Event Management

Event Management – Case Study 1

1.         Different kinds of risks are involved in any event. These are the financial, physical and failure to meet expectations.  Here, the events manager in charge failed to enforce conditional policies on selling alcohol which is manifestation of a poor risk management strategy.  The inability of the events management to overcome the risks involved resulted to unfortunate events.  Some spectators and players suffered physical injuries because of loose policies on alcohol intake and   undefined regulations on safety during the event which brought about hospitalization expenses.  Moreover, because of these undesirable incidents in the tournament, the spectators and participants were obviously dissatisfied with the outcome of the event.  Hence, this will create a negative impact on the image of the tournament.

2.         If I were the events manager in charge of the tournament, I would proactively control the selling of alcohol at the first occurrence of trouble associated with excessive alcohol intake.   The first alcohol-related incident must be the last one.  Contingency plans and stricter policies should be done to regulate and control risky circumstances.   Furthermore, if a threat in safety was imminent, I would deploy more people who will control and manage safety measures.

3.         To overcome the risks involved in managing an event, the best way is to calculate all the risks and come up with logical and tactical plans to eliminate or minimize all the risks.  The key to a successful event is comprehensive planning which focuses on all risks.  A good plan should also be accompanied with a contingency plan. If the original plan did not work, an optional action or strategy should be taken.  Everything should be laid out clearly. From tickets, sponsor and the participant services, hospitality and safety measures.  A strategy on handling the crowd should also be formulated.  Licenses, taxes, policies and regulations should be in accordance with the law.  Insurance also plays a crucial role for events management.  Lastly, event management does not only involve preparations and implementation before and during the event but post-event activities should also be furnished.

Event Management – Case

1.         Financial, physical and injury risks are observed in this case.  Obviously, the event organizer was not able to prepare for undesirable events that might happen in the tennis tournament.  One area to be considered for outdoor sports events like this is the unpredictability of weather.  A plan B should be ready in the event of unexpected weather changes.  Moreover, precautionary measures should also be ready in case of security threats.  Financial losses were incurred due to these undetermined risks in form of ticket refunds, equipment damages and unsatisfactory spectators’ review.  Participants and patrons suffered from injuries due to incompetent security system.

2.         In case of unexpected weather changes, cancellation of the current game is the only option that can be taken by the events management.  However, expression of apology is not enough to pacify the group of impatient spectators.  If I were the events manager, I would try conciliate the audience by offering optional perks for the next season or tournament.  On the other hand, I would tighten the security after the stabbing incident.  A meeting with the employees in all departments will be essential to inform and to train each one of them on how to react in case of emergencies. False security alerts are really damaging and the dismay and panic of the people cannot be easily controlled.

3.         There a lot of things that can be done to prevent the chaos in the tennis tournament to happen.  Primarily, unexpected weather shift should not be taken lightly and the events management should always be ready for such.  The indoor gymnasium should be ready at all times.  Moreover, security measures and practices should be comprehensively formulated and religiously implemented to prevent security threats and issues to occur.  Employees should be trained and informed about the system on handling security threats in order to prevent alarm and panic among the patrons and participants.  Thorough and comprehensive planning is the key to successfully managing an event. Without planning, an event will end up unorganized and unsuccessful.

Cheerleding – Case 1

1.         Cheerleading accidents happen because of lack of training and proper conditioning of the cheerleaders.  Before a cheerleading squad takes on a stint, all the members should be evaluated if they are physically, mentally and emotionally ready for the performance.  The stunts done by cheerleaders are not easy and very risky.  Therefore, each member must undergo rigorous training and conditioning before the performance.  Moreover, the absence of a medical team or coach during the accident made things worse.  Instead of getting a first aid, the injured cheerleader has to wait before she will be given a much needed medical attention.  Emergency action plans must be formulated to address the occurrence of accidents within training, rehearsals and performance of the cheerleading squad.

2.         In accidents like these, the best thing to do is immediately get medical attention for the injured cheerleaders.  Their health and safety are the most important thing at that moment.  Assisting and helping the person in  need would be the first thing to do.  After the incident, certain things should be evaluated in terms of training, conditioning and safety of the cheerleading squad.  A more comprehensive training should be systematically developed and enforced to ensure the promptitude of each cheerleader.  Moreover, a conditioning program should also be worked on to ensure that each of the member of the cheering squad is well-prepared in all aspects of the activities.  A provision for training the coaches on first aid and medical situations will be proposed.  Lastly, a medical team should be deployed in practices and performances of the cheering squad to ensure that medical needs are promptly addressed.

