public places.
Use a team of people to distribute ■■ Use word of mouth – use your
material (either volunteer or paid contacts, stakeholders and other
depending on the budget). supporters to get the message out
there. Word of mouth is a powerful
■■ Personal invitations – especially tool in spreading information and
when you are inviting ‘special’ ‘selling’ an event. ‘Word of mouth’ can
guests or VIPs. Check which is the be through verbal communication,
best way to reach them (i.e. contact email, social media etc.
their office or staff).
■■ Ticket sales – promote sales of
■■ Through email – send out a tickets on a website, through social
broadcast email bulleting using your media and through the contacts you
‘contacts’. established.

Through media: ■■ Mass emails – post details of the

events - the what, the who, the why
■■ Social media – Facebook, and the where, and add a RSVP
MySpace etc. facility online.

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■■ Shop windows – good for passing

traffic; use an eye-catching poster
that will encourage people to stop
and read.

■■ Consider asking local private

businesses if you can include a
brochure in their mail-outs. Many
businesses do regular mail-outs
and some may include your flyer if
the event promotes their business
in some way or brings in potential
customers to them. Or if the event
is for a charity they would like to
support, they may have a personal
connection or specific interest in
the event.

■■ You might also leave flyers at

various shops and venues. For
example, a batch of flyers could be
left in coffee shops or at local cafes,
libraries, internet cafes, schools
etc. But always remember to seek
permission to do this and try to
target where you leave them.

■■ Contact the local council to

include your event on the local
events calendar.

■■ Local politicians’ newsletters

and / or community newsletters.
Ask if you can include a small
advertisement for your event – put
forward a good case on how this
will promote or benefit them and the
local community.

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CHAPTER 6 MANAGING THE CLIENTELE

The people attending our event and the people who are at our
event promoting their product, arranging their school reunion,
their training day or whatever, are our clientele and as such are
important. We need to be able to work effectively, pleasantly and
efficiently with different groups of people.

ACCESSIBILITY the introduction of elements that may

obscure the surrounding landscape,
Attendee Facilities these should be sited to have minimal
visual impact on the site.
Attendees to most events usually arrive
by car, therefore parking needs to be Traffic Flow
appropriate and adequate, and provide
a sense of orientation and expectation. Very large events usually require
Entrances to both the car-park and permission from state authorities (for
the site should be well signed, easily example government roads authority,
accessed and have minimum impact on police, local council etc.). These types
neighbouring properties. of events will also require a formal
traffic management plan (submitted
Toilets and catering should be adequate well in advance of the event – usually
– providing for the amount of visitors around 2-3 months prior). Public liability
expected during mid-season times. insurance is also mandatory for many
At peaks times extra, temporary, public events.
facilities may be required; to prevent
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Here are some points to consider: ■■ Disability parking.

■■ If public transport is easily accessed ■■ Well-signed pick-up and drop-off

then the event organisers should points.
encourage its use. They may offer
special deals, such as the cost ■■ Clear access for emergency
of the ticket and a rail fare at a services and security.
reduced price.
■■ ‘People flow’ within the confines of
■■ Advise the local transport the event must also be considered
companies, i.e. bus lines and taxi to avoid confusion and to direct
services, well in advance of the people towards areas, or away from
event. restricted areas (e.g. those that may
be slippery or wet or in some other
■■ Use shuttle buses to ferry people, way a risk).
from local rail stations and bus
stops, to and from the event. Ensure that you:

■■ Have clear directions on all ■■ Provide adequate signage to

your promotion material and on indicate entrances and exits.
invitations, tickets, etc. – include a
map reference. ■■ Have adequate and clear signage to
indicate toilet facilities.
■■ Make sure that the traffic has as
little impact as possible on local ■■ Consider where barricades, fencing
residents and local businesses. or guard rails are required.

To manage traffic a public event must ■■ Have clearly signed exit and
provide: entrance points.

■■ Adequate parking facilities for both ■■ Have clearly signed emergency

buses and cars. services points.

■■ Adequate and clear signage to ■■ Consider if guards are needed for

indicate parking areas this event. Most events will require
some sort of guard or security, just
■■ All-weather access. in case.

■■ A traffic management system For large events, traffic flow can help
(larger events may outsource this manage services: moving people past
to a traffic management company). catering, toilets or other facilities as they
Smaller events often use local enter, will educate them as to where
community groups such as the these things are located. When people
volunteer fire brigade or State queue for other facilities alongside or
Emergency Services unit to assist in nearby catering venues, they may buy
traffic and parking controls onsite. food while waiting.
(A donation is usually required).
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Equal Access Removable barriers should be present

to enable increased access to a broader
Equal access is a legislated requirement range of people if necessary.
to ensure that a broad range of people
from various social, racial and disability The best method of reaching new
groups can gain easy access to a site’s audiences through targeted outreach and
facilities. The following should be taken organised on-site activities, specifically
into consideration: designed for disadvantaged groups.

Make sure you understand the laws associated

with discrimination – here is an example:

The Disability Discrimination Act 1995, Section 15 (1) states: ‘Any physical
feature of premises occupied by the organisation, place the disabled person
concerned at a substantial disadvantage in comparison with persons who
are not disabled, it is the duty of the organisation to take such steps as it is
reasonable, in all the circumstances of the case for it to have to take in order to
prevent the arrangements or feature having that effect’.

Common Barriers to Equal Access ■■ Staff training – disability awareness

training is an important part of staff
■■ Social barriers – language; skills development and provide staff
brochures and signage may need to and volunteers with an awareness
be in more than one language. of the associated issues. Training
should cover a range of situations
■■ Disability - provide wheelchair and disabilities and may include
access and interpretive information visits to other sites adapted for
(legible signage, audio tours, disability access.
sensory gardens etc.) suited to
hearing and sight disabled or the ■■ Community consultation with
elderly. Video and multi-media disability groups, retirement
presentations are an alternative communities, clubs, schools,
source of information when access conservation groups etc. is a
is impossible or very complicated. constructive and informative way
to discover ways around access
■■ Lack of transport - facilitate shared problems. It can also open up extra
transport for communities i.e. interest in the event from people
some councils provide mini-buses who might otherwise not consider it.
which could be utilised for shared
transport. Alternatively coaches and
buses can be hired.

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■■ An access audit plan, access plan,

■■ The quality of service provided by
and the related costs.
external agencies such as caterers,
grounds management contractors
■■ Goals for improving access to
and events-organisers can also
services and facilities in order
have a direct impact on access. All
of priority, time scales, design
external agencies should be made
implications, budgets for work.
aware of the site management’s
standards and quality expectations
■■ Involvement of disabled people and
applying to access before they
other relevant community members
enter the site, to avoid problems
in the development and on-going
developing.
review of the access strategy.
Common Barriers to Physical Access
■■ Method of monitoring and reviewing
the access strategy.
Flights of steps are one common barrier
to accessibility. These may be difficult
■■ A manager/official responsible for
to navigate especially for those with a
its implementation and on-going
walking disability or sight impairment,
maintenance.
but especially for wheelchair users. For
them even one step would most probably
create an insurmountable barrier. Gravel
and soft lawn also present problems for
wheel chair users. The elderly and those
that have difficulty walking may have
problems with navigating cobbles and
gravelled surfaces.

Note: even listed sites or buildings are

not exempt from litigation if a problem is
known and retained without modification.

An Access Strategy

An access strategy outlines policy and

ways in which the organisation will put
the policy into practice. The following
elements are included in an access
strategy plan:

■■ A commitment to develop and

sustain inclusive practices.

■■ An explanation of how the document

links to other management plans
and other developed strategies and
policies for the site in question.

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QUEUING THEORY There is a fine line between what the

customer demands (the customer’s
Queuing theory is a mathematical study cost of queuing is their time) and what
of waiting in lines (this can be equally the business owner can realistically
applied to goods or materials as well as provide. The business’s cost is a
people). It is based on probability theory possible loss of custom, or alternatively
and is used in business (in general) to: greater business expenses in order to
lower waiting times.
■■ Plan the best possible sequence of
events Customer flow – i.e. how many
customers we have at any given point of
■■ Understand the type and amount of time, how long they need to queue for,
resources required and how quickly we process them is all
about ‘systems design’ (the system we
■■ Provide adequate services devise to deal with these issues).

■■ Avoid bottlenecks There are established ways to manage

customer flow (queues). For example:
The term ‘adequate services’ is important
- for example we sometimes wait in ■■ Through extended trading hours
queues at our local pharmacy- retailer
or wherever else and become impatient. ■■ Through discount offers on known
The dilemma for the service provider or ‘slow’ days
retailer is: how long will a customer wait
in line before they lose interest and go ■■ Through the staggering of
elsewhere? Do I need to employ extra customers appointments
staff to provide a faster service in order
to retain my customers? If so how many ■■ Through new technology (e.g. a bar
do I need and when will I need them? In code scanner in place of a manual
any business there are ‘rush times’ and code entering system)
‘quiet times’. There is a definite balance
between providing for the rush times and ■■ Allocation of numbers such as via
not having staff standing around doing an automated computer screen as
nothing during quiet times. If you do is the case now in many businesses
decide to employ more staff - how much such as banks, government
will this actually impact on the speed of instrumentalities and, more recently
the service? In other words how much in larger department stores. In
better will the service be? It needs to supermarkets it is usual to queue
be markedly improved to justify the staff at the Deli/fresh butcher section by
increase. Other considerations are: how taking a numbered ticket and waiting
will this extra staffing-cost impact on my in line until your number is called.
ability to maintain a working profit, in
order for me to continue to provide the
extra staff to ensure faster service? Do
we need more staff or can technology be
the answer?

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How Queuing Theory Applies ■■ Will arrivals be staggered or

to Event Management concentrated to a specific time?

In event management it is useful to ■■ When are they likely to leave?

understand queuing theory as it can Will departures be staggered or
help to: concentrated?

■■ Understand the range of resources ■■ What are the available facilities to

required for an event. avoid lines?

■■ Avoid customers queuing for ■■ What facilities do we need to reduce

extended periods in order to access waiting time but still meet budgetary
these resources or facilities. constraints?

■■ Avoid bottlenecks. ■■ What resources do we need to avoid

or manage lines?
■■ Help the flow of vehicular traffic in
and out of the event. ■■ What system design can we
implement to address all of the
A simple example of how to avoid above?
traffic lines at access and exit points to
a venue is to provide more entrances A simple example of a queuing theory
and exits. If this is not possible, then system:
the next approach is to supply a traffic
management system e.g. personnel who Access to a buffet – a simple system to
direct visitors as quickly and efficiently help avoid waiting time and encourage
as possible. If the exit and entrance is flow is to:
the same lane (for example), traffic lights
or people to stand and direct the traffic ■■ Make sure all the crockery is at
may be required to avoid confusion, one end of the table so people pick
annoyance and traffic queues. up their plate then proceed in an
orderly fashion along the food table.
■■ To avoid queues at toilet facilities
the same reasoning applies – more ■■ If there is only one entrance and
toilets means less waiting time. If exit – place plates of food on both
it is not possible to provide more sides of the table and direct people
facilities to deal with the numbers accordingly.
of people likely to use them, then
you must design a system that will ■■ Put plates on one side so people
adequately cope with the flow. move naturally around the table in a
single direction and out again.
However, in order to understand the best
way to avoid long queues, you need ■■ Place cutlery at the end of the table
to estimate the probability of certain so that people pick that up last.
parameters. For example:
■■ Alternatively you could use more than
■■ How many people are likely to attend? one table and direct people through.
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■■ Or you can have staff serving food

services to customers/visitors and
to people (plates are still at one end
economic considerations. Service to
and cutlery at the other)?
visitors will include short queues to
get into a venue or be served food etc,
More on Queuing Theory which implies many servers. Whilst
economic considerations will ensure that
We are now going to take some time there are not too many servers.
to look at queuing theory. This may or
may not be relevant to you, it will really Therefore all queuing systems can
depend on how large the event is that be broken down into subsystems -
you are organising, but it is good to be
aware of the theory and formulae that
make up queuing theory.

Queuing theory looks at the problems QUEUE ACTIVITY AND ONWARDS

involved with waiting or queuing,
whether a person is in a bank,
supermarket, waiting for a train or bus,
waiting for their computer to work, or
waiting in the event of a failure (for So the visitors are queuing for a service
example, a piece of machinery or a – attending your event, or purchasing
broken down train). goods or food at your event.

