ESVET TRAINING MATERIAL - ENGLISH

Project Code: 2015-1-TR01-KA202-022287

EVENT PLANNING & DESIGN CONTENTS ANALYSIS Establishment of a Modular Ecvet System in Europe

Table of Contents EVENT ORGANISER TECHNICIAN - LEARNING UNIT 1....................................................5 SUBUNIT 1: EVENT TYPES.................................................................................................................. 8 SUBUNIT 2: DEFINITION OF EVENT TARGET AUDIENCE..................................................................... 11 SUBUNIT 3: MODELS OF EVENT PLANS............................................................................................. 13

EVENT COORDINATION – LEARNING UNIT 2................................................................25 SUBUNIT 1: WHAT IS COORDINATION?............................................................................................. 28 SUBUNIT 2: WHAT IS LEADERSHIP?.................................................................................................. 32 SUBUNIT 3: MOTIVATING EMPLOYEES AND VOLUNTEERS.................................................................. 35 SUBUNIT 4: COMMUNICATION.......................................................................................................... 39

EVENT BUDGET ELABORATION - LEARNING UNIT 3......................................................45 SUBUNIT 1: FINANCIAL LITERACY AND MONEY MANAGEMENT........................................................... 48 SUBUNIT 2: BUDGETING AND BUDGET TYPES................................................................................... 51 SUBUNIT 3: BUDGET CONTROL........................................................................................................ 54 SUBUNIT 4: THE RELATIONSHIP BETWEEN STRATEGIC MANAGEMENT, STRATEGIC PLANNING AND BUDGETING........................................................................................................................................... 55

ICT IN EVENTS ORGANIZATION....................................................................................59 SUBUNIT 1: ADVANTAGES AND DISADVANTAGES OF MANAGEMENT SOFTWARE.................................. 62 SUBUNIT 2: TYPES OF PROJECT MANAGEMENT SOFTWARE.............................................................. 65 SUBUNIT 3: SPECIALIZED SOFTWARE FOR EVENT MANAGEMENT....................................................... 68 SUBUNIT 4: PLANNING, MONITORING AND ORGANISING FEATURES OF EVENT MANAGEMENT SOFTWARE.............................................................................................................................................. 71

EVENT MARKETING – LEARNING UNIT 5.......................................................................75 SUBUNIT 1: FUNDAMENTALS OF MARKETING.................................................................................... 78 SUBUNIT 2: ONLINE MARKETING...................................................................................................... 88 SUBUNIT 3: EVENT MARKETING....................................................................................................... 91 SUBUNIT 4: FUNDAMENTALS OF MARKET ECONOMY......................................................................... 97

RAISING SUPPORT AND SPONSORSHIP - LEARNING UNIT 6.....................................107 SUBUNIT 1: DEFINITIONS AND FEATURES OF SPONSORSHIP........................................................... 110

3 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

SUBUNIT 2: PURPOSE, COSTS, AND BENEFITS OF SPONSORSHIP..................................................... 112 SUBUNIT 3: TARGET AUDIENCE IN SPONSORSHIP........................................................................... 117

RELATION WITH THE MEDIA - LEARNING UNIT 7.......................................................125 SUBUNIT 1: MEDIA TYPES AND MEDIA INSTRUMENTS..................................................................... 128 SUBUNIT 2: SPECIFICS AND PRINCIPLES OF HOW MEDIA WORKS IN A COUNTRY............................. 133 SUBUNIT 3: DISSEMINATION STRATEGIES...................................................................................... 134

EVENT PROTOCOL – LEARNING UNIT 8.......................................................................141 SUBUNIT 1: EVENT PROTOCOL....................................................................................................... 144 SUBUNIT 2: CATEGORIZATION OF EVENTS...................................................................................... 145 SUBUNIT 3: SPECIAL EVENTS......................................................................................................... 147 SUBUNIT 4: POTENTIAL CRITICAL POINTS...................................................................................... 148 SUBUNIT 5: EVENT COMMUNICATION PROTOCOL............................................................................ 149

EVENT SAFETY AND EMERGENCY – LEARNING UNIT 9...............................................157 SUBUNIT 1: EVENTS REQUIRE SAFETY AND SECURITY PLANS.......................................................... 160 SUBUNIT 2: HEALTH AND SAFETY................................................................................................... 162 SUBUNIT 3: CROWD MANAGEMENT................................................................................................ 164 SUBUNIT 4: RISK MANAGEMENT..................................................................................................... 167

EVENT ASSESSMENT – LEARNING UNIT 10.................................................................173 SUBUNIT 1: EVENT EVALUATION APPROACHES AND MODELS........................................................... 176 SUBUNIT 2: EVENT SUCCESS.......................................................................................................... 182 SUBUNIT 3: EVENT ORGANISATION ELEMENTS............................................................................... 184 SUBUNIT 4: EVENT CONTROL AND EVALUATION TOOLS.................................................................. 186

4 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

Establishment of a Modular Ecvet System in Europe Project Code: 2015-1-TR01-KA202-022287

EVENT PLANNING & DESIGN CONTENTS ANALYSIS EVENT ORGANISER TECHNICIAN - LEARNING UNIT 1

Learning Contents SUBUNIT 1: Event types SUBUNIT 2: Definition of event target audience SUBUNIT 3: Models of event plans

Learning hours:

12

Workload:

25

1

Establishment of a Modular Ecvet System in Europe Project Code: 2015-1-TR01-KA202-022287

Unit Objectives Actions/Achievements Design a specific team management action plan

Knowledge

Comprehensive on event types Comprehensive on specifying the event’s target audience Fundamental on models of event plans

Skills

Identify different types of events naming their main characteristics and define the management for them, explain management profile and the major possible impacts for events Define the target audience for the event in the light of strategic analysis Use of models of event plans for planning and organising the event

Competences

Diagnose the degree of competence for events management Integrate the lived experiences of strategic analysis into the successful specification of event target audience Apply the most appropriate models of event plans for the planning and organising the event

SUMMARY

During this training module, learners will get familiar with basic concepts regarding Event Planning and Design in order to help them design a specific event plan.

In the first sub-unit “Event types� the students will learn about what is an event, the different types of events, the importance of event management. In the second sub-unit, trainees will be taught about event targeting and in the last subunit about event planning.

In the end of the module, learners should be capable of not only establishing in the detail the various steps and timings required to implement an event but also defining the roles and responsibilities of the various human resources and teams in an event. communication theory and tries to enhance the understanding by an exercise.

KEYWORDS

Event Types, Target Audience, Event Plans, Event Plan Models

7 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

SUBUNIT 1: EVENT TYPES

Our lives are marked by events. Events or happenings are with us since we were born. The human being has the necessity of organizing happenings for social interaction because of needs exchanges of experience, entertainment, and emotion. (Simões, et al., 2014) They may be natural or organized, public or private, connected to our professional life or not. They might birthdays, weeding’s, newborn or organized events by companies, sports clubs, universities, etc. Events may be very basic and easy to organize as a company assembly or very complex as an Olympic Games or a Mundial Exhibition.

Major events are usually complex happenings, intangible and unrepeatable: -Complex since they are not centred in only activity.

-Intangible because we cannot experience them beforehand.

-Unrepeatable as we cannot store an event to use it again. A football match in the same stadium with de same teams is not the same event.

Leo Jago and Robin Shaw characterised events as “special happenings that are held frequently and have a fixed term, providing participants with opportunities for social interaction beyond the everyday life”. (Jago & Shaw, 1998) Institutional events foresee building or reinforcing the image of a company/institution. Promotional events clearly are focused on increasing sales of a product/service. There are many different type of organized events, for example, -Fair Convention/Congress -Teambuilding -Roadshow -Workshop -Brainstorming -Social -Cultural -Sports -Sustainable

Events Management

About events, we have just talked about. Managing is the transformation resources (human, physical and financial) in utility, products, and satisfaction. So, what is Events Management about? The Cambridge Dictionary defines it as “the job of planning and managing large events such as conferences, trade shows, and parties”.

The job of event manager includes the following: -Thinking and defining the concept -Check resources -Planning -Organizing tasks -Predict results

8 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

-Deciding to run the event -Execute tasks -Evaluate and share results -Close the event This means that the first job of the event manager/planner is to think and define what he is looking for the event. The second task planning: build a strategic plan including vision, mission, objectives, programme, actions and how to measure results. The objectives must be clear, realistic, and measurable and know of all intervenient. Different intervenient can have different objectives (for example promoters and sponsors may want prestige, reputation, and profit; participants are looking forward satisfaction).

The next step is to inventory human, physical and financial resources available. After organizing the tasks to know what is necessary vs. available resources it’s time to predict results and elaborate budgets. With the estimated budget, the event manager can decide to run or not the event. If the event will go forward it’s time to execute all tasks for it to happen. At the end of the event is very important to evaluating and sharing results with partners. The end of the event is the time where all contracts and tasks are finished. Usually, you should start planning an event 4-6 before but once again it will depend on the type of the event.

Tourism and Events

For UNWTO – World Tourism Organization for a happening to be considered an event it must have a minimum of 10 participants, a minimum duration of 4 hours and be held in a different space of what is regularly used by the participants. This doesn’t mean that happenings with less duration or participants cannot be classified as events, they just do not enter into UNWTO statistics. Some events are very important in the tourism development of a region. For example, in 2014 Lisbon has received the UEFA Champions League final and despite Benfica, Statdium has only 60.000 seats, 100.000 Spanish as visited the Portugal capital during the event (the match was played by Real Madrid and Atlético de Madrid) with significant impact on hotels, restaurants, and other touristic attractions. Another example is EXPO 98. Also held in Lisbon has rehabilitated a degraded city area existed a municipal rubbish dump, a slaughterhouse, and an oil refinery. Right now, is a fancy and expensive area to live with the biggest Portuguese exhibition pavilion (FIL2) and MEO Arena3 (for concerts, exhibitions, sports, etc.), a lot of hotels, restaurants and business offices. Two fundamental players in the promotion of touristic destinations are DMC’s – Destination Management Companies and PCO – Professional Congress Organizers. DMCs give to the event promoters all guarantees of success because they have a profound knowledge of the destination, their laws, social and economic environment and the human and technical resources available. PCO are companies or unique professionals specialized in planning and organizing complex events.

Event Manager Profile

The skills required to be an event manager, an event director or a PCO are: -Leadership -Enterprise -Knowledge in all areas of event management -Manage teams -Balance between strength and flexibility -Work under pressure and manage unexpected situations.

9 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

Event Major Impacts

A big event has positive and negative impacts in a different area, for example, Tourism: Positive – external promotion of the destination; increase of demand for tourist services. Negative – price increase in services as hotels, restaurants, etc.; loss of authenticity.

Economy: Positive – Increase of PIB per capita (increase of population quality of life); the increase of business opportunities.

Negative – Inflation; real estate speculation Society: Positive – Increase employability.

Negative – Loss of values in the community.

Culture: Positive - Rehabilitation of historical patrimony.

Negative – the destruction of patrimonial values.

Infrastructures Positive - Transport chain improvement.

Negative – Increase in traffic.

10 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

SUBUNIT 2: DEFINITION OF EVENT TARGET AUDIENCE

“If one of your objectives in event management is to attract new customers to an event – and it is – you need to be clear exactly what type of customers you and your client want to attract.” (Capell, 2013) From author to author the definitions and main criteria to define the nature of events may change. The same event may also be characterised in different ways. As you will see an exhibition can be seen as a business, commercial or even cultural dependent on the objectives and the target audience. The event manager needs to be able to fit the objectives to the adequate type of event with the target customer: -Nature, content and objective or Business or Corporative, usually called MICE – Meetings, Incentives, Conventions and Exhibitions are held to improving business. They might be training sessions, general meetings/ assemblies or even incentive trips. o Associative is convened by professional associations or institutions with affiliates.

-Commercial (including fairs and exhibitions) are used to promote products/destinations/services and improve sales. For example, FITUR4 is a fair to promote in Madrid destinations all around the world. o Religious are organized for example to help people to complete their peregrinations to Fátima (Portugal), Santiago de Compostela (Spain) or Rome (Italy).

-Recreational or leisure are related to festivals (ex: Oktoberfest in Munich), sports (ex: EURO cups) and music (ex: Rock in Rio). o Civic are usually organized by public entities as the European Union or United Nations (ex: Earth Summit).

-Cultural is usually performative and can happen in open spaces or cultural and exhibitions centres (Rock in Rio can also be defined as a cultural event).

-Commemorative are organized both by public or private institutions to celebrate a historical happening.

-Social events are usually private (ex: personal or companies’ anniversaries). Nature tourism is related to organized activities as walking tours in natural parks, tracking in the mountains or explore caves.

-Events also may be classified as open/closed (if the participation is public or restricted to a guest list) or free/ paid.

-The motivation of the participants - events are held because of the participants and their motivations are varied. Some events might be considered in more than one type.

-Economic (ex: business or corporative, fairs, exhibitions and conventions) -Leisure (ex: concerts, sports, exhibitions) o Cultural (ex: concerts, music and cinema festivals) -Political (ex: congress) -Religious (ex: peregrination to a religious destination) -Duration - an event cannot live forever because it will “die” without renewal to give motivation to people to come back.

-Short duration – between 4 hours and one week.

11 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

-Medium duration – between one week and 3 months. o Long duration – between 3 months and one year.

-Size/scale - local events are only relevant to the resident community.

-Hallmarks (Brand-events) have a global dimension and usually take place in the same local frequently. For example, Carnival in Rio de Janeiro (Brazil), happens once per year in the same city.

-Mega-events as Olympic Game have a global dimension requiring a lot of infrastructures, years of preparation and impact way above the closing date.

-Periodicity -Unique – only happens once (ex: signing ceremony of an agreement).

-Sporadic – episodic, do not have a periodic schedule.

-Periodicals – regulars, have a fixed time range (ex: once per year/ once in every four years).

Regardless the type and dimension internal factors (resources depending on the organization) and external factors («outside» resources) affect the planning process.

Strategic Analysis

To identify the critical factor for the success of an event there are many techniques. For instance, you may use SWOT and PESTLE analysis or Porter Method.

SWOT analysis used to identify internal Strengths and Weaknesses and external Opportunities and Threats.

PESTLE is used to identify Cultural, Technological, Legal and Environmental factors.

Porter method is used to identify clients, the entrance of new companies in the business and threat of substitute products.

12 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

SUBUNIT 3: MODELS OF EVENT PLANS

The event planning process is strategic and after approved cannot be changed unless in exceptional circumstances. It’s also a normative process with a plan that all intervenient must respect. The organization of an event may be a long process and it will be longer as bigger and complex the event will be. The event schedule must be limited as the promoter defines it when decided to start organizing and finish will the event closure.