Event Management Plan for Spring Bash 2013 Event Description Day/Date/Time of Event – Duration. This event will be held during the week of Monday March 25th thru Thursday March 28th. The game times will be 10 am, 1pm, 4pm, and 7:30 pm. Location / Facility / Venue of the Event. The baseball site is the beautiful, professionally maintained Santaluces Sports Complex. The Santaluces Sports Complex was built by the Montreal Expos for their spring training and is located in Lantana, FL. Description of the Event.

With a comfortable average annual temperature of 78° F (25 °C), Palm Beach County is able to host any type of sporting event any time of the year. South Florida’s tropical climate is unique to any other region in the country and is one of the primary reason so many teams want to come and get out of the cold. The tournament will consist of 12 teams all competing for the tournament title at the end of the four days. Purpose of the Event / Overview. This will be an invitation only event to bring in some of the top high schools in Florida and showcase their skills for area scouts both professional and college.

W5H. Who. Any High School baseball program from any state will be apart of the invitation only event. What. This is a Spring Break invitational tournament that is put on to expose some of the best armature athletes to professional and college scouts. When. March 25th thru March 28th Where. Santaluces Sports Complex Lantana, FL How. Through registration fees, concessions, and gate revenue. Aims / Objectives (S. M. A. R. T. ). Our goals and objectives are to become the premier spring break tournament in Florida. Event Management Management Responsibility. In-house / outsourced) – The management responsibility will be taken care of in-house to cut down on cost and overhead. Major stakeholders / agencies. The major stakeholders will be the high school programs that attend this event. Also, the agencies that will be involved with this event are the Palm Beach County Sports Commission and the Palm Beach County Parks and Recreation Department. Physical requirements. The physical requirements for this event will be long hours in the hot South Florida sun as well as the ability to lift up to 50 lbs. Venue.

The Santaluces Sports Complex provides four well maintained and groomed fields and also have lighting on all four fields to host night games is needed. Target audience. This tournament’s target audience is anyone of the many top high school baseball programs we have in the US. Approximate Number of Participants and Spectators. There will be twelve teams which will account for approximately 240 participants and over the course of the four days approximately 1500 spectators will be in attendance. Event History. This will be the first annual tournament held at this location.

Based on research done on other spring break tournaments it is very popular with the high schools both locally and in the north where there is still snow on the ground. There are not many premier spring break tournaments out there so we feel this will help fill the void. Technology. All game information and results will be notated and recorded on iPads using the application called Game Changer scorekeeping. Also, for communication with event staff they will have cellphones as well as radios. Sponsoring Organization. For this event due to the size there will not be any sponsoring organization. Feasibility Is the event a good idea?

This event is a great idea due to the amount of teams looking to play in a tournament during spring break and also for the exposure the teams will have to area scouts. Do we have the skills required to plan and run the event? The event staff is well trained and knowledgeable on what is needed to make this type of event successful. Is the host community supportive? The host community is supportive due to the sales at local hotels and restaurants. Do we have the infrastructure in the community? The location of the event provides quick access to the interstate, hospital, and airport. Can we get a venue at a price we can afford?

The event cost will be $2000 for the permits running the four days of the tournament. Will the event attract an audience? The main audience will be that parents and family members of the participants as well as professional and college scouts. Will it attract media support? Due to the size of the event media support will not be attracted. Is it financially viable? The operating expenses of the tournament will be covered in the registration fees, which makes it financially viable. Are the success criteria reasonable? The success criteria is reasonable but will be unknown until after the event takes places and feedback is generated.

What are the risks? The risks associated with this event are weather, injury, and the expenses exceed the revenues. SWOT Analysis Strengths. The location and quality of the fields are the biggest strengths of this tournament. Weaknesses. When having a tournament in the spring there is always a chance of rain, also this is a first year event and does not have a proven track record. Opportunities. With a successful event we may be able to expand the number of teams in the futures and solidify our place as one of the premier spring break tournaments. Threats.

The threats associated with this tournament are that there are many other tournaments going on at the same or similar times. It may be hard to get the commitment of elite high school programs due to them being committed to other events at the time. Approvals ; Consultation State ; federal government. The approval and compliance for this event will be through the FHSAA and all other factors will be held at the county level. County, city, or town. There will have to be approval from the Palm Beach County Parks and Recreation Department so that we can have the permits and access to the fields. Roads ; traffic authority.