Queues are part of our every-day Consequently, when arranging an event,

existence. Queues form when resources we have to consider -
are limited. If you are in a supermarket
and there is one server available and Arrival –
twenty people waiting to be served,
there will obviously be a queue. It makes ■■ How will visitors arrive – one by
economic sense to have queues. If one or in bulk? You may have
there are twenty people waiting to be bulk visitors if they are arriving by
served and twenty people available coaches perhaps, or if visitors are
at the supermarket tills, when those staying in the venue and all come in
twenty people are all served, nineteen after lunch, for example.
members of staff may be sat twiddling
their thumbs. It does not make economic ■■ What is the likely distribution
sense to have a member of staff of arrivals? That is, the interval
available for EVERY person in the store. between one arrival and the next.
This may be hard to determine. Say
This is obviously not always the case. In you have ten coaches of visitors
some expensive, high end stores, there coming in. You may be able to
may be one server per customer, but in control this more by arranging with
usual day to day life, this is very unlikely. the drivers how they approach the
entrance. But if visitors are coming
So, when designing a queuing system, in individually, you may have little
any business, shop or event organiser control over this interval.
needs to aim for a balance between
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■■ How many visitors are coming? With people move on to the next available
a training event, for example, you server?
might know that you are expecting
50 people to attend. But with a ■■ What about difficulties? How would
festival, you may have no idea you handle difficult situations, such
how many people plan to come. as a difficult client? Could one of the
You may be able to gain some servers come off “serving duty” and
idea, for example, by selling tickets deal with a difficult customer?
beforehand, but if they can also buy
tickets on the gate, you do not really
We also have to consider queue
know how many people will come.
characteristics.

The easiest arrival process is obviously ■■ The first thing to consider is queue
one where there are regular arrivals. discipline. This is how we deal with
There would be a constant interval of customers. Do we serve –
time between each arrival and they
would arrive one after the other. For ◆◆ FIFO (first in first out), also
example, arrivals of one person every known as FCFS (first come first
two minutes until 50 people arrived served)
would be far easier to control than
20 people arriving, then a gap of ten ◆◆ LIFO (last in first out)?
minutes, then 3 people arriving, then 2
minutes later 10 people and so on. ◆◆ Randomly?

Then we also have to consider the ■■ Also consider the impact on

service offered to the visitor. By customers. They may –
service, we mean entry to the event or
purchasing goods or food and so on. ◆◆ Balk – decide not to join the
Consider therefore: queue if it is too long, losing you
a potential customer and sale or
■■ What resources do we need for the visitor.
service to begin?
◆◆ Jockey – switching between
■■ How long will the service take? (For queues thinking they will be
example, how long should it take for served faster.
a customer to place their order, the
ticket seller to produce the tickets, ◆◆ Reneging – leaving the queue if
take the money and give change they have waited too long.
and allow time for the visitor to
move away and the next customer to Changing how we select a customer
come forwards). to be served (our queue discipline)
can reduce congestion and hopefully
■■ The number of staff available. prevent loss of visitors. For example,
you may decide to serve certain
■■ How you will handle queues. Will customers who can be served more
each server have their own queue? quickly with a special line. Eg. ‘Only
Or will you have one queue and those paying by cash come to this till’.
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‘Prepaid tickets come to this booth’. ‘Ten available and also formula-based
items or less in your basket only at this queuing theory. If you do wish to go
till’. This means that those customers into more detail on queuing theory or
who have quicker needs (hopefully), can computer simulations, you will need
be dealt with more quickly by servers. more detail on your specific event.
Allowing other lines for people who
may take longer, for example, with a big But briefly, however you deal with
trolley of shopping or wanting to pay by queues, you will need to consider your
credit card. individual needs. For example, say you
offer a coffee shop at your event and
There is no “right answer” to this, but we also a bar serving alcoholic drinks. Your
can also consider – event opens at 8am in the morning. You
may guess that people are unlikely to
■■ How long does a customer expect be purchasing alcohol at that time, but
towait? may be purchasing coffee, so you could
ensure more staff are available in the
■■ How long will they wait? coffee shop. But as the day progresses,
perhaps reaching lunch time, more staff
■■ What is the probability of them may be required in the bar, and then
having to wait longer than the time more again in the late afternoon and
they are willing to wait? into the evening. In the evening fewer
people may require coffee. So you
■■ What is the average length of would distribute your staff accordingly.
the queue?
Look at how you enter your event. You
■■ What is the probability the queue may offer a pre-pay service for people
will exceed a certain number to buy tickets and have a separate
of people? entrance where they can go through
rather than waiting in a queue. You then
You may think this is a bit excessive, but already have finances from the people
it is important to consider. If you do not who have paid and you do not have to
have enough servers, then people may deal with visitors purchasing tickets at a
get fed up and leave, losing you sales, booth. So these customers can be dealt
money and a good name. Whilst if you with more quickly by a server checking
have too many servers, you are paying their tickets as they enter.
servers to sit idle. Good planning of
queues is therefore essential. You may then offer a server who deals
only with people paying cash. You may
With an event, you are obviously dealing then have a queue to deal with other
with a number of queues, arrival, exit, customers, who join one queue and are
car parking and exit, purchasing goods dealt with by one of three servers as
and services, registering for an event they come to the head of the queue.
and so on.
These are just some examples, but
There are two main approaches to hopefully gives you some idea how
find out the optimum way to handle a queues can be handled effectively.
queue. There are computer simulations
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NEGATIVE SITUATIONS reputation and possibly gain you future

clients. A negative event can have the
Now - a final point regarding managing obvious opposite effect. If people hear
our clientele. We hope that our event will that an event was badly organised, full of
be well-run and a pleasant occasion, drunken people or with massive queues,
but sometimes things can happen that it may stop them coming next year. So all
cause difficulties. Sometimes alcohol of these factors should be borne in mind.
may be served and this can fuel tensions
or people may not be happy. Let’s briefly We have talked about queuing theory
look at some potential situations – already and this is something you have to
consider, to ensure that queues are not
■■ You organise a school reunion for something that causes people to leave.
people who left school 20 years
ago. Bill married Jane. Jane then Handling difficult people is another issue
left him for James. All three are at again. Depending on the size of the
the school reunion, Bill has not seen event, you may have security guards on
them for years and is angry and site to handle issues like rowdy men, for
starts a fight. example. They need to be aware that
how they handle the situation should
■■ Twenty men come to a family music be calm, controlled and as subtle as
festival. They are loud, play-fighting possible. A lot of families and little
and pushing each other around. children do not want to see people
They upset the parents who start to being dragged off by security guards.
leave and move away from the men. This could be as upsetting as the rowdy
people themselves. So it should be quiet
■■ At a wedding you organise, there is and efficient. The guards should also be
a free bar and some of the people polite and respectful when dealing with
drink too much. They start acting the people involved. In our example,
drunkenly, fighting and messing it may be that the men simply did not
around. realise they were upsetting anyone else
and they calm down. Of course they may
■■ There is a massive queue to get into not, but we can try.
an event and people start to leave
and moan. This is likely to lose you Alcohol consumption can also present
actual visitors now and potential difficulties. You may need to make bar
visitors in the future. staff aware that if a person appears to
be drinking too much, they let you know
These are just some examples, but and you have a subtle word with the
you can see how different factors person involved, offer them coffee etc.
can cause negative behaviour. A few All of this requires subtle handling. You
individuals can cause distress to other do not want someone causing a problem
people attending an event. if they are refused a drink.

You want your attendees to enjoy their And whatever you do, be aware that
event, to come out and say how good some factors increase aggression and
it was, how well organised it was. How annoyance. These include waiting, heat
well YOU organised it. This will help your and overcrowding.
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In this sort of situation, conflict may arise CONFLICT HANDLING

and you may be forced to deal with it. So
let’s now briefly consider some conflict
TECHNIQUES
handling techniques, before looking
at methods for how you can deal with In most situations we choose how we
your anger and irritation. Don’t forget, wish to behave. But we can’t always
you are a human being and sometimes choose how other people behave, so
if someone is angry and shouting at a good event manager will be aware of
you, you may feel angry back. So good how to handle conflict in case situations
anger-management is essential for the like this arise. You may not feel as
event manager at times! though you need to know this, that you
handle conflict well. Maybe you do.
Consider conflict situations you have
been in and consider if you handled
it well. Is there anything you could
or should have done differently? By
considering how WE behave, we can
also improve our own performance and
behaviour, and improve our own conflict
handling techniques.

The main styles which can be adopted

to handle conflict are –

■■ Competing

■■ Accommodating

■■ Soothing

■■ Avoiding

■■ Compromising

■■ Joint problem-solving

Competing is assertive and

uncooperative. It involves an individual
pursuing their own concerns at another
person’s expense. This is the opposite of
accommodation, ensuring that only your
own needs are met, no matter what the
cost. This is a win-lose approach, which
is useful if there is a tight deadline or
your relationship with the other party is
not important. This is a power-oriented
mode in which one uses whatever power
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seems appropriate to win one’s own needs to be in control of an event. You

position – one’s ability to argue, one’s have a string of angry visitors, a meeting
rank, or economic sanctions. Competing with angry vendors at the event. Do you
might mean standing up for your rights, really think avoiding them is a good tactic?
defending a position which you believe is
correct, or simply trying to win. This can Compromising is the intermediate
be useful in some situations, but if you stage between assertiveness and
are dealing with conflict between two cooperation. It is a mixture of the two
members at a street party or people in techniques. The objective is to find
a queue or vendors at your event, this is expedient, mutually acceptable solutions
probably not a good technique to use. which partially satisfy both parties,
it falls in the middle ground between
Soothing is unassertive and competing and accommodating. It
cooperative; often tantamount to giving addresses issues more directly than
in. A soothing individual attempts to avoiding, but it doesn’t explore it in as
preserve the relationship at all costs, much depth as in joint problem-solving.
emphasising areas of agreement and Compromising might mean “splitting the
failing to confront thorny issues. This difference”, exchanging concessions, or
may be useful in event management at identifying an acceptable middle ground
times. Imagine that a person has to wait position. Or even giving up some ground
in a queue for what they consider too at one point to gain ground elsewhere.
long. Then you have to soothe them. With this situation, some you win, some
They are right, they have waited too you lose. This might also be an option
long, but there is not much you could that you, as an event manager, have to
do about it. You might consider in this undertake. For example, you may have
situation offering discount coupons to agree to move a vendor to a better
or free tickets or something similar to spot to avoid him/her pulling out of the
soothe the person. event altogether.

Avoiding is unassertive and You may have to let some visitors in

uncooperative. It is useful if there is not a free to avoid them complaining, but they
pressing need to resolve differences in might then go on and spend more with
the present or the future. The individuals vendors or on other things offered at
concerned may be indifferent to the the event.
needs of the other party and their
issues or ignore them completely. This This is a useful conflict management
is not a useful long-term management strategy if there is a limited time
strategy, as it does not lead to a solution available, but if there is more time
generally. The individual does not to explore issues more fully it is not
immediately pursue his/her own concerns necessarily useful. A compromise is
or those of the other person. He/she does also useful when one party cannot force
not address the conflict. Avoiding might their solution on to the other party.
take the form of diplomatically sidestepping This will probably be the case with
the issue, postponing the issue till a later/ disgruntled queuers. You cannot force
better time or simply withdrawing from them to be happy with a long queue, so
a threatening position. Avoiding is not a a compromise or soothing may be the
good technique for the event manager who only option.
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Accommodating is a non-assertive they are unhappy with some aspect of

and cooperative method. With the event. They may not realise that
accommodation, the other person’s you are not able to do what they want,
needs can be met, but usually at the or you may not have been fully aware
expense of your own. This is a useful of what they wanted, so an open, frank
conflict-management strategy if the discussion and joint problem-solving
individual does not care about the issue can be useful. It also ensures that the
nor has little power in the situation. stakeholders think you are listening to
Also, sometimes, by letting the other them and taking them seriously.
party have their way occasionally, it can
help to preserve or build a relationship.
However, being too accommodating can
weaken the individual’s position. Again,
this can be useful with people who are
unhappy, but you have to be careful.
If you let a group of four disgruntled
queuers in free, then other people in the
queue may think if they complain they
will also be let in free, so try to handle
any confrontation quietly and privately
to avoid this happening. Otherwise you
could end up with no takings from the
gate as no one pays.

Joint Problem Solving or

Collaboration is both assertive and
cooperative - the opposite of avoiding.
It involves an attempt to work with the
other person to find some mutually
satisfying solution. It means digging
into an issue to identify the underlying
concerns of the two individuals and to
find an alternative which meets both
sets of concerns. Joint problem-solving
might take the form of exploring a
disagreement, in order to learn from
each other’s insights. This requires
some skill and effort and assumes a
positive intent and seeing things in
detail from all sides. The idea is to
acknowledge and accept the differences
of others, and explore strategies
and solutions that meet the needs
and concerns of all parties. This is
more likely to be used when you are
dealing with the stakeholders, vendors,
organisers, and so on, of an event, if
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Advantages of Disadvantages of Different Conflict

Management Strategies

Conflict Advantages Disadvantages

Management
Strategy

Accommodation ■■ The person feels good about the ■■ The accommodating party may
sacrifice they make. be perceived as weak.
■■ This may be a method of building ■■ It could lower their self-esteem.
trust with the other party.
■■ It might set a tone for future
■■ The issue is not important to one negotiations/conflicts.
party, but is to the other.

