I.

INTRODUCTION TO EVENTS ● Educational and Academic Events (graduation ceremonies,

A. Definition and frameworks academic conferences)
- Events are occurrences designed to communicate particular ● Virtual Events (webinars, virtual conferences)
messages to target audiences. B. Public Events - these are the events that are more open to a larger
audience or participants.
Key elements of Events ● Cultural Events (festivals, parade, art exhibitions)
(The Event Hexagon) ● Sports Events (tournaments, marathon, sport matches)
● Organizers - design and execute all activities concerning an event. ● Entertainment Events (concert, theater performances,
● Infrastructure - is a broad term that encompasses the core concept, comedy shows)
people, talent and structure.
● Venue - is the place where the event takes place. II. THE ROLE OF AN EVENT MANAGER
● Media - is the vehicle used to communicate details of the event to
the target audience Event Managers plan and organize promotional, business, and social
● Target Audience - is the people who have the ultimate experience of events. They’re responsible for running a range of events, ensuring that the
the event and for whom the event organizer consciously designs the target audience is engaged and that the event’s purpose is effectively
event. communicated. The role of an Event Manager are:
● Client - sponsor or financier of an event venture. 1. Planning the Event -creates the plan for the event, including what
needs to be done and when.
C. History Types of Events 2. Leading the Team -directs the event team and make sure everyone
● Religious Event (Ancient Times) knows their tasks
● Royal and State Events (Monarchies and Empire) 3. Solving Problems -Anticipates and fixes any issue that might come
● Trade and Commerce Events (Renaissance to Industrial) up during the event.
● Entertainment and Cultural Event ( 9th to 20th century) 4. Working with Vendors -coordinates with people like caterers or
● Virtual and Hybrid Events (21st Century) decorators to get service for the event.
Event Manager Task and Responsibility
D. Types of Events ● Event Planning
- In event management, there are various types of events based on ● Venue Selection
their purpose, audience, and scale. These various types of events ● Vendor Coordination
are categorized into two which are the Private Events and Public ● Budget Management
Events. ● Logistics
A. Private Events - these are the events that are limited to specific ● Marketing and Promotion
invites or groups. ● On-site Management
● Corporate Events (conferences, seminars and workshops, ● Communication
board meetings) ● Risk Management
● Social Events (weddings, birthday parties, anniversaries, ● Evaluation
reunions)
● Charity and Fundraising Events (gala dinners, charity III. THE MARKET DEMAND FOR EVENTS
auctions) A. The Market for Event
 - The market for events refers to the economic sector focused on the 5. Timing and Location: The timing of an event (seasonality, day of
planning, organization, and execution of events, which can include a the week) and its location can greatly affect attendance.
wide range of gatherings such as conferences, conventions, 6. Competition: Competition refers to the presence of other events
festivals, exhibitions, weddings, and concerts. that are happening around the same time or cater to the same
1. Importance of the Event Market audience. If two events are happening on the same day, people may
● Connects people for various purposes: entertainment, business, choose one over the other based on their preferences or price.
education, celebrations. 7. Social and Cultural Factors: social and cultural factors refer to the
● Requires careful planning and coordination for a great attendee influences of society's trends, values, and traditions on event
experience attendance.
2. Growth and Transformation of the Event Industry 8. Economic Conditions: The general financial situation of potential
● Significant growth over the years due to demand for social attendees can also affect demand. When people have more
gatherings and unique experiences. disposable income, they are more likely to spend money on non-
● Expanded reach with global participation and diverse audiences. essential activities like attending events. However, during tough
● Impact of technology: virtual and hybrid events gaining popularity. financial times, such as a recession, people tend to cut back on
3. Key Aspects of the Event Market: spending, which can lower demand for events.
● Size and Scope B.2. Determinants and Motivations
● Demand Structure 1. Determinants and Motivation in the Context of Events
● Determinants and Motivations ● The events market is diverse, not homogenous
● Stakeholders ● Determinants refer to the factors like location, timing, cost,
and promotion that influence attendance
B. Size and Scope of Events Market ● Motivations are the reasons like social needs, interest, or
B.1. The Structure of Demand for Events entertainment for attending.
1. Target Audience Identification: Understanding who the event is for 2. Motives for Participating in Events
is crucial. This includes demographic factors such as age, interests, ● Primary Motives (main reasons)
and professional background. ○ Social: one of the biggest reasons of people attend
2. Event Type and Purpose: Different types of events (e.g., corporate events is to meet and interact with others.
conferences, weddings, concerts) attract different audiences and ○ Status and Recognition: Many people are motivated
have varying levels of demand based on their purpose. For instance, to attend events by the desire for recognition as it
corporate events may focus on networking and education, while can elevate their social status or showcase their
social events may prioritize entertainment and celebration. achievements.
3. Pricing Strategy: The cost of attending an event influences demand ○ Relaxation: Events provide a great opportunity to
significantly. Pricing strategies can include early bird discounts, unwind.
tiered pricing, or package deals to attract a broader audience. The ○ Learning and Education: It can be a strong motivator
perceived value of the event relative to its cost is a critical factor in for attendance. Events attract individuals eager to
demand elasticity. gain new knowledge or skills.
4. Marketing and Promotion: Effective marketing strategies play a ● Secondary Motive (additional reasons that complement the
vital role in driving demand. This includes digital marketing, social primary motives)
media campaigns, and traditional advertising methods tailored to ○ Entertainment: This includes enjoying performances,
reach the target audience effectively. shows, or activities that provide fun and enjoyment.
3. Types of Motives 5. Event Component Mix
● Social Motives: focus on the need for social interaction and ● Event Emphasis: includes both the core event (main
connection with others. This type of motive is often a primary attraction or highlight of the events) and the fringe event
motive for attending events because human beings are (additional activities that accompany the core event)
● Specialization within the Market for the Event: this refers to
inherently social creatures.
the specialized activities that cater to different interests
● Organizational Motives: often relate to business goals and within the event.
are typically primary motives for companies and groups ● Individual Components or Specialized Activities at the Event:
attending events. within each event, there are often multiple individual
● Physiological Motives: revolve around physical needs and components that can attract different audience segments.
experiences, which can be both primary and secondary ● Individual Target Market Groups: every event is likely to
motives. attract various target market groups, each with their own
interests and reasons for attending
B.3. The Event Stakeholders
- The stakeholders can be any person or entity, who influence and can
be influenced by the company’s activities. In a business
environment, stakeholders are classified into two categories, Internal
Stakeholders, and External Stakeholders.