This will be taken care of in-house by using staff members to direct traffic. Liquor licensing. There will be no need for liquor licensing due to no alcoholic beverages will be sold at this event. Police. Police will not be needed unless a crime is committed. Insurance. Prior to the event there will be a waiver signed excluding responsibility in the case of the event. In case of injury, this is a school-approved activity and responsibility falls on them. Marketing / Advertising / PR / Ticketing Customer segmentation. Our customer segmentation is based on the top high school programs across the state as well as nationally. Pricing.

Registration for the event is $500 Ticket program. Game day passes for spectators will be $10 per day or $35 for the duration of the event. Kids ages infant-17 years old will gain admittance free of charge. Advertising. Advertising for the event will be done through social media utilizing Facebook and Twitter. Message. The message of this event is to provide a overall great experience and to provide the participants the ability to be seen in front of professional and college scouts. Media outlets used. The media outlets that will be used for this event include Flyers / Posters / Brochures, Word of Mouth, Internet and Social Media.

Advertising Budget. Due to our online advertising there is no advertising budget put in place. Promotions. Due to the size and nature of the event there will no promotions taking place. Giveaways. All participants will be given t-shirts and all coaches will receive polo shirts. Community / Public Relations. Press releases. No press releases will be delivered, but emails will be sent out to professional scouts and college scouts about our tournament and the teams that will be in attendance. Media briefing(s). Media guides will be made up consisting of the teams involved and their rosters as well as schedules and a sponsor’s page.

Evaluation of Marketing Plan. The evaluation of the marketing plan will be done at the conclusion of the event to see in what areas we can better ourselves. Financial Control Is the purpose to make a profit? The main purpose of this event is to create a great atmosphere of high-level competition and have a successful event. Also, to make a profit is another purpose of the event. Without a profit we will not be able to continue putting on future events. How much will the event cost? The overall cost of the event will be $4800, which will be covered in the registration fees. What are the revenue sources?

The revenue sources for this event are the registration fees, concessions, gate sales and sponsorship. How many tickets need to be sold to break even? The registration fees alone will allow us to cover our operating expenses. All other sources of revenue will be for payroll and the rest is profit. What is the cash flow situation? The cash flow situation will come from the day-to-day operating expenses such as restocking concessions, gate sales, baseballs, etc.. What are the control systems? There will be a staff member in charge of collecting monies throughout the day and placing them in a safe box with a key lock.

Only that staff member and director will have access to the money. How will legal and taxation obligations be met? These will be met in the concessions were all sales rung out in the cash register will be taxed. Capital / funding requirements. In the case of expenses running over the profits the initial investment of cash on hand of $10,000 will cover those costs. Fees. The fees of $20/hr for the ball field permits required by Palm Beach County Parks and Recreation Department will be paid out of the initial investment to secure the location and dates desired. Costs.

The overall cost of the event will be $4800, which will be covered in the registration fees. Merchandise / licensing. At this time due to this being the first year of the event we will not be having and merchandise for sale. Control systems. There will be a staff member in charge of collecting monies throughout the day and placing them in a safe box with a key lock. Only that staff member and director will have access to the money. Taxation. These will be met in the concessions were all sales rung out in the cash register will be taxed. Profit ; loss statement. This will be completed at the end of the event.

Cash-flow analysis. This will be completed at the end of the event. Budget Budget Detail. (See table 3 pg. 18) Event Contracts. This event does not have any contracts due to the nature and size. Sponsorship Sponsor signage / Sponsor booths. This event does not have any sponsor booths but will have signage of local sponsors in the outfield and in the media guide. Package sales. Packages will range from $100-$400 in which sponsors can choose. (See Table ) Activation. The sponsorship activation is done by the sponsor including coupons for participants and spectators that attend their business. Evaluation.

The evaluation will be done at the end of the event by contacting the sponsors and collecting data on who brought in the coupons. Risk Management Identification. (of risks ; hazards) Some risks that may arise are balls leaving the playing field, wet playing surfaces and heat stroke. Assessment. (of risks ; hazards) Balls leaving the field can cause injury to spectators, wet playing surfaces can cause injury to players as well as coaches and heat stroke can happen to players and coaches due to the hot weather. Management. (of risks ; hazards) All situations will be forwarded to the tournament director.

Incident reporting. All situations will be forwarded to the tournament director and local authorities if need be. Contingency plan. In case of bad weather all games will be postponed until further notice. The location we have selected has lights and games can be played at night if needed. Letter to Dignitary Form. This will not be needed due to the nature of the event. Grammar. This will not be needed due to the nature of the event. Event Staging Decor. This will not be needed due to the nature of the event. Layout. See table Entertainment. This will not be needed due to the nature of the event.

