PAMANTASAN NG LUNGSOD NG MAYNILA

PLM Business School

Department of Hospitality Management ITM 3109-1 INTRODUCTION TO MEETINGS, INCENTIVES, CONFERENCES AND EVENTS MANAGEMENT (LECTURE)

Module 4: CREATING THE EVENT VISION

MODULE OBJECTIVES This chapter will help students:

1. Gather relevant information needed in planning an event.

2. Understand and consider the participants’ perspective in planning for an event.
3. Set event objectives.
4. Draft a preliminary event budget.
5. Create a vision for the event.

INTRODUCTION Event managers are visionaries, not the illusional or delusional sort, but persons who have vivid,
distinct, and detailed vision of some future happening. More than that, event managers turn this vision
into reality—in an organized, step-by-step way.

As mentioned in the previous chapter, an event manager effectively and efficiently envisions, executes,
and evaluates unique happenings that bring people together.

The job requires ability to achieve the purpose for which the event is held using the optimum amount
of resources.

Understandably, the event manager works hard at putting together an event meant to wow the
audience and stakeholders. And many event managers will dare to go full throttle to get the audience
to gasp "Wwwwwhow!" at the end of the event. It takes a clear vision to get to that "Wwwwwhow!"

It calls for a process that begins with the end in view and ends with a view of the end. Creating the
event vision starts the event planning process, and it is an easy 3-step process.

I. GETTING TO WWWWWHOW! - INFORMATION Creating the event vision begins by understanding the event to be executed, the reason for it,
GATHERING the people involved, the timing, the setting... a seemingly endless barrage of questions. Before
getting excited at the new prospect, get organized. Start by asking the right questions. Basic
research techniques teach the use of the interrogative words: why, who, when, where, what,
and how—fondly known as the 5 Ws and an H. These questions draw out factual answers
which will help create a clear vision for the event being planned. Questions that yield "yes" or
"no" answers lead to dead ends; rely on "six honest-serving men" who will teach you all you
need to know (Kipling, 1923).

A. Get information from the right source

Ask the right questions directed to the right people—get information from the right source.
Your primary source of information will be the client (the party engaging your services) or the
host and, as the case may be, the event committee.

Set a meeting with the prospect prior to drafting your event plan. Meet with the host or
members of the event committee as these people hold or have access to information you need
to put the plan together. It may also be necessary to include the financer in the meeting, even
if just to clarify budgetary and return investment (ROI) concerns. In the best of situations, get a
chance to with a sample group of potential event guests. They are reasons for event, and all
other stakeholders look after their satisfaction. Therefore, it will be good to seek their inputs.
In this day of communication and wireless technology, social media, business networking and
similar Web 2.0 products allow easier access to targets; this makes it possible for the event
manager to directly ask the target audience what is it that they want (Corbin Ball Associates,
2007). Further research may also be done through other sources: books, journals, market
research data, statistics, surveys, the Internet, etc.

B. Ask the Right Questions

Before having a meeting with anyone, prepare a checklist of questions that will help you gather
facts relative to the event. Always remember, the 5 Ws and the H leads to your desired
"Wwwwwhow!"—why, who, when, where, what, and how.
 Why must this Who are expected What will delight

WHY?

WHO?

WHAT?
event be held? to attend the the audience?
Why would event? What are the
stakeholders want Who would want expectations of the
to invest in this to come to the stakeholders?
event? event?

When is the best Where will the How many

WHERE?
WHEN?

HOW?
time to hold this event be held? attendees/partici
event? Where will the pants are
When will the attendees/partici expected?
event be held? pants be coming How will the
from? budget be set for
this event?

Why?

It is important to understand the event's big “WHY?” must this event be held? This will define
the purpose of the unique happening that is about to happen. Knowing the purpose helps the
event manager create the vision that will realize the mission, and to put together the elements
necessary to make the vision a reality. Sometimes, clients do not have a clear purpose for the
event; some will just shrug their shoulders saying, "It's a tradition," or "We have it every year,"
or "We decided to get married!" It is possible that while unclear at first, the purpose becomes
clearer as you piece together answers to your questions.