Competition ■■ It can be effective in certain ■■ The style can rub off on others
situations where you are dealing and cause the negotiations to
with people who are competitive shut down.
or difficult to deal with.
■■ There is not usually a
■■ The conflict can be resolved commitment to the solution.
cheaply and quickly.
■■ It can damage the relationship.

Compromise ■■ May be used when time ■■ Does not work well with
is limited. unequal sides.
■■ Stalemates can cause more ■■ The solution may only be half the
harm than the compromise. desired outcome, so commitment
may only be half as well.

Collaboration ■■ Increases trust and ■■ There needs to be a

builds relationships possible solution.
■■ Sets a good example ■■ Requires a lot of time and effort.
■■ Increases the probability of ■■ Enough resources must exist for
achieving the goal everyone’s needs
■■ Promotes a good sense of ■■ It can be difficult to use in very
ownership in the solution. emotional situations.

Problems can occur when two parties getting their “ideal” result, but at
look out for their own interests with the expense of the other party.
little consideration of others and the This can result in the need for future
longer term impact of their actions. negotiations, costing more time, money,
Negotiations can result in one party emotion and work.
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There is a simple table by which to It is important to remember that how

remember this kind of problem solving you handle a conflict can be right in
– these are the four potential outcomes one situation and wrong in another. A
from any negotiation - disgruntled employee may need strict
words and a reinforcement of their job
role, whilst a disgruntled person in a
I win, you win You win, I lose
queue may need soothing words and a
calming attitude.
I lose, you lose You lose, I win

Now let’s consider you and how you

The type of conflict-management handle the conflict. Conflict can be
strategy used will depend on upsetting. It can make you angry. It can
the situation and the people and make you anxious. It can make you sad.
parties involved. Our anger can range from mild irritation
to a full blown rage.

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DEALING WITH YOUR ■■ Fight – This might not be a physical

fist fight, but it could be angry
ANGER AND EMOTIONS shouting.

■■ Be Assertive – Being assertive

Anger is a typical human emotion.
means being confident and direct in
Healthy anger is simply another human
your dealings with others. We are
emotion. Our anger can range from being
then expressing our emotions in an
a bit irritated to an irrational rage. As an
honest, non-aggressive way. We
event manager you will obviously at times
are being respectful of others and
be dealing with people and situations that
ourselves, and hopefully can come
cause you irritation and maybe anger.
to some conclusion to the issue
Anger is our instinctive response to
without leading to the fight or flight.
stressful situations. Our bodies can quickly
This is where you would select
prepare themselves to respond to stressful
conflict-management techniques
situations. The ‘fight-or-flight’ response
such as joint problem solving.
is our body’s way of reacting to stress. In
the past, if we were faced with a stressful
situation, such as a wild animal about to And finally, you have hopefully come
attack us, we had two responses – flight to your conclusion with the other party.
(run away) or fight. Our body prepares us All is hopefully solved, but you still
for this. Our adrenaline levels increase, our feel stressed and angry. What can you
blood is pumped to vital organs, making do? Well, we all have different ways of
us ready to flee or fight. In modern society, handling our stress, so find what works
it is less likely we will come into contact best for you, but you may consider
with a wild animal, but when faced with a things such as –
stressful situation, we still have the same
responses. This makes it difficult at times. ■■ Taking a short walk
You are faced with a disgruntled vendor.
You are feeling stressed. Your body is ■■ Sitting alone for five minutes
preparing itself to run away or fight. Really,
neither option is a suitable response, so ■■ Distracting yourself so your focus
we may feel irritated, angry or stressed. becomes targeted on another task
Our stress and anger has nowhere to go. or issue
But we should not deny those feelings. If
we do, it can make us feel worse. We need ■■ Relaxation exercises
to realise that we do feel angry or irritated
or stressed and then consider how we are ■■ Slow breathing
going to deal with that situation.
■■ Exercise
So we are in our stressful situation and
we have several responses – All can be useful. But as we said, find
what works best for YOU!
■■ Flight - Leave and avoid the stress
altogether (the avoidance method in
conflict management as discussed
above). But this may not really
resolve the issue causing you stress.
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CHAPTER 7 RISK
MANAGEMENT, LEGALITIES AND
CONTINGENCY PLANNING

PLANNING FOR THE UNEXPECTED

Some events succeed and some fail, others may not fail, but may
fall short of set objectives, others may exceed expectations. No
matter how a project proceeds and concludes - all will present with
some form of risk (large or small) throughout the life of the project.

The probability of success is always ■■ Risks may be both positive and

going to be greater if you take time to negative.
consider the potential risks to a project,
before you begin. ■■ Risk identification starts before the
project commences.

■■ Risk management starts at the

What is Risk? project’s commencement.

■■ Risk management is about

Risks to a project awareness, through the life of a
are events that are project, about what possibilities
undecided or unknown, of risk exist, how to take action
to minimise or prevent risk, or
and should they occur, how to capitalise on positive risks
will have either a (opportunities).
positive or negative
■■ Risk should be communicated to
effect on the project’s stakeholders – some forms may be
objectives or outcomes. acceptable to stakeholders. Some
projects are high risk by nature.

■■ Identified risks require management

Project risk management is all strategies (agreeable to all
encompassing: every part of a project appropriate parties involved in the
is subject to risk - budgets, schedules, project).
scope, quality, communications,
stakeholder interaction and project ■■ Risks should be tracked, analysed
implementation. Consider the following: and communicated appropriately
from the start to end of a project.
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Risk Identification Forms of Risk

There are several steps in the risk There are two forms of risk in business
identification process: – internal risk and external risk. Internal
risk is associated with the project inside
■■ Identify the risks. the business for example:

■■ Consider the nature and scope of ■■ Cash flow – lack of or erratic.

any potential risk – who will it affect
and why. ■■ Breakdown of equipment or
machinery.
■■ Consider the probability.
■■ Employees leaving – loss of key
■■ Consider the implications if this personnel.
happens (i.e. costs, time delays,
safety etc.) ■■ Safety compromises.

From all such considerations, you can ■■ Incorrect scheduling – resulting in

start to develop an appreciation for the product delay and missed deadlines.
relative importance of different risks.
You can then plan to avoid them or use ■■ Cost risk – blowouts.
them to advantage. You can record your
findings for future use; learn from the ■■ Technology risk – outdated
past and adjust your future responses. technology; inefficient technology;
wrong technology; using new
unproven technology.

■■ Bad marketing; no marketing or

weak marketing.

■■ Sales e.g. weak distribution networks;

inefficient sales team; inexperienced
sales team; unmotivated sales team.

■■ Management – poor decision-making

processes; procrastination; lack of
expertise and experience; poorly
defined project aims and objectives;
lack of support from higher
management; internal politics (e.g.
not everyone supports the project).
Ad hoc management, laissez faire
leadership; lack of well-defined and/
or firm management structure.

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■■ Poor staff management - External risk is how the project impacts

poorly defined work roles and on the world outside of the business for
responsibilities. Poor selection of staff example:
- not getting the right person for the
job. Poor coordination/communication. ■■ Acts of God (drought, flood, storm,
Bad human relations - unresolved fire, excessive heat, death or injury).
conflict, poor motivation of staff.
■■ Third party impacts e.g. government
■■ Lack of resources (both human changing law, permits delayed,
and physical); lack of employee suppliers not delivering on time,
expertise, lack of motivation, not change of project ownership or
enough staff. Erratic availability of contractors, change of consultant.
resources from suppliers e.g. late
supply, non-supply, oversupply; ■■ Market risks – change in demand.
collapse of continuity of supply due
to length of project or supplier going ■■ Economic risk; inflation; recession;
out of business. Underfunding. change in cost of finance.

■■ Poor research methods and poor ■■ Potential company mergers.

data quality.
Anticipating the unexpected is an important
■■ Poor project sponsorship and/or lack aspect in any business (and in daily life). In
of sponsor support event management it is important (for the
success of the event) to consider a range
■■ Unrealistic plans. of possibilities and formulate plans to deal
with these, in the event that they arise.
■■ Setting unachievable goals or time
frames. How can we identify risk? As we
discussed earlier all projects attract risk
■■ Lack of response by the public – it is the magnitude of the risk and how
(empty seats, low attendee rates). it is dealt with that will determine the
success of a project.
■■ Key stakeholders pull out at the last
minute. The first things to ask when considering
risk is:
■■ Key people become ill.
■■ What types of things could happen
■■ Celebrities don’t turn up. during the life of this project?

■■ Power failures. ■■ What would the result of these

events be?
■■ Transport disruption.
■■ What can be done about this?

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Risk identification and management RISK ANALYSIS

therefore involves four progressive steps:
Risk analysis comes after you have
1. Identifying risks. identified risk or potential risk – so you
may well have an insight into the relative
2. Assessing and analysing the significance of different risks; however it
risks you identify (determine their is only after doing a proper analysis that
significance and quantify them – you can fully understand each of the
how large or small are they?) To risks you have identified.
help determine the probability of
risk, and the extent to which realised A thoughtful and systemic risk analysis
risk may impact on the business, the can be time consuming but it ensures:
following three questions are helpful:
■■ Your understanding of risk is based
◆◆ What is the best case scenario? on logic and not emotion.

◆◆ What is the worst case scenario? ■■ Risks are properly quantified and
qualified. Potential hazards are
◆◆ What is the most likely scenario? assessed and solutions formulated.

3. Responding to the risk i.e. finding ■■ A more open and informed approach
ways to manage it. within the project team.

4. Controlling the risk - monitoring, ■■ A more realistic approach to project

controlling, eliminating/minimising outcomes.
risks and reviewing the risks.
Regular reviews are useful tools ■■ A more attainable project i.e. with
to ensure currency of your risk forecasts and aims more likely to be
analysis. For example, systems may met.
change slowly over time and new
risk may be introduced. ■■ That management is able to make
more informed strategic decisions.

■■ That the business is potentially more

profitable.

Types of Unexpected Risks

As discussed - risks can emerge

from either the project itself (lack of
resources, bad management etc.), from
external influences (e.g. political) or
unforeseen events (e.g. accident or
natural disaster).

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Unexpected incidents that could ■■ Know all access and exit points
occur include:
■■ Know where fire extinguishers are
■■ Disasters – fire, flooding, rains etc. located

■■ Medical emergencies ■■ Have a contingency plan in the

event of inclement weather/damage
■■ Stampedes/riots to services essential to the event
(such as toilets)
■■ Terrorism
Other considerations:
■■ Theft
■■ Make sure contractors, exhibitors,
■■ Vandalism vendors etc. have all submitted
health and safety plans
■■ Equipment failure
■■ Check to ensure that equipment or
The best approach is to be prepared for vehicles entering the site or venue
the unexpected! All large events should can clear all overhead electricity
have a safety plan for major incidents. cables
In planning for unexpected incidents
you should: ■■ Understand health risks involved in
the serving of food and check the
■■ Have had prior discussions relevant health laws. Make sure
with emergency services (fire, you have the relevant licenses i.e.
ambulance and police or any other for the serving of food, alcohol and
relevant services in your area) other drinks

■■ Know how to contact other ■■ Provide for disposal of all waste i.e.
personnel (have their contact details appropriate bins, appropriate waste
at hand) water disposal etc. Know who is
responsible for waste collection –
■■ Know who will be responsible for when and how
doing what
■■ Provide safe access for the disabled
■■ Know how to summon emergency (e.g. ramps/handrails)
services
■■ Make sure that the capacity of the
■■ Know how emergency services can site is adequate for the projected
gain access number of attendees

■■ Know where first aid facilities are ■■ Know exactly if and where
situated and what type of first aid inflammable products such as LPG
can be provided gas etc. are being used and ensure
their correct usage. Make sure
■■ Know where evacuation points are there is adequate provision of fire
extinguishers close to risk areas
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■■ Consider potential risk of theft – ■■ Interacting with colleagues. –

utilise security devices (e.g. safe, consider organising sessions
electronic cash register) or for larger where colleagues can put their
events use a security company. ideas forward and debate potential
risks and their significance. It can
■■ Check all temporary structures. require a lot of time input; not
Are they sound? Do they require a everyone speaks freely in a group
permit? Are they erected correctly? but risks are shared with others;
brainstorming usually comes up with
■■ What contingencies are in place faster solutions.
should technology fail? For example:
communication systems, computers, ■■ Developing and using check lists;
generators etc. checklists can be made up using
data from similar projects done in
■■ Is all electrical equipment that is to the past. Don’t use this as your
be used, tested and tagged? only risk identification tool as it
can be limiting. It is good to learn
from the past but it shouldn’t make
TOOLS FOR you blind to things that may not
have happened before and you are
IDENTIFYING RISKS over looking.