Special effects / Lighting / Sound. This will not be needed due to the nature of the event. Electricity. Electricity is provided by the complex and is apart of the permit to use the facility. Water. Water cooler will be placed in every dugout to ensure hydration is maintained. Transportation. The location of this event allows for quick access to the interstate and airports as well as medical transportation. Traffic management. This will not be needed due to the nature of the event. Street closures. This will not be needed due to the nature of the event. Impact on local traffic.

The event will have no impact on local traffic flow. Notification of affected businesses. This will not be needed due to the nature of the event. Diversions / Detours. This will not be needed due to the nature of the event. Security. In the event of an altercation the local authorities will be contacted. Support vehicles. Due to the size of the complex support vehicles will not be needed. Medical / ambulance / EMTs. In the case of emergency medical assistance will be contacted, but no onsite medical will be present. Parking. The parking is provided by the complex and is free of charge Disability access / ADA compliance.

The facility meets all disability and ADA requirements Children. The facility has a playground area that is accessible for children. Food / Catering. Food for concessions will be purchased at local wholesalers such as Costco. Providers. This is provided by the Palm Beach County Parks and Recreation Department. Facilities. This is provided by the Palm Beach County Parks and Recreation Department. Waste and environmental management. This is provided by the Palm Beach County Parks and Recreation Department. Toilets. The complex provides this and no rentals of toilets is needed. Waste management, recycling.

This is provided by the Palm Beach County Waste Management. Sanitation. This is provided by the Palm Beach County Parks and Recreation Department. Noise. This will not be needed due to the nature of the event. Water pollution. This is provided by the Palm Beach County Parks and Recreation Department. Environmental Impact Study (EIS). This is provided by the Palm Beach County Parks and Recreation Department. Cleaning. This is provided by the Palm Beach County Parks and Recreation Department. Staffing Rosters. The staff will include the tournament director, four game day staff, two concession staff and 4 volunteers from local colleges.

Training. All staff members will be CPR certified and trained on operational activities before the event. Briefing. Everyday before the first games a meeting will be held to go over that activities for that day and the chain of command. Recruitment of volunteers. Volunteers will be sought out from local colleges for students looking to gain some experience. Leadership Plan Communication. All communication will through the tournament director. During the morning meetings the communication process will be laid out and all questions will be answered. Staffing ; Skills.

Pre-event training will take place to ensure all staff are on the same page for what needs to be accomplished and only qualified individuals will be on the staff. Coordination / Evaluation. During the morning meetings the coordination and evaluation processes will be laid out and all staff will be well informed on what needs will be required. Rewards. At the end of the tournament all game day staff members will be taken out to dinner to celebrate the success of the event. Operational Plans Procedures ; checklists. (See table 2 pg. 17) Performance standards.

The performance standards will be consistent with departmental goals, communicates clearly to all levels falls within budget guidelines, can reasonably be accomplished in specified time frame and follows up and resolves problems in timely manner to keep project on track. Contingency plans. In case of bad weather all games will be postponed until further notice. The location we have selected has lights and games can be played at night if needed. Weather. In case of bad weather all games will be postponed until further notice. The location we have selected has lights and games can be played at night if needed.

Electrical supply, lighting. This is provided by the Palm Beach County Parks and Recreation Department. Fire / Accident. In case of fire/ accident fire extinguishers and first aid kits will be available and local authorities will be contacted. Crowd control / management. Local authorities if needed will provide this. Delay or cancellation. In the case of a delay or cancellation all teams will be contacted within enough time so that proper arrangements can be made. If a cancellation of the event does take place teams will be refunded their fees paid. Bomb threat or other security incident. Local authorities will provide this. Logistics.

Local authorities will provide this. Setup / teardown. The setup and teardown of tents will be done by staff members before leaving the facility for the night to prevent theft. Signage. All signage will be hung on the fences of the fields in plain view of all spectators. Structures ; facilities. This is provided by the Palm Beach County Parks and Recreation Department. Lighting / Sound. Lighting is provided by the Palm Beach County Parks and Recreation Department. Safety ; Security (Safety of the event audience) Safety ; security of event performers, VIPs, etc. This will be provided by local authorities if needed.