As we have seen in the previews sub-units it’s an unrepeatable process.

Planning and Organising an Event

“The goal of planning is to guaranty the event will be a success”. (Vieira, 2015) and the very first step to set up an event is to establish a tangible goal and objectives. Planning and organizing may also be designated as pre-production and production. The planning process can be divided into setup, execution, and closure.

-Setup – it’s the pre-production. At this time, the event manager/producer is evaluating the viability of the event. Goals and the type of the event must be defined to conceptualise all event and assess the technical demands. What bookings, permissions, and licenses are necessary? What resources (ex: equipment, decorations, entertainers/speakers, prizes, transport, insurance) will you need? Planning includes economic forecast, financial and treasury budget, marketing plan, operational plan, risks and emergency plan and human resources plan. A strategic analysis is very important at this time (please check sub-unit 2).

-Execution – it’s de production of the event. It’s the time to make all arrangements for the happening of the event. The planning team will monitor and control the activities.

-The closure is the time to evaluate results (media impact, commercial and financial results and participants’ satisfaction) and to cease all activities related to the event. The operations and logistics of an event are mainly about: -Site and infrastructures management – has different tasks for different types of events but is essential to visit and check the local and technical issues as sound and image. May be necessary to install signaling for people circulation and emergency exits. It’s very important to guarantee accessibility with security for all intervenient.

Services like water and energy supply, cleaning, security and medical services, communication network and other logistics as catering must be contracted and tested. In the end, it’s necessary to disassemble the space.

-Crowd management – the event global image is always very tight to the way participants feel about their reception and management. A big queue for an accreditation or to use a toilette will be remembered for a long time.

-Time and task management –Despite having more or less time to organize an event it´s very important resource for the organization of an event.

-Risk management – Acts of terrorism, abuse of alcohol and drugs, violence, space and infrastructures not appropriate to the event or the number of participants or unexpected meteorological situations are risk factors that we cannot eliminate but we have to try to minimize them with emergency plans. If an emergency is going on the promoters must cooperate and give all information to the police, firefighters, medical emergency, etc.

It’s very important while organizing a public event to have an insurance.

-Programme – operations, and logistics do not take care of defining the programme but are responsible for executing the necessary tasks for the event to happen.

-Technical production – stage, sound, image, light.

13 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

-Security – a prevention and security plan must be prepared to take into account a establish command chain. Who should call the police or the civil protection in case of emergency? Laws about the security of events may change from country to country.

-Communications – in all events a communication network between key players is essential. The event manager/promoter needs to be in contact every time it’s necessary with the event director/production director and their teams, with the security, with the public relations manager, with the sponsors to be able to quickly respond to any situation. A contact sheet must be given to the key players of the event organisation.

Publicity, Promotion and Public Relations

For people to attend an event it´s necessary to communicate it. Outdoors, poster and flyers may be away.

Television, radio, and newspaper another way. Internet and social media are growing up so fast and are less expensive than the traditional means. There isn´t a magic formula to let us know the best mean. Depending on the type of the event or the type of public you have to evaluate and choose. For instance, in a company event flyers and intranet (a private channel with no extra costs) may be the best solution but for an elderly public event may be an advertisement on a newspaper will have more impact than social media advertisement.

Event Planning Checklist

Having a checklist suitable for our event is very important not to miss anything important. There are many checklists available online that can help you remember all details. Remember that each event with different objectives and different audiences have different requirements.

Example 1 – Resource Centre Event Planning Checklist -Make sure your objectives are clear -Make sure you have plenty of time -Plan out the work – and delegate!

-Practical considerations o Health and safety -First aids -Transport -Access -Children’s activities -Photography -Insurance -Bookings, permissions and licenses Make a budget for the event and plan how to cover expenses -Publicity -Plan in detail -On the day -Afterwards Example 2 – Active Network Sample Event Planning Checklist

14 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

PRE-EVENT -Local Government Requirements o Inform local government of event and gain approval (if required) Check with your local Visitor Information Centre to see if there are any other events scheduled for the same date and location -Budget -Prepare an event budget and monitor your spending -Location -Select a location or venue for your event -Transportation – will people travel long distances to your event? Is there parking and easy access to mass transit?

-When is your location available?

-Event Agenda -What is the goal of your event?

-Develop event timeline -Book entertainment and MC if needed -Collect written confirmation from entertainment or MC5 -Submit deposit for their services if needed -Sponsorship -Create sponsorship proposal -Identify potential sponsors -Deliver sponsorship packages and follow up within 1 week -Use sponsor testimonials and always acknowledge sponsors -Marketing & Promotion -Develop Marketing/Communication Plan -Design promotional material, basic text, logo -Build a website and optimise it for search engines -Distribution of flyers/posters/email/brochures to community -Submit event information to local events calendars and websites -Submit a press release -Participant Registration and Invitations -Build an online event registration form -Host your online registration form on your website -Determine what is included in the cost of registration (event t-shirt, pre-event dinner, etc.)

Deliver an email announcement to your past participants with link to your online registration form -Permits & Licences -Apply for any food permits required o If using music, apply for a noise permit -Request for approval to erect promotional signage -Road closures – send applications early

15 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

-Contractors -Order equipment e.g. stage, lighting, PA system etc.

-Book portable toilets, fireworks, marquee, generators -Book and confirm all contractors in writing -Check insurance – public liability, staff, volunteers etc.

-Risk Management -Book first aid officers -Conduct risk assessment involving all key stakeholders -Create risk management plan -Obtain relevant insurance and send copy to Council if required o Contingency Plans – wet weather, low attendance -Security Plan -Book Security and two-way radios -Crowd control -Cash security -Essential Services -Notify Police, Ambulance Service and Fire Brigade -Waste Management -Develop Waste Management Plan -Promote reducing waste in marketing material -Traffic Management -Design traffic plan including: -Signage, disabled parking, VIP parking, pedestrian access, marshals, car parking area, entry and exit points, lighting, road closures, promote alternative transport -Food Vendors Book Food Vendors and confirm in writing o Request details of electrical requirements -Request copy of Health Department Registration Certificate -Application for temporary food premises permit -Site Preparation and Plan -Design plan of venue/event site -Cleaning and Maintenance Plan -Book toilet cleaners and extra paper if appropriate -Clean up venue/mow lawn/clear area of debris -Other o Organise volunteers and staff -Prepare scripts or run sheets for ceremonies -Organise awards/trophies/certificates & decorations

16 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

ON THE DAY -Gather staff for full briefing -Organise volunteer registration area & entertainers’ area -Circulate contact list with mobile numbers to all staff/volunteers Review chain of command in case of emergency AFTER THE EVENT Removal of all equipment and rubbish -“Thank you” letters to staff, volunteers, performers -“Thank you” presentation to sponsors -Evaluation / debrief with key stakeholders -Close off budget -Hold a de-brief session to look at ways of improving the event Example 3 – Cornell University Checklist for Event Planning BEFORE THE EVENT: The budget -Prepare proposed budget -Identify funding sources -General -Check the university calendar -Reserve facility -Prepare and sign contracts -Reserve equipment -Coordinate room setup -Arrange for security -Arrange for disability accommodations -Comply with Cornell policies -Sales -Fund-raising Use of CU logo -Noise -Bonfire -Event Registration Form/UUP -Decorations -Decide on the theme -Design -Purchase Materials

17 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

-Construct -Entertainment -Contract performer(s) -Process payment(s) -Promotion -Develop strategy and schedule -Design posters -Write and distribute press releases -Write and submit newspaper ads -Write and submit radio/TV ads -Catering Committee -Set menu -Choose caterer -Production -Arrange for equipment -Arrange for transportation -Arrange for lodging -Arrange for meals -Tickets -Determine seating arrangement -Order tickets -Determine sales locations -Notify ticket office -Schedule ushers -Secure cash box -Other SEVERAL DAYS PRIOR TO EVENT, CONFIRM: -Facility rental and setup -Equipment use and setup -Security -Caterer -Transportation/lodging -Ticket sales -Ushers -Decorations -Final wave of promotion

18 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

-Payment for services ON THE DAY OF THE EVENT: -Check setup -Get cash box -Transport guests AFTER THE EVENT: -Clean up -Send thank-you notes -Make sure all payments are made -Complete evaluation of files

19 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

EXERCISE 1

About the impact of events choose the correct area (Tourism, Economy, Infrastructures, Society or Culture) and mark them as “positive” or “negative”:

20 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

EXERCISE 2

Please complete the table 1 related to types of events with the word given in table 2:

21 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

EXERCISE 3

Assignment 1 You are organizing an event that every participant must register.

At least how many assistants do you need to hire knowing that: -Expected participants – 450 -Average duration for check in - 1:30 minutes -The check-in will be open for one hour Solution to Assignment 1 1:30 minutes = 90 seconds Time needed for the check-in of all participants: 450*90=40.500 Time with the check-in opened: 1 hour = 60 minutes = 3.600 seconds Time necessary divided by available time: = 40.500/3.600 = 11,25 It will be needed at least, 12 assistants.

Assignment 2 In 8 to 12 steps how would you organize the participation at a fair?

Solution to Assignment 2 How to set up a participation at a fair: -Set up objectives and goals -Space rental at the fair -Stand production -Manage transportation of material to and back from the fair -Hiring hostess (if necessary) -Make a schedule (the stand cannot be left alone at any time) -Hiring cleaning (usually provided by the fair organization) -Booking transportation and accommodation (if necessary) -Prepare promotional material, publicity and public relations -Book meetings (if it´s a business fair)

22 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

FURTHER READINGS AND BIBLIOGRAPHY Anonymous, 2010. Event Management Plan, s.l.: Gascoyne Development Commission.

Anonymous, 2017. Active Network. [Online] Available at: http://www.activenetwork.sg/event-management-resources/articles/sample-event-planning-checklist.htm [Accessed 1 9 2017].

Anonymous, 2017. BGL Business Solutions. [Online] Available at: https://www.blgbusinesssolutions.com/ blog/4-steps-to-figure-out-the-target-audience-for-your-next-event [Accessed 1 9 2017].

Anonymous, 2017. Concep. [Online] Available at: http://www.concep.com/targeting-the-right-audience-foryour-events [Accessed 1 9 2017].

Anonymous, 2017. Cornell University. [Online] Available at: http://www.eventplanning.cornell.edu/docs/ event-planning-checklist.pdf [Accessed 1 9 2017].

Anonymous, 2017. Resource Centre UK. [Online] Available at: http://www.resourcecentre.org.uk/information/ event-planning-checklist/ [Accessed 1 9 2017].

Anonymous, 2017. The Balance. [Online] Available at: https://www.thebalance.com/what-is-event-management-4067066 [Accessed 1 9 2017].

Anonymous, 2017. The Balance. [Online] Available at: https://www.thebalance.com/what-is-event-management-1223642 [Accessed 1 9 2017].

Anonymous, 2017. Wild Apricot Membership Knowledge Hub. [Online] Available at: https://www.wildapricot. com/articles/event-checklist [Accessed 1 9 2017].

Anonymous, 2017. World Travel & Tourism Council. [Online] Available at: https://www.wttc.org/ [Accessed 1 9 2017].

Capell, L., 2013. Event Management For Dummies. Wiley for Dummies ed. s.l.:s.n.

Jago, .. L. K. & Shaw, R., 1998. Festival Management and Event Tourism. s.l.:Cognizant Communication Corporation.

Simões, M. M., Isidoro, A. M., Saldanha, S. D. & Caetano, J., 2014. Manual de Organização e Gestão de Eventos. 1 ed. Lisboa: Edições Sílado.

Vieira, J. M., 2015. Eventos e Turismo - Planeamento e Organização. 1 ed. Lisboa: Edições Silabo.

23 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

24 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

Establishment of a Modular Ecvet System in Europe Project Code: 2015-1-TR01-KA202-022287

EVENT PLANNING & DESIGN CONTENTS ANALYSIS EVENT COORDINATION – LEARNING UNIT 2

2

Learning Contents SUBUNIT 1: What is coordination?

SUBUNIT 2: What is leadership?

SUBUNIT 3: Motivating employees and volunteers SUBUNIT 4: Communication

Learning hours:

10

Workload:

25

Establishment of a Modular Ecvet System in Europe Project Code: 2015-1-TR01-KA202-022287

Unit Objectives Actions/Achievements Design a specific team management action plan

Knowledge

Skills Identify different types of leadership models naming their main characteristics

Comprehensive on leadership and team management models Comprehensive on time management principles Comprehensive on corporative communication Fundamental to national regulations, codes, and standards on human resources

Communicate effectively (using written and spoken word, non-verbal language, electronic tools, and listening skills) to develop relationships, manage conflicts, and work across differences Use of checklists to define and manage priorities and perceive time wasters Produces maps with the structure of the project team for the organization of events

Competences Diagnose the degree of competence and autonomy of employees for delegating responsibilities Integrate the lived experiences into the leadership development process towards conflict resolution.

Apply the most appropriate leadership style to overcome impasses and obstacles in teamwork Identify the success of teamwork, recognizing the specificities and the essential aspects of success in teamwork, highlighting the advantages and underlying dynamics

SUMMARY

The training module enables the learners to get familiar with the concepts regarding coordination, leadership, motivation, and communication.

The first subunit explores the expression of motivation in the light of managerial point of view. The subunit further approaches to the event coordination and assess it compared to traditional management.

The second subunit explains the leadership and leadership styles.

The third subunit discusses the concept of motivation in terms of different stakeholders (managers, employees, volunteers) and their relationships.

The last subunit handles the communication theory and tries to enhance the understanding by an exercise.

KEYWORDS

Coordination, Leadership, Motivation, Communication, Business Communications, Event Coordination

27 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

SUBUNIT 1: WHAT IS COORDINATION?

Coordination is the unification, integration, synchronization of the efforts of group members so as to provide unity of action in the pursuit of common goals. (College, 2017) Management seeks to achieve coordination through its basic functions of planning, organizing, staffing, directing and controlling. That is why coordination is not a separate function of management because achieving of harmony between individuals’ efforts towards the achievement of group goals is a key to success of management. Coordination is the essence of management and is implicit and inherent in all functions of management.

A manager can be compared to an orchestra conductor since both have to create rhythm and unity in the activities of group members.

James D. Mooney of General Motors explains that coordination is an orderly arrangement of group efforts to provide unity of action in the pursuit of common goals. (Wikiquote, 2017) Charles Frederick Worth views the coordination as the integration of several parts into an orderly hole to achieve the purpose of understanding. (College, 2017) Bertolt Brecht depicts the concept of coordination is to balance and keep together the team by ensuring suitable allocation of tasks to the various members and seeing that the tasks are performed with the harmony among the members themselves. (Ghuman & Aswathappa, 2010)

Figure 1 (Anon., 2017)

28 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

1.1. COORDINATION IS THE ESSENCE OF MANAGEMENT

The meaning of this sentence implies coordination affects all the functions of management. In other words, coordination affects planning, organizing, staffing, directing, communication, leading, motivating and controlling.