1. Internal Stakeholders: are those parties, individual or group that

participates in the management of the company.
● List of Internal Stakeholders:
○ Employees
○ Owners
○ Board of Directors
○ Managers
● Personal Motives: motives that are deeply connected to
○ Investors
individual growth and self-fulfillment.

2. External Stakeholders: are those interested parties, who are not a

4. Why Do People Attend Events?
part of the management, but they are indirectly affected by the work
● Combination of Motives: people may have several reasons for
of the company. They are the outside parties which form part of the
wanting to attend, and these can be both primary and secondary.
business environment. They are the users of financial information of
● Personal Expectations: attendees often have specific hopes about
the company, in order to know about its performance, profitability,
what they will gain from an event.
and liquidity.
● Supporting Others: many people also attend events to support
● List of External Stakeholders:
family, friends, or colleagues.
○ Suppliers
● Tourism and Travel: for some events, especially large festivals or
○ Customers
conventions, attendees may travel from distant places.
○ Creditors
● Willingness to Pay: The cost of attending an event can significantly
○ Clients
impact decision-making.
○ Intermediaries
○ Competitors
 ○ Society
○ Government 4. Planning for sensory cues and treats
3. Key Differences Between Internal and External Stakeholders ● Sense of Sight: Using visually appealing decorations, lighting, and
● The individual or group that works for the organization and they colors that align with the event theme.
actively participate in the management of the company are known as ○ Treats: Projections, LED lights, or interactive displays to
Internal Stakeholders. External Stakeholders, on the other hand, are catch the attention.
the individual or group that is not employed by the organization but ● Sense of Hear: Sound can be impactful, but it doesn’t need to be
they get affected by its activities. loud to be attractive
● Internal Stakeholders serves the organization, but External ○ Treats: Upbeat and soothing musics
Stakeholders deals with the company externally. ● Sense of Smell: Integrate aromas that match your theme
● Internal Stakeholders are employed by the company, but external ○ Treats: Scented candles or essential oil diffusers
stakeholders are not. ● Sense of Touch: Offer tactile experience with a variety of textures
● Internal Stakeholders are the primary stakeholders whereas External ○ Treats: Decorations, interactive installations, and the
stakeholders are the secondary stakeholders. materials of tablecloths and seating.
● Sense of Taste: Focus on presentation and flavors to leave a lasting
IV. EVENT PLANNING: ENVISION impression, discussing this matter with the catering team is
1. Crafting Event Vision recommended.
2. Setting Event Objectives ○ Treats: Foods and snacks
- Specific
- Measurable V. CONTINGENCY PLANNING
- Achievable A. Safety and Security
- Relevant Contingency plans formally establish the processes and procedures to
- Timely protect employees, core business elements, critical processes, information
3. Drafting the Events Vision systems and the environment in the event of an emergency, business
It must be very clear that you know: disruption, or disaster.
● Why must the event be held? PURPOSE A.1. Categories of Contingency:
● What the event must achieve, or what results to be expected? 1. Those that impact the business infrastructure (fire, severe
OBJECTIVES weather, and earthquakes)
● Who are the people whose needs must be satisfied? AUDIENCE 2. Those that impact people, such as accidents, seasonal
● On what budget you will be operating? BUDGET illnesses (influenza), epidemics, or pandemics causing harm
● How will success be measured? MEASURES to employees, rendering them unavailable to work.
3. Those that impact the reputation of the business (such as a
PURPOSE - Write a brief background or a statement of the event purpose. product defect leading to a recall), causing resources to be
OBJECTIVES - Objectives are specific outcomes or goals the event aims to diverted from normal operations to recovery and/or
achieve. They must be clear, measurable, and achievable. restoration.
AUDIENCE - Describe the target audience. A.2. Objectives of Contingency Planning:
BUDGET - state the initial estimated cost of the event or the budget to work 1. Secure and protect people.
on. 2. Ensuring Business Continuity.