Health ; safety of staff. This will be provided by local authorities if needed. Security for premises, equipment, cash, etc. This is provided by the Palm Beach County Parks and Recreation Department, and all cash will be held onto by the tournament director at the end of the night. Communications. Meetings will be held every morning and all communication will be through either cellular phones or radios. All issues get reported to the tournament director. Emergency access and emergency management. The facility has gates that open for easy access for emergency personnel to get as close to the situation as possible.

First aid. In the concessions there will be first aid kits to be administered if need be. Timelines Form. (See table 1 pg. 16) Evaluation, Monitoring ; Control Feedback. During the course of the tournament staff members will ask questions to the spectators to see how their experience is so far. If any issues arise it will be handled promptly. Post-event evaluation. A mailing list will be generated in which all teams will be contacted and a survey will be enclosed to determine how the event went and what we can do to improve. Objectives. At the end of the event we will go through our utlined objectives and determine is they were met. Measures. The measures that will be used to determine the success will include survey’s, questionnaires, and direct-mailers to all participants. Analysis. After all measures are taken into account, an analysis will be done to determine the areas needed for improvement for future events. Report. Once objectives are met, the measurements are put into place, an analysis is done and all will be placed into a report for future sponsorship opportunities. Appendix Table 1 Event Timeline | 8 Months Out from Event| 3 Months Out from Event| Prepare posters, brochures, banners, etc. | | Reserve and confirm facility fees and permits| | Confirm participating teams| | | | | 7 Months Out from Event| 2 Months Out from Event| | Begin recruiting volunteers for day of event| | | 6 Months Out from Event| 1 Months Out from Event| Set event budget| Order t-shirts and prizes or have them donated| Set and confirm date, time and place| Continue recruiting volunteers for day of event| Determine goal of event and event name| Reconfirm ALL commitments| Decide on event logo| | Send out letters to potential teams| | | | 5 Months Out from Event| Week of the Event| Prepare site signage: information, check-in, first aid, start/finish, volunteer check-in| | Complete participant registration list| | Complete participant registration list| | Pick up t-shirts and prizes| 4 Months Out from Event| 1 Month after the Event| Develop sponsorship levels| Mail thank you letters to sponsors, volunteers, and community partners| Approach corporate and media sponsors| Communicate final event participation count and amount of money raised to all sponsors| Confirm sponsors| Organize event binder for next year including suggestions and feedback|

Table 2 Task| Person Responsible| Contact details| Check that the date does not clash with another event|  |  | Arrange venue|  |  | Prepare and distribute tournament notice/flyer|  |  | Prepare tournament budget|  |  | Appoint Rules Advisor (if not TD)|  |  | Organize person(s) to do the check in|   |   | Purchase trophies (if applicable)|   |   | Collect perpetual trophies (if applicable)|  |   | Organize wall charts|  |   | Organize name tags|  |   | Check stocks of score sheets, sets etc. |  |   |

Receive entries ; set up draws|  |  | On day, supervise distribution of sets, table numbers, score sheets ; tile check sheets|  |  | Distribute tournament records|  |  | Manage refreshment area|  |  | Collect entry fee ; distribute name tags|  |  | Erect wall charts, latest ratings and rules|  |  | Instruct novices on tournament protocol|  |  | Direct runners to collect name tags during last game|  |  | Prepare tournament expense/income report|  |  | Present trophies ; awards|  |  | Table 3 REVENUE PROJECTED |

Additional fundraising activities$785. 00 | Cash sponsors $6,500. 00| Donations $300. 00 | Paid advertising in event program $250. 00 | Registration fees (12 teams x $500) $6,000| TOTAL REVENUE: $13,835| EXPENSES| Decor – $125. 00 | Event program$300. 00 | Food and beverage $1,840. 00| Marketing and promotion $395. 00 | Save-the-date card – e-design $225. 00 | Signage – design $150. 00 | Signage – printing $1,258. 31| Silent auction $250. 00 | Thank you items$200. 00 | Venue -$5,000| TOTAL EXPENSES: $9,743. 31| TOTAL NET: $4,091. 69|

An Application of the Events Management Concept in the Marketing Success of Clubs and Bars

This proposal presents a research initiative that aims to explore the events management concept and how this applies to the marketing success of clubs and bars. This paper focuses on the bar and club “scene” in London. This paper also enumerates the factors leading to the identified issue thereby leading to a statement as supported by aims and objectives of the project; these are as follows:

• To develop a framework of evaluation on the applicability of events management concepts as integral elements to the marketing success of bars and clubs.