Below clarify the functions of their relationship with coordination.

1. Planning and Coordination

According to Harold Koontz and Cyril O’Donnell, planning is deciding on what to do, how to do it, when to do it and who is to do it. There are many pre-defined departmental activities for each department of a company.

Most of these activities require plans for their department-specific operations to be carried out smoothly. All these plans must be coordinated (brought together) and one master plan must be made for the entire business. Therefore, planning is highly correlated to coordination.

2. Organising and Coordination

There are many steps in organizing. All these steps must be coordinated, for achieving the objectives of the business. The top-level managers must coordinate the efforts of the middle-level managers. Similarly, the middle-level managers must coordinate the efforts of the lower level managers. Furthermore, the lower level managers must also coordinate the efforts of the workers. Therefore, the organization is affected by coordination.

3. Staffing and Coordination

Staffing involves the activities of recruitment and selection, training, placement, promotion, and transfer.

These activities are highly critical for the organization as they directly concern the human capital. All these steps must be properly coordinated so that it would not cause inefficiencies for operations. Therefore, staffing is affected by coordination.

4. Directing and Coordination

Directing means giving necessary information, proper instructions and guidance to subordinates. This is seen to be the heart of management process. According to Human, directing consists of process or technique by which instruction can be issued and operations can be carried out as originally planned. Planning, organizing and staffing do not have that importance if direction function does not take place. This results in coordination.

Therefore, direction is affected by coordination.

5. Communicating and Coordination

Many types of communication methods are used in a business. These methods include Formal communication, Informal Communication, Upward Communication, Downward Communication, Oral Communication, Written Communication, etc. Considering the shift in the way the businesses operate; the business communication tools are enhanced in numbers. It is important to note that, all types of communication must be properly coordinated to ensure all business-related people are on the same page from suppliers to customers. Lack of proper coordination will hinder the smooth functioning of the communication process. Furthermore, it would also restrict the information flow, so there may be serious economic consequences. As a result, communication is affected by coordination.

6. Motivating and Coordination

All forms of organizations deal with the fact that there are two different problems that need to be solved in any kind of economic arrangement which are motivation and coordination. Motivation is more like to make sure people work hard whereas coordination is more like bringing these people together. As there is a trade-off between these two factors, motivation is affected by coordination. (Anon., 2017)

29 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

Figure 2 (College, 2017)

7. Leading and Coordination

Every manager must be a good leader. He must coordinate the efforts of his subordinates for achieving the objectives. That is, he must coordinate the human resource. He must also coordinate the material and financial resources of the organisation, in other terms his job requires the allocation of company’s resources properly.

In short, a leader cannot survive without coordination, thus leadership cannot be performed without coordination. Therefore, Leadership is affected by Coordination.

8. Controlling and Coordination

In controlling the standards are fixed at first. Then comes the performances to be measured. Performance variables are compared to those provided as the standards, and the deviations are found out for further analysis. Then, the deviations are adjusted. So, controlling involves many steps considering a simple adjustment from scratch. All these steps must be properly coordinated. If coordination is not proper, control will surely fail.

Therefore, control is also affected by coordination.

1.2. WHAT IS EVENT COORDINATION?

Event coordination is the integrated implementation of all the operational and logistical requirements of an event, based on the scope of event elements included in the event design. (Bowdin, et al., 2012)

30 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

The most frequent challenges that Event Managers face when developing teams are: A. Communications B. Self – interest C. Dependability D. Trust E. Collaboration

A. Communications

Excellent event coordination is the result of continuous, high-quality communications between the event stakeholders. Bellow listed methods can be used to establish and/or improve a high – quality communication network for an event: Conduct a communications audit and find out how your event stakeholders best send and receive information Avoid communication that is blocked by noise, visual distraction, or other interference Include an “Action Required” statement on all written communications to confirm that communications have been received and understood use written change orders to record changes during your event. Make certain the client or other responsible persons sign the change order to authorize the addition, deletion, or substitution of services or products.

B. Self – interest

Refers to the fact that the team has to forgo about personal interest for the sake of group interest. Only through a strong group effort can an event achieve a successful outcome.

C. Dependability

One of the biggest management problems in working with volunteers is time and attendance. Because volunteers are not compensated for their efforts, many do not feel the obligation to arrive on time or event to show up at all. This why many event managers actually schedule between 25 – 50% more volunteers that will be needed, to compensate for the serious problem of attrition at events.

D. Trust

Trust must be earned by the Event Manager. Trust is the result of the sustained effort by the event manager to develop an atmosphere and environment wherein the event stakeholders invest their trust in his or her behaviors and judgments.

E. Collaboration

The final quality and effective event coordinators are the ability to develop close collaboration between all the stakeholders. The event manager must clearly articulate the purpose of the event and convince each stakeholder he or she must work with others to achieve the expectations of the participants. The purpose of the event team is to cooperate and collaborate to achieve the goals and objectives of the event, and the Event Manager is the leader of this effort.

31 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

SUBUNIT 2: WHAT IS LEADERSHIP?

Leadership is primarily concerned with developing and articulating a clear vision for the future. It focuses on gaining acceptance of, and commitment to, a vision. Leadership also involves operationalizing a vision through the design of broad plans and strategies. Hence, leaders are primarily involved in the provision of vision and strategy.

The leader’s job is to assist followers in attaining organisational goals. In so doing leaders need to provide the necessary direction and support to ensure that their goals are compatible with organisational objectives.

The leader’s key role is: • To clarify the path for subordinates • To facilitate achievement of their work goals • To reduce any roadblocks or constraints • To reward employees for appropriate levels of performance In assisting followers to achieve their goals it is necessary for leaders to adopt leadership behaviours that are appropriate to the specific situation. Leaders need to adopt leadership styles that are consistent with the work environment and the nature of the subordinates.

Leadership Styles

Figure 3 Leadership Styles

Autocratic Leadership (Classical Style) The autocratic manager does not consult employees but expects them to obey orders without asking for an explanation. It is the widely accepted traditional style when the concept of leadership is opened up.

32 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

The characteristics of this style are: • Manager retains power and decision-making authority.

• Make a unilateral decision, dictate work methods.

• Orders are issued to be carried out, with no questions allowed and no explanations given.

It is best applied to the situations where there is little time for decision-making or where the leader is the most knowledgeable person on the team Democratic Leadership (Participative Style) Democratic manager shares with employees’ decision making and problem-solving responsibilities. It is the leadership style best fits to the organizations run as communities.

The characteristics of this style are: • Encourage employees to involve in decision making.

• Let employees determine the work methods and use feedback as an opportunity for helpful coaching.

• Employees feel engaged in the process and are more motivated and creative.

It is best applied where staff requires a great deal of flexibility to complete the task or where the staff know the job well and do not require too much instruction.

Bureaucratic Leadership Bureaucratic manager requires employees to follow certain standards or procedures. It is the leadership style best fits to organizations run in accordance with bureaucratic procedures.

The characteristics of this style are: • Everything must be done according to procedure or policy.

• The company operates in a rational manner rather than relying on the feelings of the managers.

It is best applied to situation where employees are working in a dangerous environment that requires a definite set of procedures to operate.

Laissez-faire Leadership (Hands-off style) Laissez-faire manager gives most authority to employees and requires them to set goals, make decisions and resolve problems on their own.

The characteristics of this style are: • Manager provides little direction and gives employees freedom to make their own decision at work.

• This style can be effective where employees are highly qualified in an area of expertise.

In order to apply a good leadership, one has to have in mind the four principles of leadership: Provide clear direction – setting targets, giving instructions, clarifying roles, creating scheduled task lists, giving rewards and incentives for finishing on time and to a certain standard. This may be done through the

33 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

creation of manuals, training sessions, etc.

Empower employees to achieve – setting goals that impact on quality and success, demonstrating and expecting high standards for all tasks, displaying faith and trust in employees and volunteers.

Encourage participation and involvement – holding regular meetings, discussing work methods with employees and volunteers, seeking ideas and opinions, group decision-making.

Demonstrate empathy and provide support – finding ways to make the job more stimulating, being personally supportive and helpful, providing resources, providing encouragement to increase self-esteem.

34 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

SUBUNIT 3: MOTIVATING EMPLOYEES AND VOLUNTEERS

Motivating employees and volunteers is an intrinsic and internal drive to put forth the necessary effort and action towards work-related activities. It has been broadly defined as the “psychological forces that determine the direction of a person’s behaviour in an organization, a person’s level of effort and a person’s level of persistence.” That is why what motivates one staff member may mean nothing to another. (Jones, 1997) To remark the motivational differences between employees and volunteers; employees can be categorized as usually extrinsic, such as a salary. On the other hand, the volunteers can be assessed as they are usually intrinsic, such as social involvement, meeting someone famous or feeling useful. The eight principles of motivation are explained below.

1. Recognising individual differences

It is important for high-level managers to pay attention that all people have different motives. These motives can be split up into two; extrinsic motivation values and intrinsic motivation values. Extrinsic motivation refers to money and benefits whereas intrinsic motivation indicates non-monetary values like interest, fulfillment, autonomy, challenge, responsibility, achievement. Volunteers are more concerned with intrinsic motivation. As each employee is an individual at the end of the day, managers are obliged to implement different approaches to facilitate different motivations.

According to Maslow’s hierarchy of needs, the lower level needs (Physiological and safety) are extrinsic and can be satisfied with money and a safe environment. On the other hand, upper-level needs (Social, Esteem, and Self-actualisation) come from intrinsic motivators such as empowerment. Maslow states that the level a person is on needs to be identified, then motivators put into place to get them to move to the next level.

Figure 4 Maslow’s hierarchy of needs

2. Understanding the needs of employees and volunteers

This principle indicates that managers must know their staff and needs of them. By having this information, they can be motivated more effectively without making many efforts. As the theory puts forward staff have different needs and expectations, additionally, these are subject to change. Simply, the more rewards on hand, the more likely managers are to satisfy needs.

35 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

3. Demonstrating trust and delegate tasks

Delegation makes people feel valued whereas lack of delegation can be perceived by staff as lack of faith in their abilities. McGregor’s Theory X and Theory Y – based on manager’s perceptions of staff and has two assumptions. Belief in Theory X means managers think people need to be coerced to achieve goals, have no ambition and seek direction at all times. Belief in Theory Y means managers think people will have self-direction, be innovative and like to work. Theory Y assumptions would apply to volunteers. How managers perceive people will lead how they motivate them, so managers should always question their assumptions before applying any motivational forces. According to this theory, manager’s belief will direct motivations used. (Thomson, 2017)

4. Being aware of equity considerations

Perceived equity is important to motivation and applies to financial and non-financial means. If staff or volunteers believe they are not being treated the same as others, they will react in a negative manner. It is important that supervisors and managers be aware of equity considerations when making decisions about allocating resources and/or staff. Since the financial resources are limited and such decisions need to be transparent, justifiable and fair.

5. Providing training and development opportunities

Training is an important intrinsic motivator and investment. Training and development is the most obvious way to increase skills and raise expectancy, therefore raising the overall motivation to do things. Every manager needs some training and development, and every employee needs ongoing training and development to reach their full potential. As a manager create a path to management and identify key skills and competencies, provide training and development opportunities that will allow managers, and those on a path to management, to grow. Managers might develop internal training, such as workshops, that are geared towards managers and those who aspire to management. Bringing in outside trainers, or making employees aware of outside workshops and training, is another way to offer a diversity of experiences. If possible, the organisation should pay for or otherwise subsidise external training. Less formal opportunities, such as inviting an employee on the management path to sit in on meetings or help design documentation for a department, are also important.

6. Creating a motivating work environment

In order to create a motivating namely vibrant, energising and productive work environment, managers should pay importance to the job design such as job rotation and job enlargement independent from the level that the job requires. Furthermore, the concept of job enrichment like skill variety, task identity, task significance, autonomy, feedback must be emphasised.

Job rotation – This factor implies relocating employees from one task to another. It decreases boredom, increases skills.

Job enlargement – This factor enables managers to increase tasks in terms of variety and number within a job role. The enlarged job has more diversity and requires more skills.

Job enrichment – This factor provides more responsibility with higher skills and extends the limits of employee skills. It ensures that the managers have more control in planning and execution.

Skill variety – This factor helps managers to combine tasks into larger chunks of work. It is supposed to decrease boredom and make jobs more meaningful for employees.

Task identity – This factor extents to which a job involves doing a complete from beginning to end and identifiable piece of work with a visible outcome, as opposed to doing only a portion of the job. (Dictionary, 2017) Task significance – This factor measures the impact of one’s work on others. Employees and volunteers may desire to feel that they are making a significant contribution to the organization. Making a significant

36 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

contribution to an organization may foster a sense of purpose and meaning. (Renn & J., 1995) Autonomy – This factor expresses a degree or level of freedom and discretion allowed to an employee over his or her job. As a general rule, jobs with a high degree of autonomy engender a sense of responsibility and greater job satisfaction in the employee(s). (Dictionary, 2017) Feedback – This factor is a process in which the effect or output of an action is returned (feedback) to modify the next action. Feedback is essential to the working and survival of all regulatory mechanisms found throughout living and non-living nature, and in man-made systems such as education system and economy.

If employees get no feedback they can feel isolated as they are not sure if their performance is adequate.

Feedback should be immediate and comprehensive for the best outcome, and straight to the person doing the task. (Dictionary, 2017)

Figure 5 The five stages of team development (Abudi, 2017)

7. Building teamwork and team spirit

According to Bruce Tuckman, there are five stages of team development: Forming – Team is created and members get to know one another. Individuals don’t see themselves as part of a group. Goals, abilities, and skills are still vague.

Storming – may compete for informal influence. Conflict may arise as members assert individuality against group constraints. Individual motivations may not be consistent with the group or the event.

Norming – settling down. Relationships are built and the group is more cohesive. Group structure and behaviour is defined and developed and individuals relate more to the group.

Performing – happens once the group is fully functioning. The group can focus on the task at hand as there is no more infighting and rivalry.

Adjourning – For temporary groups the group finishes at the end of the task, or event. The response of members can vary depending on achievements and camaraderie.

37 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

8. Managing performance effectively

Performance Management is vital within any organisation. Done well, it can turbo boost the performance and productivity levels of employees and volunteers by raising their standards of achievement to new heights and increasing morale and motivation within the organisation. Done badly, it can demoralise, de-motivate and cause employees and volunteers to underperform resulting in a detrimental effect on the bottom line. (Consultancy, 2017)

38 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

SUBUNIT 4: COMMUNICATION

There are a lot of communication models in the literature can be applied. Through this sub-unit, we four-sides model is covered in detail.