MEASURES - Describe how the objectives will be checked or measured 3. Securing Information Systems.
A.3. Elements of Contingency Planning: also be part of the process. Learning from real events is an
1. Assumptions: As a baseline for planning, it is best to use unfortunate opportunity.
several possible “worst-case” scenarios relative to time of B. Problem Analysis
event, type of event, available resources, building/facility The process of figuring out what's causing an issue and how to fix it. It
occupancy, evacuation of personnel, personnel stranded on involves breaking down the problem, understanding what’s going wrong, and
site, and environmental factors such as weather conditions coming up with possible solutions. The goal is to get to the root of the issue
and temperature. so you can solve it effectively.
2. Risk assessment and vulnerability analysis: Identify known B.1. Approach in Problem Analysis
and apparent vulnerabilities and risks associated with the 1. Fishbone Diagram: Allows you to visualize an issue as
type of business and geographic location of the enterprise. having multiple root causes that you can classify together.
3. Types of hazards: Planning for each and every type of 2. Cause & Effect Analysis: Approaches a problem by
hazard is not practical, nor desirable. Grouping them into examining its causes and effects. This method explores both
similar or like categories will allow for planning to address the direct and the indirect causes and effects of the problem.
categories of hazards which can easily be categorized as 3. Five Whys: This method of issue analysis seeks to
natural occurrences, health/pandemic, infrastructure, and understand a problem and derive solutions by deep diving
social, civil or political disruption. into its cause. In this analysis method, you repeatedly ask,
4. Critical process identification: Critical processes must be "Why?" to create a linear inquiry into the problem. Each time
ranked in accordance of criticality and importance to the you answer, you gain a more holistic understanding of the
productivity and survivability of the enterprise. issue, which helps you find viable solutions.
5. Business impact analysis: A business impact analysis must 4. Root Cause Analysis: This issue analysis method traces a
be accomplished to accurately determine the financial and problem down to its root cause. While a problem may have
operational impact that could result from an interruption of multiple effects that manifest as a variety of complications, a
enterprise operations. root cause analysis focuses on identifying why these issues
6. Emergency response: All participants in the emergency first occurred.
response process, particularly emergency responders, must B.2. General Procedure
understand their role. 1. Define the Problem: The first step in an issue analysis is
7. Incident management or crisis management: As an incident establishing a consensus on the definition of the problem.
escalates, a crisis management team (CMT) should assume Start by consulting all the relevant parties and discussing the
responsibility for managing the crisis. matter.
8. Incident/event analysis: After an event occurs and the 2. Identify the Root Cause: Helps you develop solutions by
situation is stable, an analysis of what occurred and why focusing on the problem rather than symptoms. To identify
should be conducted to determine th the root cause of an issue, first ask the people whom it
9. Business resumption planning: The process of planning to primarily concerns.
facilitate recovery of designated critical processes and the 3. Organize and Prioritize: Now it’s time to build out your
resumption of business in the event of an interruption to the framework. Use an IT project plan to organize information in
business should be performed in two parts. a space where everyone can make and see updates in real
10. Post-event evaluation: An assessment of preceding events time.
to determine what went well, what did not go so well, and 4. Create a Workaround: This is not always necessary, but
what improvements to existing plans need to be made must temporary workarounds can keep work on track and avoid
 backlog while you go through the problem management taking into consideration both immediate responses and
steps. long-term solutions.
5. Update your known database: Every time an incident occurs, 4. Communicate and train: Ensure that all relevant
create a known error record and add it to your known error stakeholders, including event organizers, staff, vendors,