■■ Historical - consider problems that ■■ Use diagrams e.g. cause and effect
occurred with similar projects in (what impact the solution will have
the past. Hypothetical modelling on a problem), process flow charts
- consider “what if” this or that (the logical steps that are used to
happened (to do this properly complete a process or accomplish
requires the ability to think laterally, an objective and how each relates
coupled with imagination). Project to the other) and influence diagrams
simulations - can be costly and time (visually demonstrating by means
consuming, documenting alternative of a diagram – the impact of risks
pathways that a project might follow or uncertainties and how one can
and considering different mixes of influence the other).
risks along the alternate paths (this
may be viable for very large, costly ■■ A SWOT analysis (Strengths,
projects only). Weaknesses, Opportunities and
Threats). This looks at the project,
■■ Interviewing experts – a good the resources, the organisation,
approach if you do not have: the processes, management etc.
expertise in the business, immediate by using the SWOT criteria. This
professional input, independent analysis tends to broaden the way
viewpoints. The downside is the in which you look for risk in every
cost involved. aspect of a project.

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Penny’s Parties SWOT analysis

Strengths Weaknesses

■■ High rate of parties ■■ High staff turnover

organised weekly
■■ Weak administration
■■ Excellent marketing and sales
techniques ■■ Market research is outdated

■■ Good development of
brand name

■■ Excellent cash flow position

■■ Unique products and

specialist equipment

Opportunities Threats

■■ Rapidly growing market ■■ No barriers to entry –

increasing competition
■■ Seasonal products (Christmas/
Easter themed parties) ■■ Increasing standards and
insurances needed
■■ Add-ons (invitations, thank you
notes, prizes etc.). ■■ High inflation means less
disposable income for luxuries
■■ Cheaper goods from abroad
■■ High unemployment will
■■ Local labour available (high decrease demand
unemployment)

■■ Tax holidays from Government

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NEGATING RISK CONTINGENCY PLANNING

The four approaches to risk Contingency planning involves preparing
management: “escape routes” to use in the event of
something going wrong. This is done to
1. Eliminate it - attend to the higher reduce risk as discussed earlier
impact risks first (anything that has
the potential to have a greater impact ■■ Firstly - identify the areas of greatest
on the project should be negated). risk.

2. Minimise it - less high-impact ■■ Secondly - devise procedures to

threats should be minimised where deal with identified problems, in the
possible by planning or any other event that they might occur.
means at your disposal. But always
balance the likely cost if the risk ■■ Thirdly - prepare for implementing
should happen, against the likely these procedures, if you need to
cost of putting something in place use them. This might involve training
to deal with the problem. If it costs staff or buying in equipment.
more to establish a contingency
plan than the cost of dealing with ■■ Review the plan.
the problem if and when it occurs,
you should probably avoid doing A Contingency Plan to Deal with Fire.
anything to minimise the risk. An example:

3. Accept it - in some cases risks are ■■ Identify potential location of fire and
so small that a company may decide items/persons at risk.
to accept the risk.
■■ Clear combustible materials away
4. Transfer it - in others cases the risk from work areas, residences,
may be transferred to a third party stables, fence lines and other
(e.g. insurance company). structures. Clearly mark safe-exit
zones and keep these as clear
thoroughfares. Have a fire-proof safe
or store unit for business records or
other non-replaceable items.

■■ Train staff in fire prevention and

control measures. Train staff in use
of fire-control equipment, and fire-
burn first aid. Maintain operational
fire extinguishers that are checked
according to specifications.

■■ Check all fire-fighting equipment

monthly. Start motors weekly.
Review contingency plan to ensure it
is relevant and up to date.
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LEGAL ISSUES ■■ Employment laws

Regardless of the type of business, ■■ Contract laws

there will be a number of legal issues
that will need to be considered. Specific ■■ Town planning restrictions and laws
requirements and demands vary, and it
is essential that you find out which apply
to your business.
Legislative Requirements -
Public Health and Safety
In addition to the regulations governing
various aspects of conducting your Most Occupational Health and Safety
business, certain types of businesses (OH&S) laws require that participants
require one or more licences and /or in the workplace observe certain
permits before trading can commence. obligations to ensure that OH&S
This can be confusing for a new measures are effective and that practical
business owner, because licences steps are taken for that purpose. These
can be required by a variety of federal responsibilities, referred to as ‘duty of
(national), state and local authorities. care’, apply to all staff and employers.
A particular onus is placed on those
people who control workplace activities.
Regulations, Licences They should determine necessary and
and Permits appropriate OH&S standards and make
sure these standards are maintained.
In addition to the regulations, permits
and licences required to operate your Duty of Care to Attendees
business, there may be other restrictions at Events
which may impinge on a business.
These include:
Under the Occupier’s Liability act (of
■■ Trades practices 1957) the occupier owes a ‘common
duty of care’ to any lawful visitor, making
■■ Consumer protection this relevant to all premises and gardens
and parks open to the public.
■■ Public health and safety
The Common Duty of Care is defined
■■ Equal opportunity (including equal as: ‘A duty to take such care as in all
opportunity to access as discussed circumstances of the case is reasonable to
previously) see that the visitor will be reasonably safe
in using the premises for the purposes he is
■■ Occupational health and safety invited or permitted by the owner to be there’.

■■ Noise laws This opens up two key issues:

■■ Parking restrictions ■■ The owner is required to act

‘reasonably’ in all circumstances;
■■ Pollution controls (handling of waste blameless injury is recognised by
and waste water) the courts.
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■■ The courts will determine whether The basis of any contract is that one
the visitor has deviated from the party pays a price to obtain a promise
original purpose to which he was from the other party. The price paid is
invited or permitted by the owner to called the “CONSIDERATION” (i.e. the
be there. consideration in a contract is the price
for which the promise of the other party
However systems should be in place is bought).
to ensure that the health and safety of
users are always high on the agenda. ■■ A contract is a legally binding
Site inspections should be carried out on promise.
a regular basis, and a health and safety
risk assessment conducted. These ■■ A contract cannot exist until there is
inspections should be formally recorded an agreement between the parties
and used to detect risk and minimise that are involved in the contract.
hazards. Duty of Care extends to
personnel, contractors, workers - in fact Many management actions are
anyone working on or visiting the site of controlled and affected by legal
the event. contracts. A legal contract has two
components:
Contract Law
1. An offer
What are contracted actions within a
business environment? 2. An acceptance

Many things are, such as: Normally the establishment of a contract

is a three stage procedure, as follows:
■■ Whenever something (good or
service) is sold or purchased, this 1. Making an offer - one of the parties
transaction is in fact a contract. (the “offerer”) makes an offer to
another party (the “offeree”) ie.
■■ Whenever an employee performs a suggests to the other party or
work task and receives payment for parties involved, that he/she would
their work, this is in fact a contract do something, or supply something,
in action (an Employment Contract). if they fulfil certain conditions. Those
conditions might involve payment of
A manager should think about their job money, or perhaps something else.
as managing “contracts”: employment
contracts, purchase contracts, sales 2. Negotiation - the parties involved
contracts, etc. To manage these negotiate to establish conditions
contracts well, the manager needs to that are acceptable to both (or all)
appreciate what contract law is, and involved.
understand the terms and conditions of
all the contractual agreements which 3. Acceptance - the “offeree” accepts
they are managing. the offer under the negotiated terms.

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When an Offer does not lead through Case and Statutory Laws.
to a Contract
Once two parties have entered into a
There are three situations, as follows, contract the agreement between them
where an offer does not lead to a has created rights and obligations
contract being established. that are enforceable in a court of law.
Breaking the terms of the contract
1. Revocation - If the offeree revokes known as ‘Breach of Contract’ can
(ie. withdraws) an offer before it is instigate an action for damages or an
accepted. The offeree is permitted to order for performance by the courts.
do this.
Contracts are usually divided into two
2. Lapse - If the offer is not accepted classes:
within a “reasonable” period of time,
it may be considered to have lapsed. 1. Contracts by deed – a formal legal
A reasonable period is considered document which is signed, witnessed
to be an amount of time required by and delivered to create a legal
the offerer to properly assess the obligation or contract, or to affect a
offer, make a decision, and properly transfer of property from one person
communicate his response. This to another see lesson 2 for an
period in some cases may be no example of a Deed of Partnership.
more than hours, in other cases may
be weeks or months, depending on 2. Simple contracts – these are not
the nature of the business involved deeds but are either written or oral
or implied informal contracts.
3. Rejection - If the offer is rejected in
clear terms, then the possibility of a
contract being established ceases.
If the offerer makes a counter offer,
this action amounts to a rejection of
the initial offer.

Contract Law under the

Westminster System

Under the Westminster System (such as

used in the UK, Australia, New Zealand
etc.) a contract is a legally binding
agreement between two parties. Simply
stated: I promise this – if you do that The Elements of a Valid Contract
(one person makes an offer the other
person acts on the offer) (also known A contract is deemed ‘Valid’ if it has ALL
as a Unilateral Contract) OR I promise of the following requirements:
this and you promise that (a Bilateral
Contract). Finer details may vary from ■■ An agreement - one party accepts
country to country as the law evolves the offer of another party.
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■■ Legality – the purpose of the

■■ Consideration - I promise to do or
agreement must be legal or not
give this if you promise to do or give
against public policy.
that. However this does not apply
to ‘past consideration’ i.e. if party
A did something for party B without If a contract is lacking any of the above
consideration, and then party B elements it may be deemed void, invalid
decides to offer a promise in return or unenforceable. Mistakes or unfair
(after the event) but reneges on the terms or misrepresentation may also
promise - this is then not a legally invalidate a contract. A contract may
binding agreement, and is not have exclusion terms inserted (into the
enforceable by law. ‘Consideration’ small print) which limits the liability of
does not apply to Deeds. one party.

■■ Intention to create legal relations What is an Acceptance?

- the parties intended there to be
legal consequences resulting from An acceptance is characterised by the
the agreement (this also ensures following:
that social or domestic agreements
remain outside the law). ■■ It must be a positive nature.

■■ Form - the contract may require the ■■ Whether accepted in words or

observation of certain formalities in action, the acceptance can have no
relation to the way the contract is hint of ambiguity.
written.
■■ The acceptance must relate to the
■■ Capacity to form a contract - all offer.
parties must be legally capable
of entering a contract. In order ■■ It must be clear that the acceptance
to form a legal contract a person is related to the specific details of
must have a ‘legal personality’ ie. the offer.
natural persons, corporations or
the crown. Some people (when Communicating acceptance
deemed incompetent) are not
permitted to form a contract in Generally the offeree must communicate
law (or may be restricted to a his/her acceptance to the offerer.
limited contract or to a contract (Unilateral offers can ,strictly speaking,
of a particular nature) ie. minors, be accepted without this communication,
bankrupts, persons of unsound though it is not a desirable way to
mind, drunkards, corporations, do business).
companies, partnerships and
company receivers.   Time of acceptance

■■ Consent – agreement must be freely At the point in time when the acceptance
entered into. Consent is diminished is made, the contract then comes into
if undue stress or influence was effect. As from that point in time, both
used to form an agreement. parties become obliged to adhere to the
terms of the contract.
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Intention to create a legal Voidable Contracts – this is a valid

agreement contract however one of the parties to
the contract may try to avoid, take steps
The intention on the part of both parties to avoid, or cancel the contract eg. a
that the contract is legally binding must contract between an adult and a minor is
be made clear. voidable; a contract between an insurer
and an insured person may be voidable
Using a Seal if the insured offered misinformation in
the setting up of the contract. Goods
The use of seals dates back to medieval obtained under a void contract should be
times when people used a seal (like a returned and if the goods have already
stamp) to record their mark on a contract been sold-on to a third party the original
document. owner cannot re-claim them. Another
example of a voidable contract: a person
This method was used in place of a insures his/her car with an insurer and
signature in times when many people pays a full year’s premium, six months
could not write their own signature. later the insured decides to cancel the
policy – the insurer gives the insured
Seals are still used today on many a refund equal to six months of the
contract documents. Any company will total policy.
have a company seal, usually in the form
of a rubber stamp, which is required to Unenforceable Contracts – this is
be used on certain types of contract a valid contract but unenforceable by
documents. Any document which uses a law when breached. An example could
seal today is called a “deed”. be: party A carried out work for party
B but did not submit a payment claim.
Enforcing Contracts Ten years later party A decides to make
a claim on party B. The law cannot
Contracts may be deemed void, voidable remedy the situation as the Statute of
or unenforceable: Limitations (the time in which a law suit
must be filed) was exceeded.
Void contracts – these are contracts
that are not enforceable by law. The Defences to an action to void
term ‘Void Contract’ is actually a contracts include:
misnomer i.e. mistakes, illegality,
misrepresentation or unfairness in ■■ Undue duress
the initial agreement would make the
agreement void and it therefore could ■■ Fraud or misrepresentation
not be seen as a contract in the first
instance. Goods that have exchanged ■■ Capacity of the parties
hands (legally) under the terms of a void
agreement should be returned to the ■■ Mistakes
initial owner. Refunds may also apply.
■■ Legality

■■ Unfair terms

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Consideration must be seen Employment Legislation

as Adequate and Contracts
The courts insist that the consideration Employees have certain rights to minimum
(i.e. the price) be of value in the eyes employment conditions under employment
of the law. The law is not concerned legislation in most developed countries.
whether the deal is a bargain or not, The term ‘employee’ relates to all persons
but they will act if the consideration is employed for any amount of time i.e. even
judged as being totally inadequate. those employed for only an hour a week.