The four-sides model (also known as communication square or four-ears model) is a communication model developed by Friedemann Schulz von Thun

Figure 6 Four – sides model (Wikipedia, 2017)

The model says that every message has four facets, though not the same emphasis might be put on each. A message (communication) can, therefore, be sent as well as received as one of the four sides of information.

39 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

The model has two personas and a couple of elements: Two people are eating a home-cooked meal together. The one who didn’t cook says: Sender: “There is something green in the soup.”

Factual Information: There is something green.

Appeal layer: Tell me what it is!

Relationship layer: You should know what it is.

Self-revealing layer: I don’t like greens in my soup.

Factual Information: There is something green. Appeal layer: I should only cook what you know in the future! Relationship layer: You think my cooking is questionable. Self-revealing layer: You do not know what the green item is, and that makes you feel uncomfortable.

Because of the perceived intention of the message, the receiver might answer: Receiver: “If you don’t like the taste, you can cook it yourself!”

Where does this apply?

This concept applies to the spoken word, as well as to the written word. I’d even say it goes beyond words, right to non-verbal communication too.

40 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

EXERCISE 1 A Training: Check-in & Check-back

In business, we want to learn fast whether we’re on the right track or not. We don’t want to waste our time and energy on misunderstandings. So how do we learn fast? The first step is awareness of what is happening.

Tick! You now know about the dynamics of communication and misunderstanding and can tell the difference between the four sides of a message.

So how do you become a better communicator with your teams, your direct reports, your leaders, your peers, your partner? How do you learn fast whether your communication is effective and your message has come across as you intended?

Use the Check-in & Check-back approach. It leads to more effective communication while being respectful towards you and your communication partner.

Check-in: Think Sender: 1. What is my intention?

2. Which information DO I want to send? Receiver: 1. Which ear am I listening on?

2. What information might my partner be sending?

3. How else could I understand this message?

Check-back: Validate Sender: 1. Make intention of message explicit! (e.g. “I’d like you to do something for me…”)

2. Ask what your partner heard and what they make of the conversation. (e.g. after the brief chat, or within a meeting check what people will do) Receiver — Ask if you understood correctly: 1. “So do you mean…?”

2. “So do you want me to…?”

3. “I want to make sure we’re on the same page, …”

We recommend you practice the model. Experiment with applying the model. Experiment with checking-in and checking-back in meetings and also in chats with your peers, your direct reports, and your managers.

41 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

EXERCISE 2

Which leadership style should be adopted by the management in the following situations? Briefly, explain your answer.

1. A newly recruited employee who is expected to pick up work in short time, the manager is being a coach to direct him to work.

2. The existing project team who knows their job well and does not require too much instruction. The manager simply lets the team make their own decision and provide feedback when they need help.

3. An employee who is the expert on his job and knows more about the job than the manager. There is no need for the manager to give instruction and the employee is free to make his own decision at work Situation

Leadership Style

Reason

1.

Autocratic

The employee knows little about the task assigned but the manager is the most knowledgeable person.

2.

Democratic

The team knows the job well and they can complete their works automatically with the limited instruction given. The manager can allow the team to participate in decision-making.

3.

Laissez-faire

Employees are highly qualified in an area of expertise and manager can simply provide a little direction and gives employees the freedom to make their own decision at work.

42 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

FURTHER READING AND BIBLIOGRAPHY

Abudi, G., 2017. The Five Stages of Team Development: A Case Study. [Online] Available at: https://www. projectsmart.co.uk/the-five-stages-of-team-development-a-case-study.php [Accessed 1 12 2017].

Anon., 2017. O’Reilly. [Online] Available at: https://www.oreilly.com/ideas/optimizing-between-motivationand-coordination [Accessed 1 12 2017].

Anon., 2017. Why Coordination is Called Essence of Business?. [Online] Available at: http://kalyan-city.blogspot. ro/2011/05/why-coordination-is-called-essence-of.html [Accessed 1 12 2017].

Bowdin, G. et al., 2012. In: Events Management. s.l.:Routledge, p. 492.

College, C., 2017. Principles of Management, s.l.: http://www.colbournecollege.com/files/BA_103_Lesson_ ONE.pdf.

Consultancy, T. T. &., 2017. Top 5 Tips for Effective Performance Management. [Online] Available at: https:// www.trainingzone.co.uk/community/blogs/thalestraining/top-5-tips-for-effective-performance-management [Accessed 1 12 2017].

Dictionary, B., 2017. Business Dictionary. [Online] Available at: http://www.businessdictionary.com/definition/ task-identity.html [Accessed 1 12 2017].

Dictionary, B., 2017. Business Dictionary. [Online] Available at: http://www.businessdictionary.com/definition/ autonomy.html [Accessed 1 12 2017].

Dictionary, B., 2017. Business Dictionary. [Online] Available at: http://www.businessdictionary.com/definition/ feedback.html [Accessed 1 12 2017].

Ghuman, K. & Aswathappa, K., 2010. Management: Concepts, Practice & Cases. In: Management: Concepts, Practice & Cases. s.l.:s.n., p. 473.

Jones, G. R., 1997. In: Contemporary Management. s.l.:s.n.

Medium.com, 2017. Medium.com. [Online] Available at: https://medium.com/seek-blog/the-art-ofmisunderstanding-and-the-4-sides-model-of-communication-7188408457ba [Accessed 1 12 2017].

ProjectSmart, 2017. ProjectSmart. [Online] Available at: https://www.projectsmart.co.uk/the-five-stages-ofteam-development-a-case-study.php [Accessed 1 12 2017].

ProSkillsEU, 2017. ProSkills EU. [Online] Available at: http://www.pro-skills.eu/tools/social-skills/Four%20ears. pdf [Accessed 1 12 2017].

Renn, R. W. & J., V. R., 1995. The Critical Psychological States: An Underrepresented Component in Job Characteristics Model Research. Journal of Management.

Study.com, 2017. Study.com. [Online] Available at: https://study.com/academy/lesson/stages-of-group-

43 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

development-forming-storming-forming-performing-adjourning.html [Accessed 1 12 2017].

Thomson, T. M., 2017. Management by Objectives. [Online] Available at: http://home.snu.edu/~jsmith/library/ body/v20.pdf [Accessed 1 12 2017].

Wikipedia, 2017. Wikipedia. [Online] Available at: https://en.wikipedia.org/wiki/Four-sides_model [Accessed 1 12 2017].

Wikipedia, 2017. Wikipedia. [Online] Available at: https://en.wikipedia.org/wiki/Tuckman%27s_stages_of_ group_development [Accessed 1 12 2017].

Wikiquote, 2017. [Online] Available at: https://en.wikiquote.org/wiki/James_D._Mooney [Accessed 1 12 2017].

44 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

Establishment of a Modular Ecvet System in Europe Project Code: 2015-1-TR01-KA202-022287

EVENT PLANNING & DESIGN CONTENTS ANALYSIS EVENT BUDGET ELABORATION - LEARNING UNIT 3

Learning Contents SUBUNIT 1: Financial Literacy and Money Management SUBUNIT 2: Budgeting SUBUNIT 3: Budget Control SUBUNIT 4: The Relationship between Strategic Management, Strategic Planning and Budgeting

Learning hours:

10

Workload:

25

3

Establishment of a Modular Ecvet System in Europe Project Code: 2015-1-TR01-KA202-022287

Unit Objectives Actions/Achievements To develop a budget for a specific event

Knowledge

Comprehensive on event financial control Fundamental knowledge of basic budgeting rules Specialised knowledge on budget elaboration specific to different event types.

Skills Distinguish different concepts to include in budget elaboration identifying their main characteristics (item, estimated cost, actual cost etc.)

Define the right questions to be asked to figure out the requirements of an event in detail.

Develop detailed/ tailored event budget including each item regarding the specific requirements of an event.

Competences Forecast the costs precisely resulting in quite close to real costs Manage others in a line compatible with the budget Autonomously adjusting the budget in accordance with the unpredictable situations/costs Realize improvements in their own work transferring previous experiences into the work in development

SUMMARY

The first subunit presents the concept of financial literacy and money management. It explores the extent of financial literacy and underlines the importance of receiving financial education.

In the third module ‘budget’ you will have the areas you need to pay special attention to in the organization of the budget, the financial literacy, the detailed analysis of the budget types and the areas you can act strategically.

Budget’ part is the most actual problem or leaving a high margin of error part for event management. Once you have mastered all the stages of your organization, from the beginning to the end, well, it is a work that needs to be done. At the same time, it is necessary to work on the internal departments that will be in the organization, or the needs of external institutions to be serviced and after the expense item list is removed.

When we look at from another point of view, besides the events, the institutional budget should be ready when taking the first step at the beginning of the financial statement. If the internal expenditure is to be done, it is absolutely necessary to pay attention to this point. You may be confronted with organizations that cannot take place in the other case, cannot stop by, or will not be accepted. It is suggested that you act with a flange (broad) perspective in your budget work with the benefit of step‐by‐step progress.

KEYWORDS

Coordination, Leadership, Motivation, Communication, Business Communications, Event Coordination

47 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

SUBUNIT 1: FINANCIAL LITERACY AND MONEY MANAGEMENT

Financial literacy is the education and understanding of various financial areas. This topic focuses on the ability to manage personal finance matters in an efficient manner, and it includes the knowledge of making appropriate decisions about personal finance such as investing, insurance, real estate, paying for college, budgeting, retirement and tax planning. (Investopedia, 2017)

Breaking Down ‘Financial Literacy ‘

Financial literacy also involves the proficiency of financial principles and concepts such as financial planning, compound interest, managing debt, profitable savings techniques and the time value of money. The lack of financial literacy may lead to making poor financial choices that can have negative consequences on the financial well‐being of an individual. Consequently, the federal government created the Financial Literacy and Education Commission, which provides resources for people who want to learn more about financial literacy.

The main steps to achieving financial literacy include learning the skills to create a budget, the ability to track spending, learning the techniques to pay off debt and effectively planning for retirement. These steps can also include counseling from a financial expert. Education about the topic involves understanding how money works, creating and achieving financial goals, and managing internal and external financial challenges. (Investopedia, 2017)

The Importance of Financial Education

Financial literacy helps individuals become self‐sufficient so that they can achieve financial stability. Those who understand the subject should be able to answer several questions about purchases, such as whether an item is required, whether it is affordable, and whether it an asset or a liability. This field demonstrates the behaviours and attitudes a person possesses about money that is applied to his daily life. Financial literacy shows how an individual makes financial decisions. This skill can help a person develop a financial roadmap to identify what he earns, what he spends and what he owes. This topic also affects small business owners, who greatly contribute to economic growth and stability.

Figure 1 (Oddballwealth, 2017)

48 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

Financial illiteracy affects all ages and all socioeconomic levels. Financial illiteracy causes many people to become victims of predatory lending, subprime mortgages, and fraud and high‐interest rates, potentially resulting in bad credit, bankruptcy or foreclosure. The lack of financial literacy can lead to owing large amounts of debt and making poor financial decisions. For example, the advantages or disadvantages of fixed and variable interest rates are concepts that are easier to understand and make informed decisions about if you possess financial literacy skills. Based on research data by the Financial Industry Regulatory Authority, 53% of Europeans are financially illiterate. They lack the basic skills to reconcile their bank accounts, pay their bills on time, pay off debt and plan for the future. Financial literacy education should also include organizational skills, attention to detail, consumer rights, technology and global economies because the state of the global economy greatly affects the European economy. (Investopedia, 2017) Money management, on the other hand, is the process of budgeting, saving, investing, spending or otherwise overseeing the capital usage of an individual or group. The predominant use of the phrase in financial markets is that of an investment professional making investment decisions for large pools of funds, such as mutual funds or pension plans. Money management can also be referred to as “investment management” and “portfolio management.” (Anon., 2017) Money management is a broad term that involves and incorporates services and solutions across the entire investment industry. In the market, consumers have access to a wide range of resources and applications that allow them to individually manage nearly every aspect of their personal finances. As investors increase their net worth they also often seek the services of financial advisors for professional money management.

Financial advisors are typically associated with private banking and brokerage services, offering support for holistic money management plans that can involve estate planning, retirement and more. Investment company money management is also a central aspect of the investment industry overall. Investment company money management offers individual consumers investment fund options that encompass all investable asset classes in the financial market. Investment company money managers also support the capital management of institutional clients, with investment solutions for institutional retirement plans, endowments, foundations and more. Services and Solutions Personal Finance Apps In the growing financial technology market, personal finance apps exist to help consumers with nearly every aspect of their personal finances. Mint is a free personal finance, money management app developed by Intuit. It allows consumers to connect all of their personal financial accounts, providing a comprehensive dashboard for personal money management. Mint also includes a free credit score as well as resources and tips for managing consumer credit. Acorns is a personal investment app integrated with consumers spending accounts. It rounds up purchases and invests spare change in low‐cost exchangetraded funds(ETFs). Top Money Managers by Assets Global investment managers offer retail and institutional investment management funds and services encompass every investment asset class in the industry. Two of the most popular types of funds include actively managed funds and passively managed funds replicating specified indexes with low management fees. The list below shows the top ten global money managers by assets under management. ($M) as of December 31, 2016.

1. BlackRock, U.S., $5,147,852 2. Vanguard Group, U.S., $3,965,018 3. State Street Global, U.S., $2,468,456 4. Fidelity Investments, U.S., $2,130,798 5. Allianz Group, Germany, $1,971,211 6. J.P. Morgan Chase, U.S., $1,770,867 7. Bank of New York Mellon, U.S., $1,647,990 8. AXA Group, France, $1,505,537

49 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

9. Capital Group, U.S., $1,478,523 10. Goldman Sachs Group, U.S., $1,379,000 (Anon., 2017)

50 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

SUBUNIT 2: BUDGETING AND BUDGET TYPES

The budget is a financial plan for the upcoming period of time. On the other hand, the investment budget includes long‐term projections targeted by the organization. Both public and private sector organizations deal with budgeting. Governments start with the planning of revenue sources, the number of tax revenues to be collected, the revenue from projects and legal sanctions, based on previously budgeted needs and community print. The public institutions prepare their budgets depending on what expenditures can be made according to their accounting records.

The budget is a quantitative plan of operations that ensure that the resources must match the organization’s goals and objectives which are pre‐identified. The budget itself includes both financial and non‐financial aspects. It is nothing different from a kind of planning work called budgeting. The budget consists of three divisions; the main budget, the operational budget, and the financial budget. Operational budgets ensure that the pre‐allocated resources to be used for operational expenses are identified. Operation budgets include production budget, procurement budget, human resources budget and sales budget. Financial budget, on the other hand, is specified according to the budgeted operations and expected transactions in the relevant period to ensure that the resulting currency outflows and monetary resources are identified. The budget has varieties such as monthly budget and constantly updated budget.