• To create a workable research framework as based on the assessment of actual movements and developments in the dynamics of bar and club business in the city, especially as to how the application of events management concepts make a difference to the business of the bars and clubs. This includes both primary and secondary research.
• To identify the factors leading to entertainment establishment success in the context of the marketing mix, with an emphasis on the promotional dimension.
• To create a foundation to this research a preliminary review of related literature is conducted.

The identified literature examined topics on events management, promotional marketing, and background research on nightlife in the context of bars and clubs. This proposal therefore approaches the research from a practical perpective due to the amount of theory and concept applicability that will be tested to a specific nightclub. This initiative will partner with a specific bar/s or club/s that are willing to have their business examined when applying a specific set of events management concepts.

Because of this, the main concern of this study is the amount of cooperation these bar/s or club/s will give, in addition to the stated limitations of this project whcih will be discussed in the next sections of this paper. This proposal therefore outlines the methodology that will be undertaken. The approach to the methodology mixes qualitative factors through interviews and the comparison of gathered data from the participating establishments, and quantitative approaches as based on surveying bar and club customers in which they determine which applied event management concept works for them best.

The recommended research framework of the institution is also outlined through the resources and programme. Last but not the least, this proposal also presents a contingency plan should the research encounters critical obstacles that may jeopardize its process and development. Introduction This proposal presents an outline on the intended methodlogy that will be utilised for the proposed research initiative evaluating the application of events management in the bar and club scene. The targeted area of evaluation are the selected bars and clubs in the London area.

This proposal contains a preliminary review of literature which further gives light to the background of this research topic. The relevant issues to be addressed are identified thereby contributing greatly to the framework of this proposal. Problem Background and Definition In order to establish the important fundamentals of the problem of this research, it is important to look at the background of events management, especially as to the concepts that surround this practice and strategy. In definition, Silvers discussed project management as,

“[… ] the process by which an event is planned, prepared, and produced. As with any other form of management, it encompasses the assessment, definition, acquisition, allocation, direction, control, and analysis of time, finances, people, products, services, and other resources to achieve objectives. An event manager’s job is to oversee and arrange every aspect of an event, including researching, planning, organizing, implementing, controlling, and evaluating an event’s design, activities, and production.”

Based on these genres and the definition of events management, it can be gathered that although the concept is to manage a happening, function or an affair, there is still the strong aspect of marketing involved. This is because it can be observed that these events aim to gather people with special purposes, and with this, these events already identify a particular market segment. The identification and the formation of a market segment is critical in any marketing activity.

These market segments thereby make marketing initiatives more focused and targeted on a specific group. As Michman explains, these segments create a lifestyle group which also gives way to their demogaphics, communication and values; these information are therefore important when it comes to formulating marketing strategies for the intended market (3). Concepts on event management thereby utilises a combination of many factors. Although events are strongly related to marketing, there are also of course the other elements that need to be implemented.

Silvers presented these through the identification of the different knowledge domains in which the author divided as follows: administration, operations, marketing and risk management. These domains include a list of many activities, the following of which are just a partial list of the tasks involved in managing events:

• Site surveying.
• Client services.
• Budgeting.
• Management of cashflow.
• Logistics.
• Scheduling.
• Security.
• Site and theme designed.
• Location/site management.

Goldblatt also mentioned the following important aspects of event management:

1. Administration – the administration aspect deals with the management and leadership that runs the event. This may include the involvement of an events company that takes over through the many stages of events planning and management. The administration deals with many factors including the design of the event, the financial planning, control and strategy, and the quality aspects of the event as seen in the deliverables and the performances of the staff and human resources employed specifically for that event.
2. Coordination – coordination is another important aspect in event management, this is the aspect in which s The coordination activities include the formulation of the production schedule, the selection and the strategy for catering, choosing the best suppliers and vendors for services in audio, video lighting, sound and effects, and the providers of music and entertainment such as performers and artists.
3. Marketing – a successfully marketed event can give way to a successful affair.

The events management concept strongly utilises marketing as a weapon that makes the event possible and at the same time, to profit from the events. Many events market their affairs to corporate sponsors who provide the funding and the resources to make the event possible; in return, the event markets these sponsors through the promotional platform. The event profits from the event itself in addition to those which can be also used to pay off some balances in the fees.

Hence, there is the significant exchange of marketing aspects in event management because it makes use of the promotional platform as a means to bring forth entertainment, information, and the other objectives of the event.

Legal, Ethical and Risk Management – events are still subject to many requirements and considerations especially in the legal, ethical and risk management aspects. Event managers need to secure the necessary permits and licenses needed for the affair. Contracts are also drawn especially if it involves lucrative partnerships with service providers.