There is no legal requirement for

employers to have knowledge of
employment law. However lack of
knowledge does not exclude them
from legal action by employees.

Employing people is a complex issue.

Being well-informed of your rights,
responsibilities and legal obligations as
an employer will help to reduce potential
future problems.

■■ Employers are required by law to

respect and adhere to employment
rights set down through legislation
for their employees.

■■ Employees are bound by the terms

of their (legal) contract and are
required to work within those terms.

Employment law usually covers

the following:

■■ Terms of an employment contract

■■ Maternity and paternity rights

■■ Redundancy

■■ Unfair dismissal

■■ Wrongful dismissal (also sometimes

called unlawful dismissal)

■■ Minimum wages

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■■ Working hours ■■ Reasons for dismissal must be clear

and in writing.
■■ Annual leave; sick leave; long
service leave ■■ Unfair dismissal claims may be
brought forward after two years’
■■ Working conditions – rest breaks; service.
health and safety.
■■ Unlawful dismissal claims (ie.
■■ Bullying and harassment relating to gender, race, sexual
orientation etc.) may be made after
■■ Discrimination termination irrelevant of length of
service.
Employee’s rights will vary from country
■■ Redundancy payments should be
to country. Following is an example of a
made if employment is terminated
typical employment model and is used
after two years’ service.
as an example only. You must make sure
you understand what it required of you
■■ Employees should receive a detailed
as an employer in your country:
pay statement at or before their
pay dates.
■■ Written details of the terms of
employment (including their job
description) should be given to an
employee within eight weeks of
commencement.

■■ Employees are entitled to special

leave under certain circumstances
e.g. maternity, paternity, funerals
etc.

■■ Continued employment if the

business changes ownership.

■■ Freedom to join a trade union and

take part in its activities.

■■ Dismissal requires a set period

of notice i.e. from one month to a
year of employment = one week
mandatory notice period. For more
than one year – one week notice
for every year completed service
to a maximum of twelve weeks.
Employees must also give the
required amount of notice when
leaving their employment.

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Following is a simple example of an employment contract:

CONTRACT OF EMPLOYMENT page 1 of 2

1. N
 ames of the contracted parties
Between: (employer)
Of: (address)
And: employee
Of: (address)

2. E
 mployment Commencement date: / / 20

3. J
 ob title and description
Job title:
Tasks:

4. W
 orkplace Address (if it differs from the above)
(address)

5. Salary
Amount:
Rate of pay for overtime:
Bonuses or commissions:
Frequency: (i.e. monthly/ weekly.)
Mode of payment: (e.g. direct to employees bank account)

6. W
 orking Hours
Commence:
Finish:
Lunch and other breaks:
Overtime:
From time to time, the Employee may be asked to work outside of the contracted hours. An hourly rate of
1.5 times the normal hourly rate will be paid.

7. Leave entitlements

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CONTRACT OF EMPLOYMENT page 2 of 2

8. Sickness entitlement

9. Pension Fund/Superannuation

10. Grievance procedure (Including the right of appeal process)

11. D
 isciplinary procedure
Minor misconduct:
Gross Misconduct:

12. Notice of termination of employment periods:

Employer:

Under 1 month No Notice

Over 1 month 1 Week
2 years’ service 2 Weeks
3 to 12 years’ service One week for each year to a maximum of 12 Weeks.
Please note – I’ve changed the layout of the above chart – it was spread out strangely due to the
justification in place. So just here, justification is different.

Employee:

I, agree to the above terms and confirm I have received a copy of this Contract.

Signed by the Employee Signed by or on behalf of the Employer

Dated: / / 20 Dated: / / 20

Note: The Employee must receive a copy of the Contract when signed by both parties.

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INSURANCE Material damage insurance - if you

lease your business premises, insurance
In some cases, something as simple as for the building may be a part of the
having the correct insurance can help contract. This cover should also include
a business in times of a crisis. Take a stock and equipment against fire, floods,
look at the following insurances, and storms, burst pipes etc. If you lease a
make a note of whether or not they would building for an event, check to make
help protect a company from any of the sure that it is fully insured.
previous risks above occurring. Insurance
requirements may vary between Property insurance - fire, storm, tempest
countries, but generally offer the same etc. - if a building you own (in which you
protection under a different guise. conduct your business) burns down, the
value of stock, equipment etc. will be
The types of insurance discussed here replaced by the insurance company.
are just a guide. It would be useful to
talk to an insurance advisor to provide Product liability - This provides cover
information on the types and costs in the case of the public claiming
of insurances relevant to your event against you for damages to their
management business. property or body. This may occur from
goods you supplied, tested or repaired.
Public liability - this protects you
against legal action taken by members Loss of profits - your ‘normal’ rate
of the public (customers) that may arise of income will be protected if your
from your business activities. It covers business premises become unusable as
you against losses if you are sued for a result of an uninsured event.
negligence and can cover such things
as loss of income, medical expenses, Goods in transit - motor vehicle insurance
disability etc. Claims can be brought does not usually cover goods held within
against a business by any range of a vehicle. Goods in transit would protect
people crossing paths with the business goods being delivered to customers.
‑ deliverymen, passers-by, employees,
messengers, customers and even, Professional indemnity - this covers
believe it or not, trespassers. Public for legal liability for professional errors
liability insurance is a must for events. or omissions which may be made. It
also covers your employees.
Employer’s liability - if people other
than family members are employed, Cancellation and abandonment
you are legally required to take out this insurance – this applies if for some
insurance. It protects you against claims reason the event cannot proceed e.g.
that may arise from injury or death while fire, flood etc.
at work.
Director’s liability insurance – if you
Motor insurance – you should have are a director of a business you become
at least third-party insurance on all liable for the people you contract or
vehicles. But if they are used by employ; director’s insurance protects
employees or volunteers you should be you against litigation associated with
fully insured. proven negligence.
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SECURITY AT EVENTS
Patrolling Presence to Deter
Vandalism and Anti-social
Behaviour

Employing staff or a security firm to

provide a low-key patrolling presence is
the best way to deter various anti-social
acts and vandalism and to ensure that
nuisance and damage is prevented.
This will also meet legal requirements
to uphold by-laws relevant to public
spaces and meet the requirements of
all sections of the community as far as
possible - with the minimum of intrusion.
Staff used for patrolling should attend
such training courses as ‘Dealing with
the Public’ to learn how to deal with the
general public and to handle difficult
people without being injured.

Key requirements of a patrol officer

would be multi-functional and include:

1. Opening and closing the site in line

with the local council by-laws.

2. Walking and visually checking the

site.

3. Reporting incidents and any defects

- by completing relevant forms.

4. Upholding the by-laws and liaising

with police and others as and when
necessary.

5. Picking up litter.

6. Assisting members of the public with

site information.

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CHAPTER 8 DELIVERING THE EVENT

When you plan, promote and prepare for an event, you are able to
control how resources are allocated, and the time you are spending
doing the tasks you take on. Once you commence delivering
an event, your control over what happens is lessened, and if
something unforeseen happens, you don’t have the luxury of time
to deal with it.

As discussed in the last chapter, the be quickly replaced or repaired. Your

more complex an event is, the more contingency plans should cover all
safeguards or contingency plans you probabilities and responses, so on the
need to have in place. Events that day there is a clear understanding of the
depend heavily on complex equipment steps that need to be taken to control
for example can encounter serious the problem or situation.
problems if equipment fails and cannot

SOME THINGS TO Make sure you have a site plan showing

CONSIDER BEFORE (as appropriate to the event):

SETTING-UP DAY ■■ Exits

Visit the site or venue a week before the ■■ Entrances, emergency entrances
event and again the day prior – check that and exits,
all is in place and that the venue owners
have held up their end of the contract. ■■ Parking facilities

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■■ Direct resources (human, financial

■■ Pedestrian routes
and other).
■■ Location of fire extinguishers and
fire-fighting equipment ■■ Maintain a professional
presentation, to trouble-shoot and to
■■ Toilets and washroom, also liaise with others.
changing room facilities
■■ Contact the caterers the week
■■ Positioning of vendors (if applicable) before and again the day before
and also the morning of the event to
■■ Telephones ensure all is running to schedule.

■■ Seating arrangements ■■ Formulate a cleaning schedule for

public toilets.
■■ Stage location and other
entertainment sites ■■ Organise waste management.

■■ Mains power ■■ Organise for drinking water to be

readily available.
■■ Restricted areas
■■ Organise a welcoming procedure for
■■ Seating arrangements, VIPs and/or attendees.

■■ Bus stops, taxi drop off points, ■■ Contact entertainers/celebrities the

week, and again the day, before the
■■ Rubbish bins, sharps containers, event to confirm the booking.
waste-water management facilities,
drainage pits, ■■ Contact photographers, media etc.,
as appropriate to the event.
■■ LPG gas and other fuels
■■ Contact emergency services i.e. the
■■ Security locations police, local ambulance, fire and
State Emergency Services.
■■ First aid posts
■■ Instigate a cash access and
■■ Drinking water handling system (e.g. access to
credit cards, ATM facilities) and
■■ Information centre including facilities a safe and secure way to handle
for lost children or property etc. cash e.g. registers, regular banking
system for longer events. You
Other consideration close to the day of may need security firms (armed
the event - as the event manager you guards) to pick up money for larger
must be contactable before and during events etc.
the event. It is your responsibility to:
■■ Contact equipment hire companies
■■ Ensure the smooth running of the to ensure delivery is still scheduled
event on the day, on time.
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■■ Have a site co-ordinator to direct ■■ Are caterers on site? Is there

vendors, deliveries, caterers etc. to adequate shelter available for workers,
the correct locations volunteers and attendees?

■■ Give a site plan and checklist to all ■■ Check lighting and power is functional.
staff responsible for the setting-up
procedures ■■ Is a secure money management
system in place?
■■ Devise a checklist for equipment
hired/ordered for the day ■■ Is appropriate signage in place? For
example to parking locations, toilets,
■■ Have your contingency plans at ATMs, first aid stations etc. as well
the ready in case of: failure of as signs that clearly indicate the
celebrities, entertainers or caterers rules e.g. No Smoking, Alcohol Not
or equipment to turn up on schedule Permitted, Parking Restricted etc.

■■ Discuss guidelines with all people ■■ Are temporary structures safely

participating in the event – i.e. dress erected?
codes, times, schedules etc.
■■ Are all vendors present and vendors
■■ Have facilities in place to ensure the positioned to plan?
safe handling and serving of food
both before and during the event. ■■ Do you have a seating plan – name
Also to have facilities in place for tags etc.? Do you have ushers
the safe disposal of waste food. to arrange orderly seating and to
direct VIPs?
■■ Have all the right permits in place to
cover alcohol and food consumption ■■ Is the stage area set up to
specifications – including lighting
■■ Have a security procedure in place and technology?
to deal with inebriated, drug affected
or violent people ■■ Are toilet and waste facilities in place
and to the plan – do they include
■■ Have all public safety contingency facilities for disabled access and
plans in place. The plan should parents (e.g. changing facilities for
include gate searches of bags for babies)?
alcohol and drugs. Ensure there is
adequate security to accomplish this ■■ Are ticketing facilities in place? Are
credit card and other cash accessing
Formulate a check list that you can facilities (ATMs) available?
use on the day – the variables on the
checklist will obviously differ according ■■ Are staff and volunteers on site as
to the event, but here are some per the work schedules? Is everyone
examples: that should be onsite actually onsite?