If you are preparing a single budget for the next year, it will be updated on a continuously updated budget, for the next 12 months, at the end of each month or at the end of each quarter. Whether it is the non‐profit organization’s budget or that of a corporation, besides this, in every program or organization that is organized; each step of the program should be detailed.

Purpose of Budgeting

Budgeting is critical to the business planning process. A business owner has to predict whether the company will be profitable. Budgeting provides a model of the potential financial performance of a business, given that specific strategies and plans are followed. It provides a financial framework for making important decisions.

To manage a business effectively, the expenditure must be properly controlled. An example of how budgeting plays a role in decision making is when spending money on advertising. When the budget allocated for this aspect has been completely used, the decision is likely to stop spending money on it.

Budgeting also helps measure the forecast business performance against the actual business performance.

It allows a business owner or manager to determine whether the business lives up to expectations through differences between budgeted and actual expenditure. A specific budget provides information on how much a business can spend every month. Moreover, it lets a business owner know how much profit to make to meet all expenses. The usefulness of budgeting depends on the accuracy of available information. (Anon., 2017) If it is looked at the opportunities side rather than strengths, the purpose is simply to get help in the process of capital allocation; because the amount of capital available at any given time for new projects is limited, management needs to use capital budgeting techniques to determine which projects will yield the most return over an applicable period of time A good budget is based on experience and uses this information as a reference, as well as containing detailed and expected expenditure amounts and information about factors that can affect the entire internal and external budget.

Budgeting as a Process

Budgeting is the process of setting financial goals, forecasting future financial resources and needs, monitoring and controlling income and expenditures and evaluating progress toward achieving the financial goals. Basically, it is making sure that the organisation is spending less than its earning and planning for both the short and long term.

51 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

A set of instructions used by large organizations to prepare budgets. As organizations become larger and more complex, it is no longer possible for one person to prepare a budget. Instead, budgeting across the enterprise must be carefully coordinated. Financial analysts work closely with each group to collect budget information on a pre‐set schedule and then send data up through higher rungs of financial controllers. (Anon., 2017) The budgeting process should take place as a result of teamwork. Top‐down budgeting is a type of budgeting put into effect by the top management in the organization. This method can be an efficient way to budget preparation, but because employees do not participate, such budgets can cause employees to be stymied and reluctant to lead in solving problems that may arise during work done. Employees do not feel a sense of ownership towards the budget they are not part of during their preparation. So, there needs to be a regulation or guide to avoid situations such as loosening or exploiting on budgets so that departments can spend less than expected amounts to ensure they look better than they are or to get a set of prizes. On the other hand, very tight budgets can create discouraging and unrealizable situations. It does not matter how an approach is taken, it is important to predict that the future will function as a map or guide the budget. However, the budget must not be seen as a solid and irreplaceable document. If opportunities emerge, conditions change, there is no reason for budgetary obstacles to finding and using the advantages of such opportunities if unpredictable circumstances evolve.

Many companies form a budget commission to control the preparation and realization of budgets. The budget can also be seen as a gateway for communicating with different departments. All other departments except the ones that are directly involved in the process, such as sales, production, purchasing, industrial relations, sales marketing, warehouse, data processing, accounting, quality control, can understand their roles and the roles of other departments in achieving the company’s goals in terms of budgeting. This participation requires different departments to negotiate and reconcile each other until the budget is finalized. When employees work together with company goals, a harmonious target association is formed in the company. Budgets that do not take into account employees’ goals often fail. The budget completion process ends with the assumptions of the relevant departments and the approval and signature of the top management.

Budget Types

It is possible to classify the operating budgets according to themes, their handling, their purpose, their technical structures, their scope, the nature of their figures and their initial figures. A summary of different classifications is shown below, then come explanations for a selection of budgets.

Income Budget ‐ In addition to the cost‐product relationship of activity, the budgets, on which the forecasting and valuation made in terms of revenue, are called as “income budget”. Sales budgets according to the sales types, sales territories and product groups and also ordinary income and profits budgets from other activities can be given as an example for income budget. (Peker, 1988) Expense Budget ‐ The budget on which the result of the activities is evaluated only in terms of the relationship between the products or service and cost of the production, is called an expense budget. This classification of budgets is also closely related to the organizational structure of the business. A department that is organized as a cost centre or an expense centre of the business only subject to the relation between the product produced and the cost. A department which is organized as revenue centre handled the costs and revenue flow as a whole. (Peker, 1988) Project Budget ‐ The budgets aiming to complete a certain project as a target are named as the project budget. (Bozkurt, et al., 2001) Completing of this kind of project depends on the duration of the project. The project manager may sometimes meet the need for personnel and other resources from various functional departments within the enterprise. In such a case, the project budget includes the budgeted amounts of the corresponding department. Therefore, while preparing the budget, the project is consistent with the budget department of the budget itself is extremely important to provide resources. (Anthony, et al., 2004)

52 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

Term Budget ‐ The budgets that include estimates and valuations for the periods determined by the management of operating results are called period budgets. (Haftacı, 2010) The budget may be prepared at intervals of six months, three months, monthly or less, depending on the requirements of the period budget.

Programme Budget ‐ The program budget includes the basic programs that the operations management foresees for the upcoming period of operation. Every activity the operations management has undertaken to realize their plans is a program. In this case, each product or product group is a program, and activities such as research and development activity, an educational training, an advertising campaign also programs. All income and expense figures for this type of budget are specified by the program. When a business that produces liquid and powder detergent is considered, liquid and powder detergent groups are taken as separate programs. The research and development work to be done by the same company on the topic and the advertising campaign to organize are also programs.

Classification Basis

Subject Question Handling

Budget Type Income Budget Expense Budget Project Budget Term Budget Stationary Budget

Technical Constitution

Comparative Stable Budget Flexible Budget Partial Budget

Scope

General Budget Programme Budget Activity Budget

Quantitative Perspective Starting Base

Quantity Budget Amount Budget Traditional Budget Zero-Based Budget

53 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

SUBUNIT 3: BUDGET CONTROL Activity Budget

When it is needed to mention about the event management, having a successful event is achieving all the goals that are targeted. This requires strategic planning, implementation, and evaluation of the event. The success of the event planner goes beyond budget limitations, ending the event without encountering surprises.

How will such an event be charged? The event planning company seeks profit maximization while the customer tries to keep costs down. Charging is done in various ways in the events. Some of these are mentioned below.

A commission percentage over the activity cost ‐ the cost of the consultation fee, calculated on a percentage of commission over the activity cost, typically ranges from 10% to 20%. Event planner companies do not apply the same percentage per activity or per customer. This rate can vary depending on the type of the event, the number of participants, the relationship with the customer, the bargaining situation, the needs of the customer, and the time constraints.

Type of the activity determines the percentage charged.

Fixed Rate ‐ in some cases, a client or planner can settle on a fixed consultation fee instead of setting a percentage. If a fixed consulting fee is being worked out, it is important that both the client and the planner be clearly defined.

Package price ‐ event planners can also choose to offer a package price. In other words, the event planning firm can give the entire activity content at a single price, including the consulting fee, in a simple manner. In this method, all the activity contents are detailed while the costs are not detailed. (Babacan & Göztaş, 2011) The rate of time ‐ if self‐employed persons are also needed in the project, a charge can be made over working hours. Even the organisation has already paid in the form of hourly wage and payment, there remains an unknown factor that is how long it takes to complete this task. (Babacan & Göztaş, 2011) In order to develop a good budgeting scheme for the event, even the most primitive expenditures need to be identified and listed. If possible, budget plans used in previous years must be used. Expenditures to be covered by any institution or person must be included in the list the exact time when the expenditures are determined. Sponsors who would provide support for expenditures must be added to the list under the income section. The revenues must be listed and after‐the‐expenditures figures must be calculated with a 10% interval for the sake of trial and error.

On the other hand, the budget for spending can be categorized under following headings.

Functional / production‐oriented expenditure – costs, directly and indirectly, occur to ensure that the personnel works effectively, and expenditures for security, permits, construction, construction insurance, and administrative support.

Expenditure for the event space ‐ event space rental Expenditure on promotions ‐ handbills, advertising costs, public communication and promotion expenditures for different channels of communication Spending on participants – costs originated from whom join the event as a guest, artist, actor etc.

54 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

SUBUNIT 4: THE RELATIONSHIP BETWEEN STRATEGIC MANAGEMENT, STRATEGIC PLANNING AND BUDGETING

Strategic planning is a vitally important support to strategic management and it is a major process when the process of strategic management is conducted. According to (Wagner, 2006) the importance of strategic planning can be explained from four points of view including environmental scanning, strategy formulation, linking goals to budgets and strategic planning as a process.

The strategic planning process begins with the setting organizational goals. The linkage between strategic planning and organizational performance needs analysis to get a better understanding of how strategic planning is applied in practice and to improve performance. For strategic planning to be effective and useful, there must be commitment and involvement across all levels of the organization, overcome inherent problems such as; rivalry among departments, projects, resistance to change, resource requirement, resources allocation and so on. The strategic initiatives and directions set up by firm management in the form of mission and vision statements and targets for cost saving, debt/equity ratios embodied as argued by (Grant, 2003) a framework of constraints and objectives that bounded and directed strategic choices.

Strategic planning has been embraced by business enterprises, the public and private sectors as an important avenue that can be utilized to lead effective organization performance. Strategic planning is the first phase in the strategic management process and sets the basis for the other phases (strategy implementation, evaluation, and control). (Steiner, 1979) argues that strategic planning system provides the framework for formulating and implementing strategies. However, it is argued that for strategic planning to translate into results, a facilitative internal environment and culture must be present. (Ansoff & McDonnel, 1990)) notes that environment is constantly changing, and so it makes it imperative for organizations to continuously adapt their activities in order to succeed. In order to survive in this very dynamic environment, organizations need strategies to focus on their customers and to deal with the emerging challenges. Strategic planning introduces changes that sometimes encounter organizational resistance. (Thompson & Strickland, 1989) add that galvanizing organization‐wide commitment to the chosen strategic plan is critical for effective performance.

Financial contingency planning is the ultimate reason why strategic budgeting and important piece to add to strategic planning going forward. Contingencies must be provided at all times. Assumptions regarding income are to always be qualified with suitable and realistic alternatives to guard against problem periods. How many “back up” plans are appropriate? How much money should be held in case of a financial emergency? When is it appropriate to hold higher levels of reserve funds? When can risk be increased for a larger benefit down the line? In the current financial environment, losing track of the perspective brought on by the aforementioned questions can place an organisation’s future at risk. (Terrance, 2014)

55 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

EXERCISE

Assume that you are organizing a music festival, the festival will take 3 days and 3 nights on rock songs. At the same time, you have to implement a 3�year program together with a platform which supports the breast cancer women. Perform the following budget activity for the festival that will take place in the capital of your country.

1. Year

2. Year

3.Year

Revenue Entries Main sponsors Support sponsors Donations Souvenir sales Stand rentals Entry fees Ticket sales Various supports Miscellaneous income Total Income Expense Entries Management related spending Salary to be paid to employees Insurance fee Expenses related to official permission Expenses for prizes Expenses on souvenir gifts Expenses on events Charge for use of the event space Expenses for Ceremonies Expenses for the evaluation of the event Expenses for places to stay Promotion and marketing expenses Spending on the event schedule Spend for advertisement Market research surveys Spending on Posters and Posters Printing and printing fees Expenses for show commercial property Expenses for directional signposts Uniform expenses Expenses for catering Expenses for event recording

56 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

Charge for internet use Payment for transportation and driving Charge for photographing Expenses on security Payment to be paid to the communicati Miscellaneous expenses Total Expenditures NET INCOME Probability Adjustments (10%) NET INCOME After Adjustments Please take a glance at the following as if it is a checklist while preparing your budget.  Probabilities should be considered when preparing the event budget.  The budget should be very clear, easy to understand and assess.  When preparing the budget, it should be realistic  Each income and expenditure item must be recorded in the event budget.  The complexity of the budget relates to the size and nature of the activity.  If there are doubts about the budget, a financial expert should be consulted.  Ticket sales revenues should be reasonable.  The budget should be checked continuously.  Only one person needs to plan, control, revise and direct the budget.  All financial information for the event must be recorded and stored.

57 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

FURTHER READING AND BIBLIOGRAPHY Anon., 2017. Investopedia. [Online] Available at: https://www.investopedia.com/terms/m/moneymanagement.asp [Accessed 1 12 2017].

Anon., 2017. Investopedia. [Online] Available at: https://www.investopedia.com/terms/b/budget‐manual.asp [Accessed 1 12 2017].

Anon., 2017. Reference. [Online] Available at: https://www.reference.com/business‐finance/purpose‐ budgetingc4af22bc867f1e70 [Accessed 1 12 2017].

Ansoff, H. I. & McDonnel, E., 1990). Implanting strategic management.. 2 ed. London: Prentice‐Hall.

Anthony, R. N., Hawkins, D., Merchant, K. & Anthony, R., 2004. Accounting: Texts and Cases. 11. ed. s.l.:McGraw Hill.

Babacan, E. & Göztaş, A., 2011. Etkinlik Yönetimi. 1 ed. Ankara: Detay Yayincilik.

Bozkurt, N., Hacirüstemoglu, R. & Ümit, A., 2001. Muhasebe Denetimi Uygulamalari. s.l.:Alfa Basim Yayim Dagitim.

Grant, R. M., 2003. Strategic planning in a turbulent environment: evidence from the oil majors. Strategic Management Journal, 5(24), pp. 491‐517.

Haftacı, V., 2010. İşletme Bütçeleri. In: İşletme Bütçeleri. 6. ed. s.l.:Beta Basim, Istanbul, pp. 36‐37.

Investopedia, 2017. Investopedia. [Online] Available at: https://www.investopedia.com/terms/f/financial‐ literacy.asp [Accessed 1 12 2017].

Oddballwealth, 2017. Pinterest. [Online] Available at: https://tr.pinterest.com/pin/104216178856789250/ [Accessed 1 12 2017].

Peker, A., 1988. I.Ü. Işletme Fakültesi Muhasebe EnstitüsüModern Yönetim Muhasebesi, Issue 53, p. 368.

Steiner, G. A., 1979. Strategic planning. 1 ed. New York: Free Press.

Terrance, L. C., 2014. Strategic budgeting instead of strategic planning. The Bottom Line, Issue 27, p. 50.

Thompson, A. A. & Strickland, A. J., 1989. Strategy formulation and implementation. In: Tasks of the general manager. 1 ed. Homewood: Irwin.