It is also suggested that you ask why the stakeholders would be interested in this event. From
this we learn what the probable level of involvement for event stakeholders would be, even if it
is only from the point of view of your client. This can also unearth purposes and objectives that
must likewise be achieved. Particularly for corporate events, there might be several layers of
objectives that an event must accomplish.

Companies operate for profit, and to profit, sales must be generated. Many corporate events
are aimed at pushing sales, either by launching new products, having sales promotions for the
trade, or motivating the sales team. Events can incorporate any of these underlying objectives.

Who?

Know who will be in the audience or who will be participating in the event. At this stage in the
planning process, the type of audience or participants expected to attend may still be
undetermined; thus, ask: "Who will benefit from such an event?" Identify and reach out to a
particular group of people who will benefit much from the event.

The audience (or simply the participants) is the most important group of people involved in the
event. Events are staged for audiences. We expand this to mean participants— inasmuch as the
event is staged not for a passive audience, but to engage the audience to be part of the event
itself. It is necessary for the event manager to know who will be participating in the event, and
to incorporate their needs into the event plan.

Having a clear profile of the target audience makes it easier to plan how to communicate with
them. Ask the client about the people who will be attending the event:

 Who are they?

 Who do they work for?
 What do they do?
 How do they influence the business problem you are trying to resolve?
 How will their behavior change as a result of attending the event? What will trigger the
change?
 At what level are they aware about the event topic? Or of the company? Or Of the
product?
 What are the demographics (gender, age groups, nationalities, religion, etc.) of
expected attendees?
 Are there preconceptions and resistances on the topic or issue?
 How much time do they have to spend at the event?
  Why would they want to attend?
 What do they expect to get out of the event?
 What will turn them on? What will turn them off?
 Where will they be coming from? How will they get to the venue?

What?

Ask what would delight the expected attendees. Aim for events that serve a need or a desire of
a particular group of people. They are the ones that should be pleased, and therefore, their
needs must be understood and satisfied—exceedingly, to the highest degree possible. Check
on expectations of other stakeholders—what is in it for them? What would they get for their
investment? One may also ask questions that allow a better understanding of the situation.
Corporate events have evolved as a potent marketing tool. A corporate event planner would
probably ask: What problem/s are we trying to solve?" or "What opportunity must we
capitalize on?"

When?

If the client has already decided on the date and time for the event, then use this as a basis for
how much time do you have to plan and prepare for the event. Event elements vary depending
on the complexity of the event and what must be achieved. Complex events like international
conferences take more than a year to prepare for. Some weddings are planned a year in
advance. And milestone events like the Olympics take a lot more than four years to put
together! On the other hand, there are meetings that can be planned and prepared in a matter
of months. Press conferences sometimes take just a few days to put together. There really are
no hard and fast rules on how much time is needed to plan and prepare for an event. The key is
to use time well, and plan well.

If you think that the preparation time is not sufficient, ask whether the date and time can still
be changed.

In case the date and time have not yet been set, then discuss when would be the best time to
stage the event. Consider the purpose of the event (the Why?) and the expected attendees
(the Who?). Proper timing could serve the purpose well; it could also make the event even
more beneficial to the target audience.
Also inquire how much time is allocated for the actual event. While the details of the program
might still be nebulous at this point, inquire how much time will the audience/ participants
have for the event. The duration of events ranges from a short, one-hour cocktail reception to
a four-day conference or a week-long seminar. Consider the available time creating the vision
for the event. Activities are limited by the amount of time available—you can only do so much
with so little time.

Where?

Knowing why, who, what and when will help you determine where it would be best to have the
event—that is, if venue has not yet been decided at this point. Venue decisions should always
consider the purpose of the event, people involved in the event, their expectations, and the
schedule of the event.

If the venue has already been decided, then check if it matches the why, who, what and when.
A major consideration would be: where would the attendees be coming from? Aim for them to
get to the event with the least inconvenience—for their persons, for Other stakeholders, and
for the environment.

How?

Check on how many participants are expected or are desired. This information will help
determine the magnitude of work involved and may also provide a basis for budge estimates.