■■ On the day: ■■ Is the traffic management system in

place?
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■■ Are the first aid stations in place AFTER THE EVENT

and manned (for larger events)?
Dismantling
■■ Has all the equipment hired or
otherwise sourced been delivered and The end of an event does not mean
set up? Is it all in the right places? the end of work! The obvious practical
things that need to be accomplished
■■ Are entertainers and celebrities after an event finishes, is the dismantling
turning up and on time? of structure, return of equipment,
cleaning and clearing the site and its
■■ Is everyone taking part in the event, facilities and so on. Added to this there
dressed and groomed appropriately is the closing of accounts – paying
as per the dress code? contactors, caterers, equipment hire
firms, celebrities, entertainers and staff
■■ Are the security team members and updating the books (accounting) and
easily identifiable? They should be other records (e.g. staff records) and
wearing clothes that clearly indicate so on. So things need to be packed up,
to the public that they are part of the equipment removed, the site cleaned and
security team. an evaluation of the event conducted.

■■ Are traffic directors/volunteers Here are some considerations:

dressed in yellow jackets so they are
easily recognised? ■■ In the weeks prior to the event you
should take as much care in planning
■■ Is the person/people responsible for the closure as you did over the actual
the ‘meet and greet’ of celebrities, event. Work schedules and check
officials and VIPs there? Are they lists need to be drawn up beforehand
appropriately dressed and groomed? to cover all the work involved.

■■ Plans need to be devised to

ensure a correct way for vendors
to dismantle their stalls, caterers to
pack up, and when and how they
can leave the site and also when and
how equipment can be picked up
and removed from the site. You may
need someone to coordinate this as
well as the continued services of the
traffic management team.

■■ This is the time when safety issues

could be breached – be aware of
this and firm in your directions.
Make sure people stick to the
plan. If everyone is informed of the
correct and sequenced procedures
for packing up and exiting the
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site, then it is less likely that they

10. Dispose of left-over assets as per
become frustrated if things are
event plan (more on that later)
slower than expected.
11. Conduct review
■■ Try to move small things out first
and leave the largest machinery and
12. Write report
structures till last – this is a proven
way to a smooth exit procedure.
Evaluation and Review
■■ Use a separate exit route to that
Delivering an event successfully differs
used by the public.
from ending the actual management
process. Just because a project is
■■ Don’t cut off the power or remove all
at an end, it does not mean that the
of the toilet facilities until the rest of
stakeholders are benefiting from the
the site is cleared (workers will need
program that was implemented. The
them!).
end product may not meet the project’s
initial aims and objectives. This can
■■ Make sure you are contactable at all
apply equally to a small event, such as
times during the dismantling phase.
a party or wedding, as it does to large
events. The client should expect to be
Example Order of Work: able to sit down with you and review
the proceedings of the event. If you
1. Start cleaning up the site – toilets, understand the role of review and how
litter etc. you can benefit from it – you are better
able to approach it in a positive manner
2. Start packing up and removing the and hopefully keep your reputation intact.
smallest objects
How then do you measure a project’s
3. Pack up and remove audio-visual success? You conduct a ‘Project Review’.
and technology equipment, caterers’ A project review will enable you to:
equipment and excess supplies
■■ Evaluate whether the project solved
4. Waste collection the problem outlined in the project’s
objectives i.e. met the projects
5. Remove power, water and other objectives.
utilities as appropriate but leave a
back-up for workers ■■ Identify areas that require more
work (did not need the project’s
6. Remove temporary structures objectives).

7. Disconnect last of utilities and ■■ Access and learn from past lessons
remove back-up systems for the current and also future
projects.
8. Hand-over the venue or site
■■ Ensure that further improvements
9. Organise and finalise financial can be made when needed to create
commitments further benefit for your business.
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When should you conduct an end-of- 2. Include a meeting of the parties

project review? The best time is straight involved to discuss the answers that
after the event because at this stage arise from the questions asked.
the project is still fresh in the mind of all
those involved, and therefore more likely 3. Produce a project review report to
to bring up useful information. present to the client/sponsor and any
other stakeholders.
A project review should:
This applies to all reviews including
1. Ask a series of questions that were those you may conduct throughout the
relevant to the project – both the life of the project.
project team and the stakeholders
should be included in this.

Reviews are Costly

Make sure you understand the cost associated with researching,

compiling and presenting the review and make sure it was factored
into the original budget. This is easily overlooked in the budgeting
process. Put a time limit on the review and stay within budget. Small
events may only need a phone call with the client, large event reviews
can be very costly in terms of the time involved.

How to Approach a Project Review ■■ Consider both the positives and

negatives - don’t just focus on
■■ Honest evaluation: honest comments negatives. Make lists and determine
from all involved should be relative success and failure. Are
encouraged without repercussions. there overall more successes than
These are valuable in determining failures?
what should have been done and
what still needs to be done and how ■■ Look back to look forward – now you
it could all be done better next time. know what was previously unknown
(and it is now too late to apportion
■■ Objectivity: don’t let emotions rule blame as nothing can change what
objectivity. By the end of many has occurred). This hindsight will
projects most people have at least allow you to learn from events
some emotional reactions. However, that may have added to the risk of
in order to evaluate the success of project implementation. It will enable
a project’s implementation you must you to use what you have learned to
remain dispassionate – a clear head develop risk management strategies
provides the best comments, answers in future projects.
and results. It also gives you the best
chance to focus on improvements.
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■■ Definition and clarification: make sure Evaluate the outcome:

that you have defined and clarified
the scope of the review to all those ■■ Did the project come in on budget?
involved before you start. This way
there is less possibility of causing ■■ Was the quality as originally
communication problems – people outlined? Were substitutes offered
can get very close to a project and where quality could not be met?
may be easily offended if part of their
responsibility during the life of the ■■ Is functionality as expected? Can
project comes under review. it be improved as required? Are
the end users properly trained
■■ Documentation: collect all the and skilled?
documentation you need to conduct
the review before you start - to help ■■ Are there functional control systems
you assess the results and compare in place? Is there tolerance for
that against the original plans. Use error? Have you determined how
client satisfaction forms, interviews, much error is acceptable?
meetings and an issues logbook.
The logbook should be kept for the ■■ Is routine maintenance required
duration of the project to record to ensure that the project remains
issues, how they were resolved, successful?
whether they were resolved, or
if alternative approaches were ■■ How will any problems uncovered in
used. This is all part of your the review be rectified?
documentation.
Evaluate stakeholders’ expectations:
■■ The Closure Report: write the
project’s closure report using your ■■ Were stakeholders/client’s
review to present your findings and expectations met?
any further recommendations.
■■ Is the client satisfied with the end
What Should a Project Review result?
Cover – An Example
■■ Are the end users satisfied with the
result? This need careful analysis
Find the gaps: to uncover an inability to accept
change, with a ‘real’ problem in
■■ Compare the project plan and regards to the deliverables.
objectives against the results to look
for shortcomings. ■■ How will you address client
dissatisfaction?
■■ How closely did the outcomes match
the objectives? Establish the projects benefits
and costs:
■■ Are there shortcomings between the
outcome and the objectives – if so ■■ What was the end cost of the
how will this/these be rectified? project?
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■■ Will it cost the client to use the Appraise future development

end result? opportunities:

■■ Will there be ongoing costs into ■■ What opportunities can be identified

the future as a result of the event for further change that would add
having happened? more value?

■■ Do costs and benefits outweigh ■■ Can results be maximised with

each other in some way – if so extra training?
how much?
■■ Have other benefits been
■■ How can returns on the project be identified that were not in the
improved if returns do not meet original expectations?
expectations?
Establish what you have learned:
■■ If expected benefits were not
achieved – how can this be reversed Lessons should be learned from most
and what will be required to projects. The most valuable lessons
achieve this? can come from problems that arise
and are solved. Problems should be
given consideration systematically,
one by one.

Do this by asking and answering a

series of questions:

■■ If you could start again what

would you change?

■■ What was the problem?

■■ How did the problem affect

the project?

■■ What caused the problem?

■■ Why wasn’t the problem seen

earlier?

■■ How could the problem have been

detected if a different approach had
been taken?

■■ How could this problem have been

avoided or its impact minimised?

■■ What was the risk to the project?

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■■ Were the risks reviewed at ■■ What did you learn from this project
the time or do they need to be that can be used in later projects?
reviewed at closure?
■■ Will this project lead on to others?
■■ How could you have done
things differently? ■■ Can you build on the benefits
you have already achieved with
■■ What were the best and worst parts this project and use it for future
of the project? projects?

■■ What stood out as being Report:

successful methods or processes
used in the project? ■■ Write the report.

■■ What methods or processes did ■■ Present the report to the appropriate

not work? stakeholders, detailing your findings.

■■ Did you have the right amount of ■■ Offer your recommendations.

client/stakeholder support and how
could this be improved if needed? Keep Your Final Meeting
Positive
Consider both anticipated and
unanticipated issues or challenges that
emerged at the end of the project. At the end of any project emotions can
run high. Problems will have arisen and
Record and review your findings: mistakes made. If you have followed
the process and kept your client
Record what you hear, tell others within informed and sought their input at phase
your organisation – ensure good or bad meetings (on, for example possible extra
experiences that come out of a project risk associated with the project) – then
are not forgotten on future projects. there should not be too many surprises
at the end. However there will always be
You should communicate lessons learnt in something that has slipped through the
a general way. There is always a risk that net (hopefully smaller problems only)
deductions you make will only be seen as and even if this is not the case there
relevant to the project you just completed. may be some acrimony existing as a
You not only need to tell people what result of events that occurred or even
went well and what went wrong - but personality clashes. A disgruntled client
you must make them see the relevance and politics are very difficult to deal with
to their own work, so they remember in a final meeting. If the client (or their
what you tell them for the next project. representative) throws something at
you from left field or quotes a litany of
■■ What was learned from the review? negative comments (gathered from their
employees for example), and you are
■■ What actions are required to attain not prepared, then this meeting could
the benefits required? end up a disaster.

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Some negative comments may be valid some people lacked competence. You
but some may have hidden agendas need to then discuss this with the client
(for example employee’s inability to (before an official final meeting is held)
accept change). Some may be based so you can instil confidence in the client
on uninformed assumptions or have and show that at the final meeting you
hidden political agendas. For example, have come up with solutions to resolve
an employee may have wanted to prove outstanding issues.
themself and do the project in-house
with themself at the helm. The company Disposal of Left-over Assets
decided to outsource it and the
employee concerned is still disgruntled Some projects end with a lot of assets on
about being sidelined. hand that are still of value. For example:

Say the project ran over budget – at the ■■ An event that included a building
final meeting a negative comment from project (e.g. facilities for a large
the client could (for example) be: “My staff sporting event can even include
said that if we had done this in-house it housing) that has unused building
would’ve been far cheaper, much faster materials left after the building
and executed with greater competence”. is completed.

Whatever the comments may be, you ■■ A party that ends with food and
must be ready for them. You may have drink still on hand.
uncovered further in-house problems
and that is the reason the budget over- ■■ A construction project that has
ran. You may be able to prove that this equipment (such as tools/equipment
employee was disgruntled by recording which were purchased for the
things that were said during meetings. project) still on hand as the project
You should always have the facts at winds down.
hand and be able to present these facts
to outweigh the rhetoric. It is easy for Unless there is a clear and properly
someone to make flippant comments, managed process in place for disposing
but if you have the facts in front of you, of assets such as this, there is a risk
and are well prepared, then mere talk that such assets may be stolen, dumped
cannot compete. or simply left somewhere to deteriorate.

The meeting (illustrated above) had a Ownership of any such assets should be
political hidden agenda with the single clear before the project even starts. Who
purpose to undermine the results of the owns them? The project owners, the
project and your reputation. Preparation project management staff, the contacting
would avoid a breakdown in the company, the property owners?
relationship and miscommunication.
At the end of the project the assets
In another situation their remarks may should be disposed of according to the
have been valid, and at the end of the directions put in place at the project
project your company did not meet the planning phase – that way there
client’s expectations. The project did run can be no inappropriate disposal or
over time, it was expensive and perhaps miscommunication.
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CHAPTER 9 ORGANISING
CELEBRATIONS AND PARTIES

Some of the most common events are relatively small events

with 50 to 150 or so participants, or less. These might include:

■■ Birthday parties ■■ Religious celebrations and

milestones (christenings, naming
■■ Christmas parties ceremonies, bar mitzvahs, etc.)

■■ House-warming parties ■■ Retirement parties

■■ Street parties ■■ Reunions (school reunions,

family reunions, military service
■■ Engagement parties reunions etc.)

■■ Weddings ■■ Funerals

■■ Wedding anniversaries Venues commonly used for these events

include homes, reception centres and
public places like parks.