Wagner, R., 2006. Conversation on planning: Investigating the relationship between strategies, actions and performance. Doctoral dissertation, University of Minnesota.

58 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

Establishment of a Modular Ecvet System in Europe Project Code: 2015-1-TR01-KA202-022287

EVENT PLANNING & DESIGN CONTENTS ANALYSIS ICT IN EVENTS ORGANIZATION

4 Learning Contents

Advantages and Disadvantages of Management Software Types of Project Management Software Specialized software for EVENT management Planning, monitoring and organizing features of event management software

Learning hours: Workload:

8 25

Establishment of a Modular Ecvet System in Europe Project Code: 2015-1-TR01-KA202-022287

Unit Objectives Actions/Achievements Using specific ICT management software in the implementation of a determined event

Knowledge

Comprehensive of the main principles and types of project management software Fundamental on ICT solutions to be implement on event management Fundamental on efficient usage of ICT in planning, organising and monitoring of events

Skills

Define the proper management software to be used for the needs of the event naming is advantages and disadvantages Compare the cheduled tasks and activities of the event with those to be implement in real time using specific software Prepare budget allocation for each event phase/task/ activity under the supervision and directions of the event manager, using specific software Monitor work progress using the selected software for the event management

Competences Act independently in the usage of the selected software for the event management Lead the ICT team according the needs of the event to be implement Give assistance to the event manager in defining the needs of the event to be implement Use feedback as an instrument for quality control of the event using ICT Determine solutions for any problem that may arise during the implement of the event according to the data extracted from the ICT used and suggest them to event manager

SUMMARY

The training module enables the learners to get familiar with the concepts regarding project management software and the versions of these specialised for event management. The first sub-unit checks the advantages and disadvantages of implementing a management software.

The second sub-unit explores different types of project management software. The third sub-unit monitors the specialised software solutions for event management. The last sub-unit discusses the features of event management software in terms of the planning, monitoring and organising capabilities they provide.

KEYWORDS • ICT

• Management software • Event management software • Open-source software • Specialized software • Types of project management software • Features of project management software

61 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

SUBUNIT 1: ADVANTAGES AND DISADVANTAGES OF MANAGEMENT SOFTWARE ADVANTAGES OF IMPLEMENTING MANAGEMENT SOFTWARE

Project managers need specific tools to manage and deliver their projects on time. Traditional project management software helps these managers perform functions including managing project scope, cost, and resources. Modern collaboration software offers even more tools. These tools help reduce wasted time, such as time spent looking for files or data and time spent manually updating schedules and timetables. They need tools to share files, communicate in real time, and ensure all team players are working on one page. Some tools reduce redundancy -- they consolidate systems, so that information exists in only one place. And they also avoid file redundancies, which can contribute to what some call a “versioning nightmare.” (MavenLink, 2017) In addition to mitigating the number of differing files around, project management software also ensures teams use one method to track time, tasks, expenses, other budgeting items such as invoices, and more. Having one system allows teams to work creatively within a given framework.

The time tracking benefits are also something to be considered. Projects often have phases, and phases usually have deadlines. For instance, during an analysis phase, a project manager may ask several people to perform different tasks. By using a project management program’s Gantt chart feature, the manager can view a chart that shows each individual’s progress during the phase. The software can warn a manager if it detects that the team may not meet the deadline that the manager set for the phase.

Progress reports produced by project management software help team members stay focused and work in a goal-oriented manner. The software can also give managers the ability to reallocate and shift tasks easily. For instance, if two team members finish a task early, the manager can use the software to get them started on another task quickly. Managers can generate tasks using email in some project management applications and turn them into Gantt charts.

Communicating via email is fine, but teams may often work more productively when they can log in to computers and share real-time project information using the project-management software. Look for software that provides this type of communication if your team members don’t work in the same location. It also helps when team members can get a big picture of a project’s status and detailed timelines. Project management software makes that possible by remembering everything that happens during a project phase and making it available to everyone. Project Management software develops a funnel for communication concerning tasks & projects both internally, but also externally with clients and other stakeholders.

Moreover, with the onset of cloud-based project management software, organizations no longer have to work in a single physical location. They can easily work as a team while dispersed across geographies while retaining the same access, updates, and collaboration levels. Software as a service (SaaS) project management solutions facilitate teamwork -- and thus project delivery, client satisfaction, and repeat business. When your project lives in the cloud, your team can access needed work information anywhere and anytime it’s needed. Whether you’re at a client meeting, networking event, or on your living room sofa, cloud software keeps information at your fingertips instead of stuck in your colleague’s local computer folders. Whatever platform each member of your team uses — Windows, Mac, Linux — is irrelevant since the only thing a cloud application needs is an internet connection and a web browser. (TeamWork, 2017) Tasks get done faster when each member of your team can work in the environment they’re most comfortable with. Good cloud project management software offers first-rate security, using highly secure data centres and servers with built-in disaster recovery. If you spill coffee on your laptop, download a virus, or even lose your whole office in a hurricane, you can get back to work without skipping a beat since all your important information is stored in the cloud. And if a laptop gets lost or stolen, all you have to do is log in to your online account and change your password to protect sensitive data.

62 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

With cloud-based project management system, your IT administrators and network team are freed from maintenance of the software. Since cloud-based project management software providers take care of the version upgrade, data backup, and various other activities to ensure application remains available, accessible 99.9% of the time. This is another important reason why business people prefer cloud-based solutions. The excessive burden and dependent on IT support team is removed with cloud-based software.

Finally, the software automates your processes and provides a central hub to manage resources, tasks, schedules, projects, and communication. All this information living in one system gives you a huge opportunity to run progress reports -- whether daily, weekly, monthly, or quarterly. Today’s advanced systems can offer real-time progress reports, so you can easily visualize and share information related to project health. This not only gives you insight into where you can adjust your resources to make smarter project-delivery decisions; it also enables you to give detailed, transparent responses to stakeholder questions. Project management software system assists in making the right decisions as you have all the details in one designated place. Hence the decision process is enhanced and much more accurate.

DISADVANTAGES OF IMPLEMENTING MANAGEMENT SOFTWARE

Project management software has its cons too. Picking one system requires an investment, which means you need to carefully consider and determine which system will work for your unique workflows. The system you pick should be just as customizable as you need. You should consider the cost of time and possibly money to train your employees. Some programs can be very costly. While project management software can provide great solutions, many times those solutions need to be custom designed or solved by purchasing multiple software programs. These can be costly options and can be difficult to implement.

In regard to access control, the latest versions of online project management solutions enable access for multiple users. This makes sharing of data much easier. However, while multi-user access has its collaborative benefits, you will need to avoid unauthorized viewing of sensitive project data and monitor access control. Forget to change the settings in access control, and you could have many eyes viewing private company information.

Like many applications, project management programs often have a learning curve that varies based on the program’s complexity. It usually costs money to purchase quality software or use online management applications. Project managers must learn how to use a program’s major features and ensure that team members learn to use the components they need to perform their work. the user must have an understanding of the

63 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

project management methodology and vocabulary. Most project management software packages rely on this as a prerequisite. Unless the user follows basic planning and task definition steps, the software will not be of any benefit, and may, in fact, complicate the project.

It takes time to plan a project, define milestones, enter everything into the system and allocate tasks to team members. Project management software may also cause novice project managers to generate projects that are more complex than they should be. Project management software may complicate simple projects. While using project management software is a popular option for many organizations, simpler projects may not need project management software. When project management software is used inappropriately it can unnecessarily complicate matters. Employee adoption of the technology you pick is critical to gain the highest return on your investment in a project management software, as well as avoid having employees not use the system out of lack of understanding its user interface and total functionality.

You want your project management software to speed up processes, not create extra burdens on your team’s time. Instead of just “getting the project done”, which is the whole point of Project Management, some Project Managers have become so focused and so obsessed about the methodology that the latter has grown to be the “end” rather than the “mean to the end”. This jeopardizes the delivery of the project and causes missed opportunities as Project Managers become so close and so protective their own methodology that they refuse to experiment with another one that might be faster and better for their current project.

64 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

SUBUNIT 2: TYPES OF PROJECT MANAGEMENT SOFTWARE

Project management software services are available in a variety of types, scopes and pricing plans. In order to choose the one that best suits your specific requirements, you should, first of all, understand what types of project management software are there. In this article, we’ll discuss all important types and we’ll show you which ones are best for specific companies or types of tasks. Hopefully, once you know your options well you will be able to pick a service that will truly let you optimize project management in your company. (Finance, 2017) Some software solutions are specific to a single type, while other software products feature a mix of types.

When choosing the right project management software, only get the features you need. However, keep tab of the other features that you’ll need in the future as your business grows. Also look for a vendor that offers free or demo software the better you can assess the features. Before we compare the types of project management software, bear in mind the three areas how they can be classified: •Deployment – how the software is installed and accessed •Characteristics – how the software is used by its intended user •Specialization – the software’s specialization Some project management software may be the best in their class, but it doesn’t mean it’s good for your business setup. Remember, the software is just a tool, what is important is how you apply it to your project. Let’s now review the types of project management software according to the three areas:

By Deployment

How you want the software installed or accessed will be a factor in your buying decision.

On-premise (desktop) – the project management software is installed on your computer or server. You usually pay a one-time (or annual) proprietary license to use the software.

Pros •Your files stay with you •You have more control over the software •Usually, there are no recurring license fees Cons •You have to assign an I.T. specialist to manage or troubleshoot the software including security and technical bugs •High capital for servers or computers, upgrades, and hire an I.T. specialist •You can only access the software on your server or computer; mobility is compromised.

Cloud-hosted – the project management software is installed on the vendor’s server and is accessed through the internet. You usually pay a monthly subscription fee to use the software.

Pros •Low capital; often, just the monthly fee that can be as low as $20 •No need to hire an I.T. specialist to manage the software; the vendor takes care of security and troubleshooting •You can access the software anywhere there’s an Internet connectivity; you’re mobile.

65 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

Cons •Your files are in the cloud and shared with the vendor •Recurring monthly fees that add up over time, costing you more in the long run •You don’t have control over the software (what if the vendor folds up?)

By Characteristics

How you’ll use the software will also determine the right project management solution for you.

Personal or single-user – project management software designed for home or personal projects. It assumes that only one user at a time will edit the project plan. This type is often used for small top-down projects, which has a clear structure of a beginning, middle, and an end. For example, a DIY furniture project.

Collaborative – project management software designed for multiple users who can simultaneously read, edit or add to the project plan. More importantly, the additions or changes are integrated with the overall system so the project plan is at once updated. Collaboration can be at different levels, where others can edit the project plan, others can post notes, and still, others can only read the data. This type is used for focused or complex projects with teams or individuals working on separate but related sub-projects. (TeamGantt, 2017) The collaborative project management software helps the project leader and stakeholders to estimate and monitor both sequential and parallel activities happening at various stages in different teams. Likewise, this type of software works best on web-based infrastructure, where users in multiple locations can access the project plan and enter real-time data.

Integrated – project management software that integrates with other aspects of business operations, such as CRM (customer relationship management) or collaboration tools. This type is used for projects that overlap with other business activities, often, customer relationship processes. For example, a new version software can be implemented using this project management type to handle the project across its stages of development, while a CRM module can be integrated to solicit feedback about bugs or crowdsource ideas for the new version. These types are often included as modules in many software products. But some projects require to use a feature more than other features; hence, if you have a specialized project, you should also get a project management solution that specializes in one or two of these aspects:

66 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

Scheduling – this type highlights a scheduling feature, more likely a Gantt chart that tracks the timetable of the project deliverables. Schedule-oriented project management software is best for public events or activity-oriented projects, such as concerts, product launchings, or major events. The schedule is fixed (moving it will risk public outrage), so the focus is to keep a tight grip on the calendar.

Issue tracking – this type highlights the need to closely monitor glitches or gaps during the project’s progress to ensure they are addressed properly. It’s most useful for projects that feature a lot of technical specs that a single glitch or change in the plan can cause a domino effect of glitches; thereby, compromising the whole project. Software development needs this project management type to track bugs constantly and fix them while ensuring the entire system works as planned.

Project portfolio – this type features complex features that allow organizations to handle multiple projects simultaneously. It has an excellent dashboard that provides the big picture at once with drill-down options to check the details of various projects. Organizations that conduct multiple projects at once should use this project management software. Because it has more robust editing, tracking, and other features and it requires more advanced infrastructure, expectedly, this software type is expensive. Construction companies, property developers, and engineering firms are some of the common users of project portfolio management software.

To stay competitive in today’s business environment that demands accurate and on-time deliverables under an ever-narrowing turnaround period, you need project management software. But these solutions come in different packages. With a general understanding of their types, you’re on the right track to getting the most cost-effective project management software for your business.

67 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

SUBUNIT 3: SPECIALIZED SOFTWARE FOR EVENT MANAGEMENT

Event management software is the generic term for a wide range of software products that are used in the management of professional and academic conferences, trade exhibitions, conventions and smaller events such as Continuing Professional Development (CPD) meetings. (Wikipedia, 2017) Eventbrite is arguably the most popular event management software. It is a cloudbased platform that allows event organizers to plan, promote, and sell tickets to events and publish them on Facebook, Twitter and other social-networking tools directly from the site’s interface. (EventBrite, 2017)

Cvent is a leader in event management, online event registration, venue sourcing, and mobile event app technology - with over 183,000+ active system users. Cvent modernizes the traditional processes associated with event management. Their integrated platform, help planners find venues more efficiently, plan events, engage attendees, measure the impact of their events, and much more. (Cvent, 2017) Eventzilla provides the most affordable event management and registration solution for organizers of any size. If you are hosting a free event, Eventzilla is 100% free to use. For paid events, their 1$ flat fee per attendee is the lowest in the industry today. Whether you are throwing a birthday bash or organizing a music festival, we have you covered with industry-leading features you have come to expect, and then some more.

(Capterra, 2017) Full-scale cloud-based ticketing platform for online presale, marketing, printed tickets and wristbands, social media, and an array of equipment options for selling at the door and scanning tickets. Whether you manage a performing arts center, organize massive festivals, host small events, or you are putting on a fundraiser, you will have everything you need for an easy and successful event through Purplepass. (Nasdaq, 2017) Regpack is the leading, fastest growing event management software trusted by 5,000+ organizations worldwide, such as the NFL and Goodwill. Regpack allows you to control the full lifecycle of your event, from registration to attendance, payment, and reporting, all while saving you money! (G2Crowd, 2017) Trello is a web-based project management application originally made by Fog Creek Software in 2011, that was spun out to form the basis of a separate company in 2014 and later sold to Atlassian in January 2017.The Company is based in New York City. (Trello, 2017) Primavera is an enterprise project portfolio management software. It includes project management, product management, collaboration, and control capabilities, and integrates with other enterprise software such as Oracle and SAP’s ERP systems. Primavera was launched in 1983 by Primavera Systems Inc., which was acquired

by Oracle Corporation in 2008. (Mongolia, 2017)

68 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

Asana is a web and mobile application designed to help teams track their work. It was founded in 2008 by Facebook co-founder Dustin Moskovitz and ex-engineer Justin Rosenstein, who both worked on improving the productivity of employees at Facebook. (Asana, 2017) Word and especially Excel can be used for event management as well.

