Eventbekes en

Event Management

Eric Van Cauwenberge

Szent István University Békéscsaba

Event Management - Topics

• Definition of an event• Definiton of an event – Categorization• Definiton of an event – Typology• Characteristics of events• Managing events:

Event Management – Topics - Managing events

o Making a starto Events planningo Financial management and the budgeto The event: venue-finding, logistics and ambienceo Marketing and public relations for eventso Managing the event as a projecto The organization manager and the team: during the evento Close-down, evaluation and legacies



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That phenomenon arising from those non-routine occasions which have leisure, cultural, personal or organizational objectives set apart from the normal activity of daily life, whose purpose is to enlighten, celebrate, entertain or challenge the experience of a group of people

Definition of Event



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Definition of event - Categorization



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Definition of event - Typology

Event example

• Csabai Kolbászfesztivál

28-31/10/2011



Eric Van Cauwenberge12

Characteristics of events

Eric Van Cauwenberge

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Uniqueness: key element of all events, each one will be different

Participants, surroundings, the audience or any number of other variants will make the event unique


Eric Van Cauwenberge 14

Perishability: if we regard events as unique, they cannot be repeated in exactly the same way

It relates also to the use of facilities Every event will be very time dependent



Intangibility: with events the activity is more or less intangible

This intangibility is entirely normal for service activities

It is important for event organizers to bear in mind that even the smallest tangible item will help to sustain people’s idea of how good an event has been



Ritual and ceremony: many modern ceremonial activities are “fossilized” or reinvented versions of old traditions

The original tradition might have had some key role in the ceremony, now lost, but the ritual of doing it still continues

Often the ritual ceremony is there because it does, in fact, emphasize the continuity of the tradition



Ambience and service: Ambience is one of the most important determiners of the outcome = experience

An event with the right ambience can be a huge success

An event with the wrong ambience can be a huge failure

At a personal event the ambience may be created by the people who are there



Personal contact and interaction: in service situations customers have frequent contact with staff and this often determines the quality or otherwise of the experience

People attending events are frequently themselves part of the process

A room decorated for a party may look nice, but will not come to life until it is full of guests



Labour-intensiveness: the more complex and the more unique, the more likely it is to be more labour-intensive, both in terms of organization and of operation

The organizational issue relates to the need for relatively complicated planning to enable the service delivery to be efficient



Fixed timescale: events run to a fixed timescale, unlike routine activities which can carry on indefinitely

The timescale could be very short or very long

Many events are actually composed of a sequence of short bursts of activity, with pauses or breaks in between





Managing events




o Making a start: getting started has two aspects: finding people to do the job and sorting out or screening the idea = concept

• The initial stage depends on what kind of activity is going on – what the objectives are

• Events can be personal, leisure, cultural, organizational, entertainend

• It may be organized by volunteers or by professionals

Managing events




o Events planning: Planning is vital to the success of events, because of their complexity, their ununsual requirements

• Objectives and getting started• Financial and marketing planning• Organizing and preparing the event• Implementing: running the event• Divestment/legacy

Managing events


Objectives and getting started What is the event intended to do? to celebrate, to

entertain, to fund-raise, to create ROI? Demand and operational planning: the issue of

demand may not seem directly relevant For allmost all events demand and the potential

market are an issue Sometimes just a question of numbers

Managing events


Financial and marketing planning The organizer should be able to quantify the size of

the event – how many people are coming, whether there is any competition or complimentation?

The issue of pricing is very important – some inexperienced organizers underestimate the various costs – the ticket price has to be based on it

All events require marketing planning

Managing events




o Financial management and the budget For many events there will be both an income and

expenditure – good financial control is important to the success

The setting of objectives is important and also the key to what has to be done financially

The budget may be no more complicated than a list of revenues and costs or it may be vastly complicated – what is the financial objective? Making money or cover its costs?

Managing events


o Financial management and the budget We have assumed that income is derived from

people buying tickets There might be other sources of income It is a misconception that an event will easily attract

sponsorship Local authorities or other funding agencies might be

willing to put money into an event

Managing events




o The event: venue-finding, logistics and ambience

Support functions, such as food and drink, music and entertainment, technical and related activities and services can be very complicated – different types of events will require different support services

The location of the event, the range of potential venues available will be critical to success

Managing events



Site visits are useful, but the organizer needs to have a reasonable idea of event requirements before visiting venues – the first impression is important

The event may have special power requirements, it might need additional utilities (e.g. telecoms, gas, water, sewerage, waste removal)

Managing events



Logistics in events terms includes activities such as: ticketing and enquiries, arrival and departure of visitors, the flow of people, equipment, suppliers, artists and crew arround the venue

The organization of catering varies according to the type of venue – there is a choice between in-house catering and contracted-out catering

Managing events



Bars for events are of two types: paid and cash – VIP’s have free drinks – guests may cover their first drink

There is also the related issue of drinks served during a meal

Technical services that venues are expected to provide are becoming sophisticated

Managing events



The backdrop, or staging is of major concern – backdrop may be a matter of considerable technical expertise incorporating stage design elements

Lighting’s main purpose is to provide ambient lightning, to highlight artists or speakers, to light backdrops and to enhance the atmosphere

Managing events



Provision of professional sound systems is often necessary

There are also issues of sound re-inforcement needed to go with visual tools and multimedia presentations, to provide atmosphere

Cleaning and clearing are issues sometimes neglected

Managing events



Ambience is often significant to the creation of a good event

Visitors respond to stimulus of their senses of smell, sight, touch, hearing and taste

Managing events




o Marketing and public relations for events: careful marketing planning and effective marketing are required for activities