It will also be very helpful for the event manager to know the funds earmarked for the event or
how much the host intends to spend for the event. This tends to be a touchy subject, which
most clients might not have a ready answer for (or are still unwilling to provide an answer to).
But having an amount to work the plan around precludes coming up with either an
overambitious plan or a plan that falls short of expectations. Very politely inquire how much
the client has budgeted for the event. This may be stated in terms of amount set per attendee
or as a budget for the whole event. Certain events might require a return on investment, either
for its financiers or for the attendees. Clarify if the organizers are looking at a specific return on
their investment.

In the planning stages, the event budget may be based on:

 1. The budget of previous or similar events
2. Marketing projections and estimates
3. The general economic forecast
4. The expected return on investment
5. What the host can afford

Money makes things happen. And money does dictate what kind of event you can have. Events
have their own financial objectives. Clarify which one of these would the host or organizers
want to achieve:

1. Revenue > Expense — these are events that are organized mainly to generate revenue
and, ultimately, profit.
2. Expense > Revenue — these are loss leader events that are not intended to generate
revenues to cover for expenses. Expenses are shouldered by the host.
3. Revenue = Expense — the aim is to break-even, that is to generate just enough
revenues equal to the expense incurred.

Events intended for profit may consider these sources of income:

 Ticket sales or registration fees

 Donations
 Gifts in kind
 Sponsorship and advertising fees
 Exhibit or exposition booth rental fees
 Commissions from concession sales
 Grants
 Merchandise sales
 Supplier discounts

Aside from looking at possible revenue sources, anyone planning an event must Consider the
expenses. Though the plan is not yet complete at this point, take note of major expenses such
as:

 Accommodations
 Administrative overhead
 Audio-visual and lighting equipment rental
  Awards and recognition
 Communication expenses
 Complimentary registrations or admissions
 Consultants
 Courier and mailing services
 Décor and stage set-up
 Entertainment
 Evaluations, report preparation and publishing
 Food and beverage
 Insurance
 Labor costs for production
 Legal counsel
 Licenses
 Marketing and advertising: design, production and distribution
 Permits and licenses
 Photocopying
 Proceedings and hand-outs: editing, design and printing
 Registration materials
 Research
 Security
 Shipping/freight fees
 Signages
 Site office furniture rental
 Site office supplies
 Site rental
 Speakers' fees and honoraria
 Speakers' travel and accommodations
 Staff travel and accommodations
 Taxes: Local and national
 Tips and gratuities
 Transportation for guests
 Transportation for staff
 Video documentation
 Video presentation
 Volunteer appreciation activities and gifts
Ask About the Past
 Aside from asking about what the event will be, also ask about how previous events similar to
the one being planned, were executed. Some helpful questions:

 When was the last (Or previous) event?

 Where was it held? Did the venue contribute to the event's outcome?
 Who attended that event? How many were expected? How many came?
 What was the purpose or objective of that event?
 How well was the objective achieved?
 What was in the program? What event elements were included?
 What worked well with the attendees?
 What did not work? Why?
 What was the total cost of the event? What was the cost per participant?

Ask lots of questions! Ask questions to gather information needed to fully understand the
needs of your client. Ask thought-provoking questions that help build fresh ideas. Ask questions
that will allow you to evaluate available options.

II. SETTING EVENT OBJECTIVES Objectives define what is it that the event is to achieve. For some, event objectives are clear and
straightforward. Some events require taking considerable time in data-gathering and research before
the objectives can be gleaned. Some events present a complicated web of "must achieves," leaving the
event manager to untangle and weave concerns of all stakeholders into a well-laid out plan.

Events are staged to celebrate, commune, convene, or for commerce. Whatever the purpose is, events
lead to life experiences—a short segment of time that creates a of a lifetime. Events can also lead to
learning experiences that spark convictions.

Effective managers plan with the end in view. Event managers are not exempt from this. A clear
understanding of the "why?" of the event leads to a cohesive plan anchored on well-defined objectives.

The event objective is a specific, measurable, attainable, realistic statement of a desired outcome that
is to be achieved within a stated period of time.