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A CHILDREN’S PARTY ■■ Have parents’ phone numbers on

hand – be sure that each parent
Planning is the key to any successful understands the drop-off and pick-
party – children’s parties need to be well up times. If a parent is sending a
organised so that there is little time for substitute to pick up their child then
children to become bored and also to make sure that you have discussed
prevent mishaps that can cause tears on this with them beforehand.
the day.
■■ In this day and age of multiple and
Tips: complex families, make sure that
the person collecting a child is the
■■ The younger the children the smaller right person!
the group.

■■ The younger the children the shorter

the party. Don’t have all-day events
– this is asking for problems! Keep
the party to a timeframe that doesn’t
exceed 3 hours – for children under
the age of 8-10 for example.

■■ Children love themed parties – if the

child loves dinosaurs or fairies then
use that as the theme.

■■ Organise the party to a timescale –

have games planned in advance.

■■ Keep games short – small children

have short attention spans.

■■ For children under 5 have one ‘quiet

time’ period e.g. read a story (this
avoids them becoming over tired).
Or hire an entertainer.

■■ Make sure you have of help on

hand – don’t try and supervise a
children’s party on your own; too
many things can go wrong and to
use an old saying ‘you need eyes in
the back of your head!

■■ Serve finger food and avoid

products that can cause allergic
reactions (you should speak with
parents well beforehand).
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A WEDDING ■■ Discuss invitations – have on hand

a range of invitations the couple
Weddings are emotional events – they can choose from that complement
need a cool head, diplomacy and their theme.
advanced organisational skills. The
couple want the day to be memorable ■■ Discuss the bride’s and bridesmaids’
– make sure that you are able to offer dresses, and the groom’s, best
them this. There may be moments man’s and groomsmens’ attire. You
when you need to avert situations may need to coordinate the suit hire
from spiralling out of control. Be aware or suggest dressmakers, wedding
of negativity, and diffuse emotional dress specialists etc.
responses. There are many people you
will be dealing with and everyone will What else you will need to do
have an opinion! Make sure that you Step-by-Step
control the situation and not the other
way around.
■■ Book the caterer and finalise
When you are approached to manage a the menu
wedding you will need to:
■■ Book a photographer

■■ Discuss the wedding service ■■ Book musicians

the couple prefers (religious or
celebrant). ■■ Book transport

■■ Decide on a theme and colours ■■ Place orders for flowers

including floral displays and
bouquets, corsages, buttonholes etc. ■■ Place orders for invitations

■■ Decide on the style of reception (sit- ■■ Book the suit hire or help to buy the
down, cocktail style, buffet). suits for the wedding party (some
hiring firms need many months’
■■ Discuss the food - approach several notice so get onto this early)
caterers for menus and prices
or discuss a range of catering ■■ Send invitations (about 3-6 weeks
options with the venue if they also before the wedding). RSVP lead
offer catering. time is usually 3-4 weeks. If the
wedding is a ‘society’ wedding, with
■■ Offer a range of venues to suit the ‘names’ to be invited, the lead time
budget and make sure that you go should be much longer. Diaries of
with the couple to view. notable people are fully-booked well
in advance, often 6 months ahead
■■ Discuss transport (cars – what type
and colour, horse drawn carriage ■■ Inform caterer and venue of
etc.) for the wedding day and also numbers attending (usually 2-3
for the bride and groom at the end of weeks beforehand)
the reception.
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■■ Pick up the wedding dress and A REUNION

bridesmaid’s attire (at least a month
beforehand) Reunions can be small or big affairs.
But they are often hard to organise.
■■ Double check that caterers, Reunions are usually events such as the
transport, photographers and tenth, twentieth or thirtieth anniversary
musicians are all ready to function of leaving school. Or, we all served
on the day (one week or so before together at Army Base X twenty years
the wedding) ago. We went to University together in
1993. And so on. Usually one person
■■ Hold a rehearsal or a small group will have the idea to
hold a reunion. They may organise
Also consider that some event it themselves, but if they ask you to
managers specialise in weddings, so organise an event for them, you may
you might decide if this is something have to become involved in contacting
you want to specialise in, handle or people to attend. This can be easier
leave to a wedding expert. said than done.

Consider university students who are

studying psychology in 1993 who decide
to meet 20 years after leaving university.
There were 60 people in the group or
class. The university keeps records of
alumni, but they may not be up to date.
You may be able to contact people via
social media, but as we said earlier, not
everyone is on social media or checks
their social media regularly. How do we
get in touch with everyone? We may
use word of mouth and so on. Hopefully
the organisers will take on more of this
sort of research, but be prepared to
get involved.

Then we also have to consider how

people arrive. Using the example of 60
psychology students, some of these
may have kept in touch, some of them
might not have seen each other for
20 years. People can change a lot in
20 years and to walk into a room of
60 people you have not seen for 20
years can be daunting. So it is useful
to make the entrance to the reunion as
easy as possible. Offer name badges
or stickers so people can show who
they are and also see who other people
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are. You may want to consider offering A STREET PARTY

a “staging area” where people can go
when they first arrive. An obvious idea It may be easier to find our visitors for
is an introductory free drink (alcohol or a street party than for a reunion, we are
non-alcoholic) so people go immediately simply going to ask the people in the
to the bar, or drinks table, and may then street. But street parties can also have
strike up a conservation with others as their own difficulties. Street parties may
they arrive. You might consider having occur to celebrate a particular event.
photos of the guests, as they were at For example, in the UK, there were
university, on a display board. As guests street parties to celebrate the Queen’s
arrive they could then go and check out Silver and Golden Jubilees.
the display and hopefully again strike up
a conversation. It is obviously not your
responsibility to ensure that everyone
has someone to talk to, but if everyone
has a good time, they may well want
to know who organised it for future
reference. It is worth taking the time to
make suggestions to the organisers on
how to run a reunion like this.

As we discussed in Chapter 6, it is
equally important to watch out for
potential issues. Remember, these are
people who have not seen each other
for twenty years, but there may be
difficult situations associated with that.
People who were once in a relationship,
then broke up. Old rivalries. Someone
who got the job while another didn’t.
Someone who keeps bragging about
how important their job is and so on. So
be aware of managing your clientele.
Events like weddings, reunions and so
on can be emotional, in a positive or
negative way, so be aware and beware!

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Street parties may take many forms. ■■ Will there be alcohol? If yes, will you
It may consist of trestle tables in the need a licence as you are in a public
middle of the street with people all place? Are you allowed to drink
bringing their own food. alcohol in that area? For example,
in the UK, some public areas are
Or it might require catering to be used designated alcohol free, so it is
and so on. So if you are asked to illegal to drink alcohol in that area.
organise a street party, you have to
consider different factors, such as – ■■ Do cars come down the street? Is it
a thoroughfare? If so, you may need
■■ How many people are coming? permission from the local authorities
to stop cars coming down the road
■■ Who will be doing the food? for a specific time. Seek advice. It
is not OK to simply put barriers at
■■ If people are to bring food for the ends of the streets and think that
everyone to share, you may need this is acceptable, permission must
to do a list of foods and ask people be sought.
to volunteer who will bring what.
Otherwise you could end up with ■■ Does everyone in the street want
millions of cheese sandwiches and the party? Are they all coming? Do
not much else! some people disagree? What is
going to happen about the people
■■ Where will the party be held? In who disagree? What if they want to
the street? On common ground? In drive their car during the party? You
someone’s house or garden? might need to find a way to come to
some agreement with the people not
■■ What equipment will you need? interested in the street party. What
Tables, chairs, table cloths, plates, if they complain about the noise and
or will people bring their own? so on? All factors to be taken into
account.
■■ Will you need other entertainment,
such as a DJ for music, children’s
entertainers?

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CHAPTER 10 ORGANISING EXHIBITIONS

Organising exhibitions can be a large undertaking for an event

manager. Some managers work all year long to organise a single
event. Exhibitions can be small or they can be massive, large-
scale events. For example, you might be asked to organise a
small art exhibition of local artists in a small town. Alternatively
you might be asked to organise something like an exhibition at the
Tower Of London, or London Fashion Week, or something equally
momentous. The organisation and planning required for events of
this size will most probably require a team of organisers and many
staff. You need to be aware of how to run and manage large-scale
events just as well as how to run and manage smaller events.

What is an exhibition? An exhibition is interest the buyers and get it into the
an organised display or presentation of shops. So the motives here are to gain
a selection of items. So, the Queen Of the limelight and to sell something.
England may approve an exhibition of
the Crown Jewels. Fashion designers For an exhibition of the Crown Jewels,
will have a display of their new clothing there are other motives. Firstly, the
lines at London Fashion Week and so organisers may be trying to educate
on. It is an opportunity for people to people, to let them see the Crown
show off something to other people. Jewels and learn the history behind
them. There will also be a motive to
When considering exhibitions, you also attract tourists from both inside and
have to consider the motives behind it. outside the UK. There will also be a
financial motive. People may have to pay
For example, fashion designers will be to get into the exhibition. There may be
wanting to show off their new designs guide books to buy and also a gift stall.
to the world, so that they will be seen in
the media, on TV and by the public. BUT So when planning any exhibition,
they also want to sell their new ranges. consider what the motives behind it are.
So they will want fashion buyers there as
well, in order to highlight the new range,
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GUIDELINES FOR ■■ Promotions should begin appearing

at least 3 months in advance
PLANNING A SHOW OR building in intensity to a peak
EXHIBITION immediately before and during
the event. Remember; many
publications have a lead-time of
The planning outline in the earlier
3-4 months. This means they need
chapters covered the broad concepts
details of an event 3-4 months
of the process required to stage an
before it actually appears in print.
event. Following are additional, practical
considerations:
■■ Timing and crowd movements must
be considered in planning. There
■■ All fees (i.e. stand fees to exhibitors,
should be space for busy areas also
entry fees for the public, etc.) must
quiet areas. Consider the logistics of
be realistic for the industry with
movement when planning traffic flow
which the show is related. Consider
for people.
what both exhibitors and visitors
can afford and what they will be
■■ Post signs to prevent confusion
prepared to pay. Consider similar
and to direct your traffic. Ensure
events elsewhere and investigate
all signage is clean and precise.
charges relating to those events.
Information/instructions in bullet
points works better than long
■■ Set a date well in advance to allow
sentences.
for adequate preparation (depending
on the size of the event, this may be
■■ Check any obstacles at outdoor
at least 12 months in advance).
events, such as holes, potholes etc.
Ensure areas are clean. Remove any
■■ Plan a date which is clear of
rubbish prior to and after the event.
competing events and make sure
the date is widely known well in
advance (before potential exhibitors
or competition events can book up
the date for something else).

■■ Ensure adequate insurance cover.

■■ Ensure health and safety

requirements (legal and non-legal)
are prepared for and adhered to.

■■ Arrange first aid facilities to be on

hand.

■■ Start booking exhibitors at least 6

months in advance! Popular firms
may well have diary dates running
12 months ahead, or even longer.

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CHAPTER 11 ORGANISING
CONFERENCES AND SEMINARS

It is important to understand the difference between conferences,

conventions, seminars, workshops, trade shows, expos and
symposiums. When you are asked to manage one of these events,
you will need to market it correctly in order to attract the right type
of attendee. For example, there is no point marketing an event as
a ‘symposium’ (usually aimed at academics) when you really want
to attract industry-specific attendees to inform them of the latest
industry development. That is a ‘conference’.

2. The second type of conference (often

also referred to as a convention
and a lot larger than the conference
discussed above) includes a range of
delegates from various organisations,
companies and so on with multiple
guest speakers. They often include
individual sessions as well as a main
event. They also usually focus on new
industry developments and trends.

Seminars are educational events that

inform (or convince) the attendees
(usually on one subject but sometimes
more than one) using lectures,
discussions or ‘guest’ speakers. A
typical seminar could be one on the
superannuation or pension fund industry
for example. Many seminars are free
and are a popular way to conduct
Conferences are usually of two types: business in some sectors. They are
usually trying to sell the attendee
1. In-house - a conference held within something – either more training or a
an organisation with the employees product or service.
as attendees and sometimes with
guest speakers. These are usually Symposiums are academic events
held to inform attendees of new attended by academics or students
internal organisational or industry where key-expert speakers give
developments, new products, new lectures or presentations on a pre-
ideas and so on. determined subject.
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Trade shows and expos are industry ■■ Develop the conference program –
specific (e.g. telecommunications, keep it well paced and interesting.
horticulture, equine, motor industry etc.). Alter timeframes for individual
They are often large events and most sessions (some short some longer)
likely to be held on an annual basis with also include plenty of breaks and/or
a range of exhibitors from the industry a change of pace to ensure energy
in question. There will be displays of levels are sustained.
products and/or services to educate/
inform attendees on the latest trends ■■ Have ready access to water and
and developments in the industry. easy access to toilet facilities

Workshops are small events with ■■ Promote the conference - conferences

perhaps no more than 10 participants. that not in-house need to be promoted
They sometimes contain practical well in advance of the event. Use
components. A good example is a first- normal marketing tools such as media
aid workshop where participants firstly releases, websites, advertisements,
attend a lecture and demonstrations, social media, journals, magazines etc.
then have the opportunity to put what
they have learnt into practice using a ■■ Send out invitations, via mail, email,
dummy or the other participants. social media etc., and set up a link to
a ticketing system on a website.