database (KEDB). Recording incidents helps you catch volunteers, and venue management, are aware of the
recurrences and logs the solution, so you know how to solve contingency plan.
similar errors in the future. 5. Establish communication channels: Once all the relevant
6. Pase for change management: Larger, high-impact problems stakeholders are aware of the contingency plan, it’s
might require change management. For example, if you important to define effective communication channels among
realize the problem’s root cause is a lack of staff, you might the event team, stakeholders, and attendees in case of
dedicate team members to help. emergencies or changes in the event schedule.
7. Solve the Problem: At this stage, you should know exactly 6. Regularly review and update: It’s important to continuously
what you’re dealing with and the steps you need to take. But review and update the contingency plan to reflect changes in
remember—with problem management, it’s not enough to circumstances, regulations, or event details. Ensure you stay
solve the current problem. You’ll want to take any steps to informed of any potential issues that may affect your event
prevent this from happening again in the future. and include them in the plan.
8. Reflect on the process: The problem management process
has the added benefit of recording the process in its entirety, D. Crisis Management
so you can review it in the future. Once you’ve solved the ● Crisis is anything that could cause a sensitive and potentially harmful
problem, take the time to review each step and reflect on the situation to arise, whether it be for an individual, a group, or society
lessons learned during this process. as a whole.
● Crisis management is the process of planning ahead for potential
C. Contingency Planning problems at the corporate level and how to handle them in the best
An essential part of strategic planning for events. It involves creating backup way possible so that an organization doesn't face potential dangers.
plans to handle unexpected situations that may threaten the event's success. D.1. Types of Crisis
C.1. How to write Contingency 1. Technical Issues: Failures in technological, electrical, or
1. Identify potential risks: Firstly, conduct a thorough risk mechanical that could result in a significant crisis for an
assessment specific to your event. Consider factors such as event.
weather conditions, venue-related risks, technical issues, 2. Employee Dissatisfaction: A crisis arises when employees
supplier/vendor problems, health and safety concerns, and do not agree with each other and conflict amongst
any other risks relevant to your specific event. themselves.
2. Prioritize risks: The next stage is to evaluate the likelihood 3. Violence: Incidents of violence, acts of terrorism, thefts, and
and impact of each identified risk and prioritize them based criminal activities, can lead to a significant event crisis.
on severity and probability. Place a focus on high-priority 4. Neglecting Minor Issues: Neglecting minor issues it can lead
risks that are most likely to happen and could have a to a major crisis in the future.
significant impact on the event. 5. Illegal Behavior: Illegal activities such as bribery, fraud, and
3. Define response strategies: For each identified risk, develop extortion during an event can lead to serious legal and
a response strategy that outlines the actions to be taken, reputational crisis.
 6. Financial Problems: Financial issues in events, like not
paying vendors or running out of funds, can lead to event
cancellations or legal trouble.
7. Natural Factors: Certain natural phenomena, including
cyclones, floods, volcanoes, droughts, excessive rainfall,
and earthquakes, may lead to crisis within an event.
D.2. Crisis Management Includes the following
1. Preparation
2. Early Detection
3. Immediate Response
4. Damage Control
5. Recovery
6. Learning
D.3. Importance of Crisis Management
1. It helps in identifying what is a crisis and who is responsible
for its management if it arises.
2. Helps to keep everyone safe
3. Minimize damage in both revenue and reputation.
4. Legal requirements
5. Helps to feel the early signs of a crisis
D.4. 6 Steps to Create Crisis Management
1. Identify your crisis leadership team
2. Assess Risk
3. Determine the business impact
4. Plan the response
5. Solidify the plan
6. Review and revise

D.5. What to include in a Crisis Management Plan

1. Risk analysis
2. Activation Protocol
3. Emergency contacts
4. Response procedures
5. External crisis communication strategy
6. Post-crisis assessment