Ethical implications of the transactions and the potentoial effects of the event also need to be considered. Last but not the least, risk management is an important practice that organisations are also implementing. Risk management serves as an important element in order to prevent the possibilities of risks, and should any risk takes place, the management is ready with a contingency plan (Culp). One important note about events management is that it is also reflective of the project management practices; in fact, events are projects in itself because of its very nature.

In the context of project management, projects are defined through the following characteristics (Webster & Knutson, 2-3):

• Projects are unique undertakings.
• Projects are composed of independent activities.
• Projects create a quality deliverable.
• Projects involve multiple resources .
• Projects are not synonymous with the products of the project.
• Projects are driven by the Triple Constraint: time, resources, technical performance (quality).

Based on these characteristics of project management, it can be gathered that an event is also a project.

What distinguishes an event from other projects is that it has a very strong marketing element because it involves many actors, from the provider of the product or service and the prospective clients. Events assembles people therefore there is a collective sense of objective. Because of this attendance, events therefore have a strong promotional element (Soares). When it comes to bars and clubs, it is important that these establishments market themselves effectively in order to maintain their businesses.

These establishments rely on customer count as a source of profits especially as they sell products like food and drinks, and services such as dancing and other entertainment-based gatherings. It is therefore important that these bars and clubs ensure they have a strong patronage and customer flow in order to assure that their businesses remain competitive. In observing the bar and club “scene”, there is much competition especially in a city like London. In looking at resources for these events such as TimeOut, there is always a list of bars and clubs with their respective “events”.

These events may include a theme night, a special guest DJ or performer, a concert, and other gimmicks. It can be also observed that these events are strongly driven by sponsorships such as partnerships with relevant products and services like alcoholic drinks, fashion labels, and other lifestyle related products and brands. In this regard, when it comes to the application of events management concept in bars and clubs, it is evident that these have had some successes. This therefore elicits close inspection as to how these concepts are applied and which concepts are successful.

It should be noted that due to the strong marketing element in these initiatives, these bars and clubs are also subject to what is known a product life cycle — a cycle in which a product or service may start to plateau and decline. Hence, this reflects as to why bars and clubs may have their “time”; some bars and clubs that were famous a few years ago may have already shut down or are losing customers because new concepts get introduced in the market. It can be also observed that certain event themes also went through their peak and lost their lusters; examples are the raves, the cream parties, and the bubble parties, among others.

Hence, this shows that although generally, events management concepts work in the context of bars and clubs, they don’t work all the time and are not necessarily sustainable. This thereby shows the strong association between a project and an event — something that is unique that has beginning and an end. This research therefore aims to explore the events management concept at greater depths by means of looking at the actual applications and the industry practices.

As certain events tend to become “old”, the turnover of new events concepts need to be examined, especially in a market with changing preferences and values. In addition to the aspect of events concepts, the management aspect is also examined by this paper. This is especially important as the market is volatile, and the entertainment and leisure sectors tend to get easily affected by economic and market challenges. This paper examines how events actually take place and how certain strategies may need to be formulated in order to respond to challenges in resources.

This therefore bring up the issues on cost management and how bars and clubs intend to profit from their events. This may then bring up certain events management concepts and applications from other event genres as applied in affairs that take place in bars and clubs. The events management industry in the UK is a million-pound industry considering the number of events held in the country, from conferences to major concerts. The industry also involves many sectors including those from the hospitality, entertainment and leisure services.

This research therefore localises an exploration of events management in a specific context, and identifies the important factors that can affect the relevant businesses and establishments in this sector. Aims and Objectives In order to have a substantial insight on events management concepts in the context of bars and clubs establishments, this research therefore aims to achieve and implement the following:

1. To develop a framework of evaluation on the applicability of events management concepts as integral elements to the marketing success of bars and clubs.
2. To establish how events management applications are integral to the success of the bars and clubs sectors.
3. To create a workable research framework as based on the assessment of actual movements and developments in the dynamics of bar and club business in the city, especially as to how the application of events management concepts make a difference to the business of the bars and clubs. This includes both primary and secondary research.
4. To identify the factors leading to entertainment establishment success in the context of the marketing mix, with an emphasis on the promotional dimension.

Based on the sourced literature, it appears that there are a few studies with regards to events management, especially as to how these affects bars and clubs. Because of the close nature of events with projects, and due to the function of events as marketing tools especially in this specific context of the study, much of the reviewed literature touches on the marketing aspect, the project and event management resources, and some literature touching on bars, clubs, nightlife and other entertainment establishments.