Most management books tell us that objectives are to be S.M.A.R.T. The challenge for the event
manager in this century is to make objectives which are S.M.A.R.T.E.R., that is, Specific, Measurable,
Attainable, Realistic, Time-bound, Exciting and Responsible.
Specific
Objectives state desired results. For events, objectives should be concrete and well defined, clearly
stating the required outcome and/or the effects thereof. Objectives communicate what it is that should
happen as a result of attending the event. Being essentially an experience, events either stir emotions in
people or move people to act in response to some stimuli (which could be anything from a new
learning, an experience, or an emotion). The event objective should therefore clearly define:

How will the attendees feel after the event?

What will the attendees do as a result of attending the event?

Measurable

Objectives are the marks against which performance and success will be evaluated. It is therefore
imperative to have a way of measuring performance. State objectives using parameters that may be
measured in concrete terms. Some measures that could be used are attendance, audience size, ticket
sales, sales volumes, donation pledges, participants' feedback, and recorded reactions. Measures may
also be a standard of comparison used against the previous year's performance, or any other
benchmark.

Attainable

Objectives are the ends towards which the event will progress. If the objective is deemed unattainable,
then stakeholders will not be motivated to work towards its realization. On the other hand, if deemed
attainable, stakeholders will be moved to work hard to pursue it.

Realistic

One should not only check for attainability, but also ascertain whether the objective could be achieved
using the resources available, including time, money and manpower.

Time-bound

Set a time period within which the objectives must be achieved. Attainment of the objective may
happen within the event, immediately after the event, or perhaps days after the event. Time is another
measure for performance.

Exciting
 Objectives should motivate people to work. Objectives that are too easy to achieve may not motivate
people to do their share of work. Objectives should also rev up the team with enthusiasm. The difficulty
of putting together the event must be overcome by the eagerness and the excitement the whole
process instills on all stakeholders.

Responsible

What value does the event give to society? What value does it take away from society? What will the
staging of the event draw from the environment? What can it contribute? Events must be designed with
a sense of responsibility in mind, be it moral, social, or environmental. Event managers must aim to
satisfy three P's: profits, people, and planet.

Keeping all of these in mind, state the objectives using this formula:

"TO" + action word + a single specific, measurable, attainable, realistic, exciting, responsible result + time

III. DRAFTING THE EVENT VISION

With the event objectives set and lots of answers generated by the interview questions, the
next step is to create the event vision, a definition of what kind of event you would have. The
 answers to the 5 Ws and the H should give you enough to get your creative Juices going. On the
Other hand, there might be a need for further research to get more information, or some
inspiration for creative execution.

But it should be clear now that you know:

1. Why must the event be held? — the PURPOSE

2. What must the event achieve, or what results are expected? — the OBJECTIVES
3. Who are the people whose needs you must satisfy? — the AUDIENCE
4. On what budget will you be operating? — the BUDGET
5. HOW will success be measured? — the evaluation MEASURES

Draft an event vision statement based on the following:

PURPOSE  Write a brief backgrounder or a statement of the purpose of the

event

OBJECTIVES  List the event objectives

 Financial (or revenue) objectives may be included

AUDIENCE  Describe the target audience

BUDGET  State the initial estimated cost of the event or the budget
earmarked for it

MEASURES  Describe how the objectives will be checked or measured

REFERENCES 1. Eloisa Altez-Romero. EVENTS MANAGEMENT (OBE ALIGNED). Rex Book Store, 2019.

2. Zenaida Lansangan-Cruz. INTRO. TO MEETINGS, INCENTIVES, CONFERENCES AND EVENTS

MANAGEMENT, Rex Book Store. 2020.

3. Germaine Angelica Salvador. EVENT MANAGEMENT – ENVISION. EXECUTE. EVALUATE. C and E

Publishing, Inc. 2019.

4. Philippine M.I.C.E. Academy, PROFESSIONAL EVENT MANAGEMENT: A GUIDE TO MEETINGS,

INCENTIVES, CONVENTIONS, EXHIBITIONS AND EVENTS, C & E Publishing, Inc., 2019.

5. C. A. Preston, Leonard H. Hoyle, EVENT MARKETING: HOW TO SUCCESSFULLY PROMOTE

EVENTS, FESTIVALS, CONVENTIONS, AND EXPOSITIONS, John Wiley & Sons, 2012