ORGANISING ■■ Develop the conference material –

keep it concise (consider using a
A CONFERENCE ‘show bag’ that is easy for attendees
to carry and don’t overload it).
■■ Planning – understand the event’s Make sure all the material you
goals and target audience, and use include, such as name-tags, tickets,
this to determine what theme and programs etc., are produced to
what approach you will use. the predetermined ‘theme’ for the
conference (i.e. colours, quality etc.).
■■ Know your budget restrictions (this
dictates what you can offer and ■■ Decide what equipment you need
where). and where you need it (e.g. a
lectern? AV equipment, sound
■■ Choose a suitable venue. It must system, lighting, etc. etc.).
suit the needs of the conference. Do
a thorough site inspection - think of ■■ Design the layout and seating –
size, access, quality, safety, catering make sure seating is comfortable
or suitable eating areas, parking, and that the design suits the type
price and any other resources it may of conference being held. Large
offer. Does it match the expectations conferences often use auditorium
of the event? style seating, smaller types may use
the classroom style or U-shaped style
■■ Set dates and book the venue (try seating. Some may be more informal
not to clash with other similar events with attendees spending some time
held at the same time). ‘roaming’ the room and others sitting.
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■■ Make sure you have the right audio-

visual equipment required which
is set up and tested on the day.
Everything MUST work perfectly

■■ Make sure screens are positioned

so everyone can see them without
straining.

■■ Contact all your guest speakers and

make sure they understand their
timeline and time frame.

■■ Book caterers – select a menu and

the appropriate presentation and
service. Make sure that the meal-
breaks and catering service align –
you don’t want meal breaks intruding
into conference activities because
they took longer than predicted.

■■ Conduct a run-through rehearsal

before the event. Make sure that
you have allocated enough time to
register attendees, for them to meet
and greet each other, and to get to
their positions on time. Check safety
procedures and safety equipment on
the day.

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CHAPTER 12 WORKING
IN THE EVENT INDUSTRY

WHERE TO FROM HERE?

You don’t necessarily need to have formal training to be an event
manager, but doing one or more relevant courses can help you get
started, and will often result in your career moving forward faster
than it otherwise might do. A general foundation course on Event
Management will give you a perspective on the industry and can
help you better decide what aspects of event management most
interest you. It can also help you see the pitfalls of this industry
before you encounter them in a real-life situation.

Another way to start may be to take also provide an opportunity perhaps to

a more specialised course, such as get into the industry by initially setting up
Wedding Planning. This type of course a small part-time business (in this case -
provides skills that may be used in most as a wedding planner).
areas of event management but it can

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EDUCATION JOB PROFILES

If you already have experience and/or Profile 1 - Wedding Planner
training in business or management,
you may not need any more than a short The main job for a wedding planner is
professional development course to kick to remove the stress from the couple
off a career in Event Management. getting married, to ensure that the
day runs smoothly, keeps to the brief
For most people though, a more provided by the clients and is a truly
substantial course of training will greatly memorable event. This sounds simple
enhance their chances of achieving but it actually involves quite a few
a successful career. However it is a variables plus varied skills and talents.
mistake to ever assume that education Wedding planning does not fall into the
alone will guarantee success in the 9am to 5pm category – you will need
workplace. to be flexible and meet clients in the
evening and on weekends, from the time
Event Industry professionals clearly they book you until after the final clean-
need a certain level of knowledge and up after the wedding.
skill, and that can be developed through
formal education. But they also need to A wedding planner’s job:
have the right personality, attitude and
work ethic if they are to succeed. ■■ Is more about hard work than
glamour
This is an industry that requires
extremely good people skills. It can be ■■ Requires patience and diplomacy
a tedious and sometimes gruelling task
to convince companies or individuals ■■ Demands exceptional organisation
to exhibit at a show; to sponsor an and management skills
event or to even attend an event.
Working with clients can be equally ■■ Requires financial management
as challenging; particularly when your skills and the ability to work within a
clients don’t even agree with each other budget
(eg. consider a husband who wants a
child’s birthday party in the home, a ■■ Requires some artistic flair
wife who wants it out of the home, and
the child who is caught in the middle; ■■ Is to be knowledgeable about the
with you trying to mediate and reach an industry and what is on offer in
acceptable decision) terms of: venues, the latest trends,
common themes, decorations
and decorators, transport,
photographers, musicians, florists,
accommodation for guests and
so on.

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Other Duties: and relax between travelling and so

on. If too many events are scheduled
Meeting the couple and parents artists can become worn out, and tours
(especially if parents are paying for the cancelled as we do sometimes see in
wedding) and the wedding party. the media. So the planning of the tour is
essential.
Assessing the clients’ needs and
expectations including: the budget, When dates are planned, then the
venue, food, type of service, religious concert must be promoted through
aspects, theme, dress codes, number of advertising, social media, mail-outs,
people attending and so on. flyers and so on. If a concert is taking
place at a particular venue, the venue
Having a broad understanding of may have a mail out/email-out list
what the clients’ expectations are and that can be used to advise people of
whether their budget will meet this. upcoming concerts. It is then about
continuously promoting the tour. Some
Profile 2 - Concert Promoter tours will be a sell-out straight away with
people waiting anxiously online to get
A concert promoter will be responsible tickets, or in queues outside the venue.
for organising concerts – there is a Not all concert organisers will be that
huge range. They may be classical lucky and they may have to make more
music, rock bands, electronic music, effort to sell tickets to their concert.
pop or whatever. Some concert
promoters will work with a particular Profile 3 - Party Planner
group. For example, some may be
affiliated to a particular orchestra and A party planner is usually more of a
promote them wherever they go. Whilst smaller scale events organiser. They
other concert promoters will work at a may organise parties within a person’s
particular venue, promoting whatever home, such as children’s birthday
concert comes there. Others will work celebrations, or selling products, such
as freelancers when required. as kitchen ware, clothes and so on.
They may also be involved in organising
Concerts, like other events, can be parties outside the home, perhaps in a
small or large. The concert promoter public hall, workplace or a park. People
may be responsible for booking the increasingly employ party planners
act. For example, an orchestra may to organise celebrations for special
decide to go on a world tour, so they events such as children’s parties,
may contact venues throughout the Christmas parties, retirement parties,
world and liaise to ensure a suitable list engagement parties and so on. The
of venues. For example, it would be no party planner must again liaise well with
good organising a concert in Sydney, the organisers to determine the type
Australia on Monday, then London, of party required, when it will be, when
UK on Tuesday. It would be better to invitations should be sent out and so on.
organise all UK concerts in a row, then
all European concerts and so on. This Opportunities to earn money from party
may sound obvious, but it is important planning can vary greatly. At one end of
to allow time for the artist to travel the spectrum, a party planner may cater
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for high end customers in an affluent Profile 4 - Conference

area, where very large amounts of Organiser
money can be spent on a single event.
At the other end of the spectrum, fast We talked about conferences in the
food restaurants such as McDonalds last chapter, but another role of an
may employ people on a minimal event manager can be a conference
wage, to organise children’s parties at organiser. Again, a person may
the restaurant. specialise in organising events at
a particular venue, or arranging
conferences around the world. For
example, they may be responsible for
organising industry seminars featuring
a touring motivational speaker visiting
from another country.

Salary and Qualifications

The salary you receive for any event

management type job will really
depend on how you work. Some event
managers will be freelancers doing
event management in a small way whilst
others may be involved with massive
contracts. Other event managers may
be employed full-time by, for example,
a large concert hall who employs
event managers to organise regular
events that take place there. If you
are interested in becoming an event
manager, it is worthwhile considering
how you plan to work at first to gain
experience and the avenues open for
this type of work.

Whichever way you decide to work,

being an event manager can be a
rewarding and fulfilling career with lots
of diversity, interest and experiences to
be had.

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APPENDIX

DISTANCE LEARNING AND ONLINE COURSES

The author and associates of this book have developed
a large variety of distance learning courses, online, on CD
or by correspondence, which are available through various
colleges that are part of the ACS Global Partners Network - visit:
www.acs.edu.au/about-us/affiliates.aspx to find out more.

There are Over 600 different courses offered by ACS

Affiliates, through colleges in 7 different countries.
These courses cover a wide range of disciplines, including Business,
Management, Marketing, I.T., Biological Sciences, Health, Fitness,
Nutrition, Psychology, Counseling, Writing, Photography, Hospitality,
Tourism, Education, Construction, Horticulture, Agriculture, Environmental
Management and more.

Courses that may be particularly helpful to readers of this

book include:

■■ Event Management ■■ Bar Service

■■ Wedding Planning ■■ Project Management

■■ Food and Beverage Management

E BOOKS BY JOHN MASON AND ACS STAFF INCLUDE:

Starting a Business Working in Horticulture
Project Management Commercial Hydroponics 3rd edition
Business Operations Trees and Shrubs for Warm Places
Psychology Dictionary Organic Gardening
Counselling Handbook Climbing Plants
How Children Think Growing Conifers 2nd edition
Farm Management 2nd edition Roses
Profitable Farming 2nd edition Herbs
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Trees and Shrubs English Grammar

What to Plant Where Getting Work in a Modern World
Fruit, Vegetables and Herbs What to Plant Where
Growing Tropical Plants 2nd edition How to be a Life Coach
The Environment of Play 2nd edition Fruit, Vegetables and Herbs
Garden Design Part I Psychological Profiling
Garden Design Part II Getting Work in Horticulture
Tropical Landscaping Scented Plants
Starting a Garden or Landscape Modern Marketing
Business 2nd edition Poultry
Starting a Nursery or Herb Farm 2nd edition Growing Ferns
Aerobic Fitness 2nd edition Human Biology Dictionary
Aquafitness 2nd edition Leadership
Nutritional Therapy Palms
Human Nutrition Creative Writing
Animal Health Weeds
Horse Care Management
Dogs –Caring for Dogs Photographic Techniques
Marine Animals
Professional Writing

PRINTED BOOKS BY JOHN MASON

John Mason has been writing books since the 1970’s and has
over 40 titles published, some as printed books, others as ebooks.
Some (print) titles are out of print, and now only available as
second hand books or e books. If you have difficulty finding any of
Mr Mason’s titles, you can enquire by email to admin@acs.edu.au

Print Books by John Mason include:

Fun and Fitness Trails, Victorian Dept. of Sport and Recreation, 1978
Starting a Nursery or Herb Farm, Night Owl, 1983 (revised 1994)
The Environment of Play, Leisure Press, New York, 1982
Herb Review, self published, 1987
Landscaping with Herbs, self published, 1988
The Native Plant Expert, self published, 1989
Let’s Grow Gardens, self published, 1990
Growing Ferns, Kangaroo Press, 1990
Commercial Hydroponics, Kangaroo Press, 1990, 2007
Growing Vegetables, Kangaroo Press, 1991
Growing Herbs, Kangaroo Press, 1993
Nursery Management, Kangaroo Press, April 1994

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Tropical Gardening, Bay Books, October 1994

Yates Guide to Pests & Diseases, Angus & Robertson, February 1995
Growing Pelargoniums & Geraniums Hyland House 1996
Farm Management Kangaroo Press 1996
Growing Australian Natives Kangaroo Press 1997
Starting a Nursery or Herb Farm (Revised ed) Kangaroo Press 1997
Sustainable Farming Simon & Schuster (Kangaroo Press) Spring 1997
Growing Tropical Plants Simon & Schuster (Kangaroo Press) 1997
Starting a Landscape or Garden Business Kangaroo Press 1998
Aqua Fitness Kangaroo Press 1999
Growing Conifers Kangaroo Press 1999
Profitable Farming Kangaroo Press 1999
A Beginners Guide to Orchids Hyland House
Aerobic Fitness Kangaroo Press
Trees & Shrubs for Small Places Kangaroo/Simon & Schuster 2000
Propagating from Cuttings Kangaroo/Simon & Schuster 2002
Growing and Using Vegetables and Herbs Kangaroo/Simon & Schuster 2007

USEFUL CONTACTS

ACS GLOBAL PARTNERS

To see the latest list of ACS affiliates, please visit:

www.acs.edu.au/about-us/affiliates.aspx

SOCIAL MEDIA
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CLICK HERE 〉〉 CLICK HERE 〉〉

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