Especially the mail merge feature in word using an excel spreadsheet is very helpful. It can be used to create multiple documents at once. (Office, 2017)These documents have identical layout, formatting, text, and graphics. Only specific sections of each document vary and are personalized. The documentsWord can create with mail merge include bulk labels, letters, envelopes, tickets, and emails. There are three documents involved in the mail merge process: your main document, your data source, your merged document. Mail merge is used to create multiple documents at once. These documents will have identical layout, formatting, text, and graphics. Only specific parts of each document will vary and are personalized using the merge feature. The documents Word can create with mail merge include bulk labels, letters, envelopes, and emails.

There are three documents involved in the mail merge process: 1) Your main document 2) Your data source 3) Your merged document VSIS ConfTool, ConfTool’s open source system, is available through a free license for non-commercial events. It is intended for academic and non-professional event planners. For up to 150 participants, it offers a customizable registration form, file uploading and online submissions, and online review forms. At a conference, you can use it to check in attendees. (Medium, 2017) For payment processing other than cash, check, or bank transfer, you’ll need the pro edition. Features: Online registration, Custom branding, Data management.

Odoo’s open source event app has a slew of features for every stage in the event planning process. You can create event pages with a user-friendly editor and make agendas for each event. Sell tickets online at multiple levels, promote using automated emailing and social media integration, and track site success with Google Analytics. (Diazgranados,

2017) Odoo also offers SEO tools and landing pages and integrates fully with the rest of the Odoo suite of apps.

Features: Ticketing Events schedule Social media integration Email marketing Google Analytics integration Sponsor management

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OpenConferenceWare is an open source web application for events and conferences. Its customizable general-purpose platform provides proposals, sessions, schedules, tracks and more. For those who are particularly tech-savvy, OpenConferenceWare requires a Rails application. It’s customizable and is a platform where anyone can list sessions for an event, create and update proposals, subscribe to a feed, showrooms, and create a profile. Administrators can create and change events, set proposal deadlines, and manage rooms and sessions.

Features: Events schedule Room block management Session management Event attendee surveys

70 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

SUBUNIT 4: PLANNING, MONITORING AND ORGANISING FEATURES OF EVENT MANAGEMENT SOFTWARE

A key to knowing the answer to: what is event management software? is to ask, what are the features of event management software? Depending on the feature set, these solutions offer tools to cover the planning, event and post-event stages. Let’s identify these key features.

PLANNING FEATURES Event Marketing tools You should integrate your website with a website analytics tool to track visitors’ behavior on your site and identify the weak points to maximize your marketing efforts.

The software should allow you to stream your events live on YouTube and other video sharing websites for a broader reach.

There should be lead management tools for the sponsors to acquire and manage prospective clients throughout the events.

They have all the features of an event management software, allowing for promoting your event to reach a wide online audience and solicit leads. Marketing channels include social media, email marketing, media and blog sites. The tools vary but solutions feature the basics of event website builder, an integrated mailer, and event calendar.

The event web builder establishes the landing page for your pitch and online registration. Most solutions feature plug-and-play builders with drag-and-drop functionality, allowing anyone to create event pages without a hitch. A mobile version may also be featured, which is important considering that many participants may access your landing page from their smartphones.

A mailer, on the other hand, culls information from the online registration for email marketing campaigns. You can send emails at various event stages with different specific themes, namely, nurturing leads, encouraging feedback and sending reminders or a call to action for early-bird deals. The mailer can be branded by you with personalized merge fields to lend to the message more engagement. The mailer can also track real-time data (open, clicks, etc.) and display sponsorships as this platform is likely part of your media values to sponsors.

Meanwhile, an event calendar, whether built-in or integrated, can show participants the different programs plotted on the event dates. Some solutions allow participants to click on a specific date or program on the calendar from where they can reserve a slot.

71 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

Budget Management

It’s another key feature to help you monitor funds, re-estimate expenditures and calculate savings. This module captures all your event transactions and ensures the accuracy of budget details, from high-level estimates to granular line items, resulting in precise ROI. This feature can also track deals or quotes and actual payments made and evaluate the average cost per participant to help you scale estimates. Build event budgets, track fund across events, calculate variable costs and assess meeting spend.

MONITORING FEATURES

Monitor the sales your promotions are driving over different time periods. Monitor ticket sales, seat availability, and attendance—all in one place. Reporting & Analytics, get a snapshot of your events’ total revenue, tickets sold, page visits and pay-outs. Get an overview of your sales and comp tickets—processed online, manually, or at the box office.

Event reports

Develop a pictorial journey of each attendee with special attention given to interests, sessions attended and group participation.

The back-end dashboard of the event management software should be accessible from both PC and handheld devices. As you are the event manager, every important data such as total number of speakers, the total number of ticket buyers, total revenue generation and survey report should be visible to you.

Event Reporting

You can run analytics with event management software before, during or after the event, enabling you insights into a more informed decision. Some solutions allow for real-time reporting to help you assess attendance, expenses and other key metrics and make adjustments if necessary to keep on target. Reporting can take the form of summaries or drill-down details that you can share with your teams, partners, sponsors and other stakeholders. Tracking trends are also possible with event analytics to help you build on your best practice set.

Moreover, you can customize reports to focus on important metrics for future events.

ORGANISING FEATURES Attendee management

You should be able to design custom registration pages and mention the ticket prices with a purchase option.

Allow the speakers to register for your meeting in advance and let them collect their ID badges by checking in at the hotels they will stay during the event.

There should be a bar-code scanning system so you can scan it and view the items that each event attendee

72 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

must receive. When an attendee gets his items, the database should tick off his name from the list. This way, you can make sure that everyone gets the right objects.

An option for building an online community is a must. The speakers or performers can list their names here as do the members of the audience. This online forum will help you know what event attendees like and dislike and since an online community lasts longer than an event, people will interact with each other even after a particular meeting or conference is over. They will even share the news of upcoming events among their friends.

Session scanning facility is also a crucial feature. If your event is going to last for three days and there are multiple sessions, you can scan the attendees’ badges to track which sessions were watched by the maximum number of people and which sessions failed to generate interest among ticket buyers.

Data security is probably the most crucial feature of an event management software. Both the speakers and ticket buyers will share their personal details on your site. Therefore, make sure your chosen software comes with state-of-the-art data protection facility.

Online event registration

One of the admirable features of event management software is the shift of entering registration details from the organizer to participants. This is made possible by online registration, where participants key in their information directly into the event database. Sophisticated solutions even allow for multi-track or multi-session registration, where guests can opt for specific event programs or workshops to attend. To protect data integrity against spam and trolls, these systems can feature restrictions like registration code or unique ID system for each guest. The same database can be used for event marketing and on-site processing

Database management

The database is at the core of event management software. It pulls together online registration, on-site guest list, mailing lists, and analytics. Look for import/export capabilities, variations in sorting to extract different metrics and integration with key business systems for CRM, help desk, workflow management and cloud communication.

73 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

FURTHER READING AND BIBLIOGRAPHY Asana, 2017. Asana. [Online] Available at: https://en.wikipedia.org/wiki/Asana_(software) [Accessed 1 12 2017].

Capterra, 2017. Capterra. [Online] Available at: https://www.capterra.com/p/117828/Eventzilla/ [Accessed 1 12 2017].

Cvent, 2017. Cvent. [Online] Available at: http://m.cvent.com/event-overview.shtml [Accessed 1 12 2017].

Diazgranados, J. R. A., 2017. Software4uco. [Online] Available at: http://software4uco.blogspot.com. tr/2016/03/ [Accessed 1 12 2017].

EventBrite, 2017. EventBrite. [Online] cessed 1 12 2017].

Available at: https://www.eventbrite.com/organizer/overview/ [Ac-

Finance, W., 2017. Warsaw Finance. [Online] Available at: https://project-management-software.financesonline.com/types-project-management-software/ [Accessed 1 12 2017].

G2Crowd, 2017. G2Crowd. [Online] Available at: https://www.g2crowd.com/products/regpack/details [Accessed 1 12 2017].

MavenLink, 2017. MavenLink. [Online] Available at: https://www.mavenlink.com/resources/what-is-project-management-software [Accessed 1 12 2017].

Medium, 2017. Medium. [Online] Available at: https://medium.com/@CapterraEvent/the-top-12-free-andopen-source-event-management-software-2afe2fd6ebd1 [Accessed 1 12 2017].

Mongolia, P., 2017. PMI Mongolia. [Online] Available at: http://en.pmimongolia.mn/blog-item/primavera-software-brief-introduction [Accessed 1 12 2017].

Nasdaq, 2017. Nasdaq. [Online] Available at: https://software.nasdaq.com/festival-management-software/ [Accessed 1 12 2017]. Office, M., 2017. MS Office. [Online] Available at: https://support.office.com/en-us/article/Mail-merge-using-an-Excel-spreadsheet-858c7d7f-5cc04ba1-9a7b-0a948fa3d7d3 [Accessed 1 12 2017].

TeamGantt, 2017. TeamGantt. [Online] Available at: https://www.teamgantt.com/ [Accessed 1 12 2017].

TeamWork, 2017. TeamWork. [Online] Available at: https://www.teamwork.com/project-management-software [Accessed 1 12 2017].

Trello, 2017. Trello. [Online] Available at: https://en.wikipedia.org/wiki/Trello [Accessed 1 12 2017].

Wikipedia, 2017. Wikipedia. [Online] Available at: https://en.wikipedia.org/wiki/Event_management_software [Accessed 1 12 2017].

74 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

Establishment of a Modular Ecvet System in Europe Project Code: 2015-1-TR01-KA202-022287

EVENT PLANNING & DESIGN CONTENTS ANALYSIS EVENT MARKETING – LEARNING UNIT 5

5

Learning Contents SUBUNIT 1: Fundamentals of Marketing SUBUNIT 2: Online Marketing SUBUNIT 3: Event Marketing SUBUNIT 4: Fundamentals of Market Economy

Learning hours:

10

Workload:

25

Establishment of a Modular Ecvet System in Europe Project Code: 2015-1-TR01-KA202-022287

Unit Objectives Actions/Achievements Design a marketing plan for a specific event

Knowledge

Fundamental to key marketing concepts, theories, and techniques Comprehensive on market economy Fundamental to marketing policy instruments Comprehensive on social, legal, ethical and technological forces on marketing decision-making

Skills Identify core concepts of marketing and its role in events, applying it to the event plan Differentiate the branch-specific event forms based on typical characteristics Describe the means of achieving a sustainable competitive advantage in the marketplace Establish the marketing strategies that align forces with the external environment with the event needs

Competences Communicate specific marketing dynamics and the selling propositions for specific events Critically evaluate alternative marketing strategies and select the most appropriate Defining potential threats to an event’s success and build clear competitive advantages within the total event design Assess key marketing information for an accurate problems diagnose, and analyse potential solutions using qualitative and quantitative data

SUMMARY

The training module enables the learners to get familiar with the concept of marketing in general. Then, the module analyses the fundamentals of marketing and provide information on the concept itself, theories regarding the topic, and common techniques for the implementation.

The second subunit explores online marketing, and the third one explains the fundamental marketing dynamics of event marketing.

The last subunit underlines the specifics of market economy.

KEYWORDS Marketing, Marketing Mix, Marketing Goals, Marketing Instruments, Market Research, Market Analysis, The 4 P’s, Communication Policy, Marketing Concept, Target Group, Online Marketing, Event Marketing

77 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

SUBUNIT 1: FUNDAMENTALS OF MARKETING

Event managers analyse the regional market for companies of the fair and event industry. They compare markets and define the market for their services. They measure the importance of customer orientation for the market success.

Of conference organizers and explain the contribution of companies in the event industry to the needs-oriented care of the company and private customers with services. They open the different interests and needs of economic entities in their economic decisions and actions against the background.

A market economy. They represent the market as a coordinating body of different interests, examine the given market conditions and show the consequences of the pricing process. In this context, they record the opportunities and risks of cooperation between companies and examine the possibility of different forms of cooperation. The event managers explain the possibilities and limits of market influence. They examine the extent to which the different methods of market research are suited to collecting data relevant to sales and using them for their own marketing policy. Based on industry analyses they open the economic importance of services offered by the event management industry. On this basis, they plan individual marketing campaigns for companies in their industry.

They are responsible for the communication-, price-, distribution- and product targets. They act on this basis in the development of marketing concepts and how marketing measures can be used to achieve the defined objectives.

The event manager analyses the different influencing factors of the company success. They explain the concept of integrated communication and explain that both the competitiveness in the sales market and the positive shaping of the company’s relations with its partners in the procurement, capital, labour and opinion market determine the long-term success of a company. Against this background, they are developing a concept of integrated communication based on the market analysis of a company in the sense of a coordinated communication mix as the core of a target group-oriented marketing strategy.

In the sense of integrated communication, they design for the customer A sales promotion as part of the overall concept of this marketing campaign. The event manager feels that the success of the company depends essentially on whether the company acts inwardly and externally in a coherent manner. They use means of modern communication and information technology.

The basic idea of marketing is the consistent orientation of the entire company to the needs of the market.

Nowadays it is unquestionable that in competitive markets, the needs of the customers are at the core of company management. Marketing is, therefore, an entrepreneurial way of thinking. In addition, marketing is a corporate task, one of the most important challenges of which is the recognition of market changes and shifts in demand, to establish competitive advantages in time. (Anon., 2014)

1.1. MARKETING OBJECTIVES

Marketing objectives are generally understood as the result of the marketing mix. As a rule, a company pursues many marketing goals between which contexts exist.

A manageable market goal requires a precise definition and a concretization regarding content, timeframe, and degree of attainment. It must be operationalizable - that means, comprehensible - accessible and verifiable.

78 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

Ideally, the objectives complement and support each other, but there are often in conflict. This means that achieving a marketing goal through the marketing mix is only possible at the expense of another. Prioritization is then required. Different types of marketing objectives can be distinguished.

STRATEGIC AND OPERATIONAL MARKETING OBJECTIVES

Strategic Marketing Goals - Strategic marketing objectives are based on a long-term goal, which is of central importance for the company - for example, the opening of new markets or new target groups.

Operational marketing objectives - Operational or tactical marketing objectives, on the other hand, are short time oriented. They are subordinated to the long-term objectives.