Target market refers to the people who could be coming to a particular event

The issue for the events organizer is how much is known about the potential target market and whether this can be used to marketing’s advantage

Managing events


o Marketing and public relations for events: careful marketing planning and effective marketing are required for activities

Part of the process of identifying the target markets involves knowing where your visitors will be coming from

The most important is that this knowledge enables some thought to be given to how to promote the event to a particular group

Managing events




o Managing the event as a project: in setting objectives these can be tested using the SMART formula

Specific Measurable Achievable Realistic Timely

Managing events


o Managing the event as a project Legalities and Insurance: include licensing, health,

safety and insurance requirements which are the key to secure operations

System set-up and ticketing: you can use various methods of channels – central ticket office or the use of a ticketing agency

Operational activities: organizer’s office, receiving of supplies, transport and parking, welcome visitors

Managing events




o The organization manager and the team: during the event: the organization and staffing vary considerable

The key members of staff might be the only paid staff, others can be volunteers

Volunteers are people who choose to contribute their time, skills, effort and experience without pay, to benefit a cause or the community in which they live

Managing events


o The organization manager and the team: during the event: the organization and staffing vary considerable

Finding staff can be conventional but recruiting volunteers can be complicated

The co-ordination of a wide range of disparate and even unusual activities, facilities and services can be overwhelming

Managing events




o Close-down, evaluation and legacies the most obvious close-down activities are the

physical ones: the big clear-up once the doors have closed and the last visitor has gone

There should be a meeting of the various interested parties to evaluate the event

The evaluation should use all the various sources of information available

Managing events


Event Management Company


Roadbook Event Management

06.07.11

Flanders

• is the northern region of Belgium• has a Dutch speaking population• 13.522 km2 of surface area• 6.252.000 inhabitants (462/ km2)• age structure 20 % youths (18-)

60 % working age20 % senior citizens (65+)

Chart of the Flemish Educational System

advanced Master

Master – at universities and at university colleges in the framework of an association

academic Bachelor

at universities and at university colleges in the framework of an association

Doctor

only at universities

professional Bachelor(profession-oriented Bachelor)

only at university colleges

advanced Bacheloronly at university colleges

secondary school-leaving certificate giving access to higher education

at universities and at university colleges in the framework of an association

and at postgraduate training institutions

Min. 120 ECTS

bridging

course

Min. 60 ECTS

Min. 180 ECTS

Min. 60 ECTS

Min.180 ECTS

Min. 60 ECTS

Higher education (196.226)

• Universities (79.158 students)ACADEMIC BACHELOR + MASTER + PhDstudies are academicintegration of education and research(fundamental research = major task)

• University CollegesACADEMIC BACHELOR + MASTERstudies are academic(based on scientific knowledgerather than linked to specific professions)

PROFESSIONAL BACHELOR

HOGESCHOLEN117.068 students

Professional Bachelor

• Study period of three years = 180 ECTS(professional bachelor degree)

• Courses are practise-oriented andinclude practical professional training

• Courses prepare students for specific professions in industry, commerce, agriculture, health and rehabilitation, social work, teaching, applied arts, computer-related fields (ICT)or the media

Professional Bachelor10 fields of study

• architecture• audio-visual and fine arts• biotechnology (3)• health care (4)• commercial sciences and business

management (5)• industrial sciences and technology (6)• music and dramatic art• nautical sciences • teacher training (9)• social work (10)

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KATHO

Katholieke HogeschoolZuid-West-Vlaanderen

Your future @ KATHOKATHO, the place to be for a broad choice and interesting offer!

• 8.500 students• 890 staff members (582 FTE)• 1.600 graduates• 700 final projects• 4 campuses• 7 departments• 6 basic study-areas• 18 practice-oriented basic trainings with 41 specialisations• 39 centres of excellence• 70 applied research projects• 2 master programmes in cooperation with K.U.Leuven

KATHO 8.500 students• Health care

HIVV Kortrijk and HIVB Roeselare• Applied Social Studies

IPSOC Kortrijk• Education

PHO Tielt and RENO Torhout• Applied Engineering, technology and informatics

VHTI Kortrijk• Biotechnology

HIVB Roeselare• Commercial sciences and business management

HANTAL Kortrijk

KATHO

KATHO

Commercial sciences and business management

KATHO - HANTAL•Office Management

• Management assistant• HR Officer• Medical management assistant

Commercial sciences and business management

KATHO - HANTAL•Business Management

• Accountancy and taxation• Event management• Finance and insurance• Logistics management• Marketing• Real estate and insurance• Business management and entrepreneurship• Automotive management

KATHO - HANTAL

Essential characteristics

• focusing on the individual student

• permanent updating of staff members

• internationalization

KATHO - INTERNATIONAL

KATHO has more than 250 international exchange partners worldwide. KATHO is also a valued member of several Erasmus thematic networks.

Every year we have about 200 foreign students who come to study at KATHO, a number only equalled by the number of outgoing students.

KATHO - INTERNATIONAL

Annually, about 150 KATHO lecturers go abroad and during the International Weeks (organised at departmental level) we host at least 80 foreign colleagues.

Our incoming students enjoy a special programme depending on the department they have selected and they take part in our weekly, modular courses on Global Issues of the 21st Century".

Contact

KATHOInternational Office

Doorniksesteenweg 145B-8500 Kortrijk - Belgium

tel. + 32 56 26 41 64fax + 32 56 26 41 35

[email protected]/international

KATHO

Köszönöm a figyelmet

Eventbekes en

Business

event definiton

personal event

event organizers

event categorization

event management topics

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