Review of Literature Definitions of Events Management

Events management can be said to have emerged from the increasing commercialisation of popular celebrations, from big affairs such as concerts to small and private gatherings. Bowdin, et al. explained that in certain historical aspects, the increasing importance of events were noted because of the benefits they bring as enumerated through its purpose and objectives. An example noted by the authors were the emergence of the industry as encouraged by political and religious reasons; this happened in the United Kingdom where exhibitions became a popular event that it needed to be sustained.

The approach to the sustainability of events, especially as this would lead to the formation of an industry, would then become integral to the management requirements of this practice. Across the world, the management of events would become a more formal approach in organizing festivals and other festivities. Bowdin, et al. therefore presented the following definition of events as follows (14): “[…] anything which happens; result; any incidence or occurrence esp (sic) a memorable one; contingency or possibility of occurrence; an item in a programme (of sports, etc.

); a type of horseriding competition, often held over three days (three-day event) consisting of three sections ie dressage, cross country riding and show jumping; fortune or fate (obs); an organized activity at a particular venue, eg. for sales promotion or fundraising. ” Based on these definitions, the events that fall under event management are applicable in all aspects. Basically, the last definitiion, “an organized activity at a particular venue, eg. for sales promotion or fundraising” (14) can be said to already encompass what an event is.

However, it should be also noted that the fundamentals of events management also refers to the uniqueness of the event, hence, it is memorable. At the same time, an event may have many sub-events such as “items”. Last but not the least, as based on the cited definition, an event also includes contingency or possibility of occurrence. This therefore brings up the aspect of events management in which case it is not just about ensuring that the event takes place, but also the management formalises the event in a sense that it is defined by a specific strategy.

As previously mentioned, an event in the events management context becomes a project; in this case, the aspects of project management is applied. It is initially important to define what a project is, and according to Bowdin, et al, (267), an event as a project “produces an asset […] the asset is the ultimate deliverable of the project. The management is the planning, the organizing, leading, and controlling of the project”. Hence, based on these, Bowdin, et al. presented the definition of event management in the following (267):

“The project management of events concentrates on the management process to create the event, not just what happens at the event […] (it) is called the ‘overlay’ as it integrates all the tasks of management. Event management is made up of a number of management areas including planning, leading, marketing, design, control and budgeting, risk management, logistics, staging and evaluation. Each of these areas continuously affect each other over the event life cycle”.

Shone and Parry, furthermore, mentioned that in order for an event to be managed in a similar context, the event has to be “special”; based on this, the authors presented the following pointing out the definitions of events that are managed:

• Leisure events (leisure, sport recreation).
• Personal events (weddings, birthdays, anniversaries).
• Organisational events (commercial, political, charitable, sales).
• Cultural (ceremonial, sacred, heritage, art, folklore).

The Events Management Concept and Practice Event management is therefore a discipline and a practice.

There are many concepts and aspects of event management that needs to be considered especially among those who specialise in certain components of the practice. One of the common perceptions of event management is its dimension as a coordinating activities. Silvers (28) mentioned that in event coordination, the coordinators visualise, organise and synchronise the different elements of an event. In addition, in event coordination, the coordinator also identifies the purpose, scope and the program of the event by means of identifying its intent, extent, and content.

Another important point raised by Silvers (28) is that, in agreement with the past discussions on the nature of event management as similar or related to project management, the author also further mentioned the processes involved both in the coordination and the management of events. These aspects, for instance, is through the discussion on the Project Scope (28-29):

• Identifying the needs and requirements of the event including the definition of its purpose and the expected outcomes.
• The description of the product as spelled out by the type of event.
• Product analysis or the identification of the components of the product.
• The feasibility of the product as based on the analysis of the resources.

From these, the event becomes more definite through the design of a Work Breakdown Structure and Activity Schedule (29). Another important approach in event management can be considered in the perceptions of the customers, competition and the sponsors. Silvers discussed the aspect of the consumers and the competition. According to the author, the customers make up the “marketing realm” of the event (30).

Hence, it is important to identify a target segment because this helps in the design of the event, from its scope to its marketing to its implementation. Silvers also discussed the competition; for cases such as bars and clubs, any weekend night poses a great amount of competition for any establishment holding an event that night.

As the author stressed, it is significant that the bar or club is aware what kind of other events that will take place in another establishment. It is therefore in the strategy of the club or bar owner, along with its hired events specialist, to determine how to best approach competition.