QUANTITATIVE AND QUALITATIVE MARKETING

Quantitative Marketing Goals - Quantitative marketing goals can be measured by numbers and values. Typical examples of this are cost, turnover, profit, etc. They are used for controlling because the degree of the goal can be easily ascertained here.

Qualitative marketing goals - Qualitative marketing objectives can only be described. Qualitative marketing objectives are, for example, the service, the image or the degree of recognition. (Anon., 2017)

1.2. THE MARKETING CONCEPT Before creating the marketing concept

Before a marketing concept is created, each company should answer a few questions: • Who is my target group?

• What needs does my target group have?

• Where is my company compared to the competition?

• What is the importance of marketing discipline for my company?

• What experiences have already been made by previous marketing activities?

• What are the company’s objectives and marketing measures?

• Which factors have a strong impact on customer loyalty?

A marketing concept is structured in 7 phases: 1. Status Quo Analysis First, a holistic view of the status quo must take place. This may be e.g. per SWOT analysis (Strength, Weaknesses, Opportunities, Threats). Without the Status Quo analysis, you are in danger of making wrong decisions due to incorrect or incomplete basic information in the following steps.

2. Marketing objectives After you know how your business status, you need to determine in the 2nd phase which marketing goals you want to achieve next. Typically, marketing goals are based on sales, market share or customers. Marketing goals are derived and set based on the company’s overall objectives. A clear separation of the marketing and

79 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

corporate objectives is not always possible.

3. Marketing strategy The third phase defines the ways in which the marketing objectives are to be achieved. They are retained in the marketing strategy, which in turn serves as the basis for the realization of the marketing concept. The marketing strategy includes information about the targeted markets, the performance to be offered to customers, and the competition and their marketing activities.

4. Marketing instruments After you have defined your marketing strategies in Phase 3, you need to identify which tools you want to use in Phase 4. Here we distinguish between them 1. Product Policy, 2. Distribution Policy, 3. Conditions policy and the 4. Communication Policy.

This classification is based on the 4P model of Edmund Jerome McCarthy, which considers the factors “Product”, “Place”, “Price” and “Promotion”. This model has been used since about 1960 by marketers worldwide for successful marketing. An extended version represents the 7P model. Both models are referred to as the “Marketing Mix” since they form the corresponding framework for its creation.

In phase 4, appropriate marketing instruments must be defined.

5. Marketing Mix The marketing tools defined in phase 4 are merged into a marketing mix in phase 5. You have to make sure that you do not lose sight of the long-term goals of the marketing concept (phase 2).

• Does the marketing mix still fit into the concept?

• Is it compatible with the findings of the status quo analysis (phase 1)?

6. Realization of the marketing concept After the previous planning phases, we are now ready for implementation. In phase 6, campaigns are switched, sales channels are built, markets are developed, etc. Everything will be implemented, which was decided in phase 3 - 5.

7. Evaluation of results Once all planned measures have been implemented, we will proceed to the evaluation of the results.

• What has worked?

• What has not worked?

• What goals have been achieved?

• What is wrong?

• Which processes can be optimized?

• What do we do differently next time?

80 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

The evaluation is one of the most important parts of a marketing concept as it provides basic insights into the following concepts and strategies, which can be included in the status quo analysis to be carried out. (Moeser, 2017)

1.3. WHAT ARE MARKETING OPPORTUNITIES THERE?

The field of marketing is very comprehensive. There is not only online marketing, but also direct marketing.

Potential customers are listed here, which, however, requires careful target group analysis. The presentation at trade fairs and conferences represents another form of marketing. Here, a company can present itself to its target group and at the same time make a comparison with the direct competition. Contacts can be made on site. In direct connection with the marketing is the advertising, which is possible through advertisements or entries in web portals. Industry directories and collections of company presentations are also considered.

The telephone acquisition or other forms of customer acquisition is also attributable to advertising and thus to marketing instruments.

1.4. TARGET GROUPS Who should buy your product?

The delineation of the relevant target group among consumers and/or private customers is often not easy, as boundaries are fluid. It is, therefore, all the more important to define a clear target group in order to be able to clearly define your future customers. The target group definition is the basis for market segmentation. You can use the market segmentation to position your product. The aim of the target group definition and target group analysis should be to offer a product custom-tailored to the needs of your target group.

Therefore, be as precise as possible when defining your target group. A clear definition of the target group will not only help you to get to know your private customers and their wishes but will also make it much easier to work out the other topics of the business plan. The target group definition is particularly important for market analysis, product positioning and the marketing part of the business plan.

The two-step definition of the target group is best done by asking the following two questions: 1. What does characterise my target customers?

2. What price can and will be paid by my target customers?

Characterising the target group

You can characterize your target customers relatively easily by limiting your target group using the following characteristics: •Place of residence: In which state or municipality do the private customers who are interested in your product live?

• Gender: Do you speak to women and/or men?

• Age: What age group is your product aimed at?

• Family status: Do you speak to singles or are families your target customers?

• Working group: Are you focusing on specific professional groups?

• Education, religion, nationality etc.: Are there any other features that your target group could have?

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Target group analysis

What are the characteristics of your customers?

If you have defined the target group definition, who is to buy your offer from private customers, you can make the target group analysis. In the target group analysis, you observe and describe the purchasing behavior of your target group.

The target group analysis will help you get to know your target group better. The following questions help you analyze the purchasing behavior of your target group: Buying motive: Why is buying? With the help of the target group analysis, you know what the motivation of the target group for the purchase decision is.

Influencers: Partially related to the purchase motive and accordingly an important point in the target group analysis is to determine the influencers. Who makes and who influences the purchasing decision of your target group?

Point of sale: Where is buying, which sales channels does your target group use?

Purchase frequency: How often is buying? Through target group analysis, you can quantify the purchase frequency.

Time: When is buying? Again, the target group analysis should provide information if there are specific times that are relevant to your target group.

In addition, behavioural features, attitudes, and values are increasingly becoming the focus of private customers, which you should consider when analysing the target group. Examples are: • Strong health and/or environmental awareness • Preferences for pets, cars, hobbies • Traditional attitude or open to new ideas If you have described all the features, we advise you to do what great advertising agencies do: Design a meaningful profile of a typical target group representative. This will help you to better fit into your target group and understand the needs of your target group.

To check whether you are right in your definition of the target group and target group analysis, it is a good idea to conduct a small market research. Describe the product or service to representatives from your target group and ask questions about your willingness to buy. (Anon., 2017)

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1.5. THE MARKET RESEARCH Is a sub-area of marketing research?

Market research and marketing research have the same subject of investigation, as far as they relate to sales markets. While marketing research also collects and processes in-house marketing-relevant information, market research can also be applied to other markets, e.g. Procurement markets. Market research is the systematic exploration of a specific sub-market (supply and demand combination), including the identification of the needs of all parties involved external sources of information. In contrast, the market investigation is only an occasional and unsystematic investigation of the market.

Types of market research

Numerous forms of market research can be distinguished according to different criteria: • According to the research object (ecoscopic market research, demoscopic market research); • After the survey or reference period (ongoing, case-by-case, prospective, retrospective); • according to the study area (local, regional or international market research); • By market areas or sectors (investment goods, consumer goods, services, commercial, non- commercial market research, competition analysis); • By business (procurement market research, sales market research, employee background check).

Process of market research

1. Determination and delimitation of information requirements; 2. Determination of the method of investigation; 3. compilation of collection documents; 4. Collection of the data sought; 5. preparation of the data obtained, so as to clarify the need for information; 6. Presentation of the results and making a decision on the basis of the findings obtained.

Methods

Information gathering: Primary research and secondary research must be distinguished. (Anon., 2014) Primary research: Within primary research, four different methods are differentiated: • Interview (telephone, personal, written, computer-assisted) • Observation (e.g. field observation, laboratory observation) • Experiment (e.g. labour-test, market test (marketing), Store test, Waren test, Studio test) • Panel research (consumer panels, commercial panels, special panels) The following are the special forms of primary research: • Omnibus surveys (also called “multi-topic surveys”) • Multi-client study

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With the help of primary research in market research, market trends can be recognized at an early stage even before competitors can do so. This can lead to competitive advantages for product launches, provided the confidentiality is actually maintained. In addition, data obtained by means of a primary survey is currently available. Overall, over the market research process is to be characterized as a key advantage.

Advantages of primary market research: •The specific target group can be consulted.

•In contrast to secondary market research, information about the company’s own product can be collected.

•The data is current.

•The data is only available to the company.

Disadvantage: •Market research is very cost-intensive •The data is only available after a certain evaluation time.

Secondary research: Secondary research is a method of market research and, in contrast to primary research, uses existing information sources to obtain market information.

• websites • textbooks • studies • Brochures, etc.

Advantage: The primary advantage of secondary research is the minimization of costs and time. The results of secondary research can also support primary research and provide a quick insight into the research areas.

Disadvantage: a) The results of secondary research are generally not exclusive but are also available to other market researchers. This is connected with the fact that they are not very significant in some cases because the data were collected to answer specific questions. In addition, the “raw data” of the survey is not available, but only the results. The data of secondary research may also be obsolete. b) Selection of the examination objects (for example, persons, companies): The selection is made for partial surveys i.e. Using different statistical methods (selection procedures, random sampling). c) Data collection (survey): In the framework of primary research, data collection is carried out by means of observation and/or survey (interview, expert survey), which can take the form of an experiment. Methods of data collection may be used in field research (e.g., test market) or laboratory research (e.g., test market simulation). Z.T. Methods are used in the context of market research. Computer-aided data collection is often used. In addition, numerous research methods and test methods have been developed in science and practice for specific questions of marketing (e.g., acceptance test, indicator test, look registering). d)Information processing: information processing is based on the research objectives, the number of variables to be processed and the quality of the data material

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Applications

The results of market research form the basis for the diagnosis and forecasting of the future market and product development and thus for the planning of strategic and operational marketing measures (marketing). Especially the new product planning and the development of individual communication measures are dependent on the acquisition of comprehensive market research data. The needs of the customers can only be determined by systematic market research. Price tests underpin for an instant the fixing of specific prices for the individual product parts. Market segments can be used to identify new customer segments. Within the scope of investment product market research, the decision makers of important decisions are worked out according to the phase of a single project section. All the data obtained in the context of market research can be saved using a marketing information system (MAIS) and processed in a decision-oriented manner, and can also be used as a basis for the problem solving of poorly structured, marketing-specific questions in marketing expert systems.

1.6. MARKET ANALYSIS

The market analysis is a systematic investigation of the relevant markets with the aim of: • To maintain knowledge of how supply and demand are related to a specific product or service; • Provide information on the industry, customers, competitors and other influencing factors.

The results of the market analysis serve especially to make decisions in the field of marketing.

Market analysis can be divided into the following areas: •The conditions under which the company is active in the market. It is about the early detection of important changes, which a company usually cannot react in the short term, such as, for example, new laws and regulations, new trends, new techniques or procedures etc.

•Industry analysis, the aim of which is to provide companies in the industry with an overview of the economic situation of the industry in the present and future.

•Sales quantity analysis, with the help of which the market data influencing the sales are examined in order to obtain key data for sales planning and distribution.

•Sales analysis, whose task is to determine possible distribution channels, at which locations, at which times, and in which situations the sale is most successful.

•Customer analysis that enables to design products to the needs of current and potential customers.

•Competitive analysis, which deals with the competitors of the enterprise. The aim is to examine the competitors and their products for strengths and weaknesses as well as to recognize their own position in the market.

1.7. MARKETING INSTRUMENTS THE 4 “P’S”

Marketing instruments are all the measures a company uses to achieve its marketing objectives. It is possible to distinguish between four different marketing instruments, which must be coordinated: the four most important instruments are called the four Ps:

PRODUCT (= PRODUCT POLICY)

The product (or the service) and the related product policy are the real factors of company success. The better the product, the easier it is to achieve success through targeted marketing tools. Product policy includes product range planning, product quality, customer service and the design of the product

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PLACE (=DISTRIBUTIVE POLICY)

The distributive policy is especially the consideration of how the product should reach the customer. Should a sales agent be used (for example a supermarket) or should be delivered directly to the end user, such as a mail-order company or online shop? Also, a combination of the distribution channels is possible: Thus, an iPhone can be obtained either through a sales agent (electronics market) or directly at Apple. Product policy also includes how the goods are distributed ex-factory.

PRICE (= CONTRACTING POLICY)

The contracting policy, or also the term “price policy”, means all contractual and financial conditions that arise when purchasing a product. For example, the pricing policy stipulates discounts and bonuses as well as terms of delivery and payment. The most important function, however, is setting the price for a product. Here, attention must be paid to competition and to the company’s objectives. Should our product be offered at low prices and in lower quality or rather high-priced with particularly good quality? And how much is the customer at all ready to pay for what quality?

PROMOTION (=COMMUNICATION POLICY)

The promotion is what is usually meant when talking about marketing or advertising. This includes all communication measures of the company which are used to advertise and sell a product. The most important means of communication policy are advertising, personal sales, sponsorship, trade fairs, events and public relations.

New trends and changes Several additional elements have been added to these four original Ps. Marketing is a particularly fast-moving field and is subject to constant changes and trends. Terms such as big data, multi-channel and cross-media marketing, content marketing or customer relationship management (CRM) are becoming increasingly important. Nevertheless, the four Ps remain the foundation of every successful marketing campaign.

The combination of all marketing instruments is called a marketing mix. The marketing instruments are designed differently depending on the type of industry, product and target group. For consumer goods, the marketing mix is different from e.g. for companies offering services.

But the target group also influences the marketing mix considerably. If you try to win private customers as a company, the 4Ps are usually the most important marketing tool. If especially companies are targeted, the direct marketing is often an important marketing tool.

MARKETING INSTRUMENTS FOR SERVICE PROVIDERS

Due to the increased demand for services in the last decades and the associated rise to a service company, the model of the 4Ps for service-oriented companies has been extended by three further marketing instruments: • Process: The process of service provision can have a bearing on customer satisfaction in the case of a service. Therefore, it is also considered one of the marketing tools.

• People (Personnel Policy): In the case of the provision of a service, a person in the form of a service provider is frequently the centre of attention, for example, the hairdresser. As customer satisfaction is largely dependent on this person, personnel policy is another of the marketing tools.

• Physical Facilities: The premises or environment in which a service is rendered can have a decisive effect on the perception of the service quality by the customer. The equipment policy as one of the marketing instruments deals with measures for the optimization of these locations.

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CHOOSING THE RIGHT MARKETING INSTRUMENTS

The marketing mix, so the combination of the relevant marketing instruments, looks different in every company. However, it should be noted that companies in similar industries or similar products have a comparable marketing mix.

Which marketing instruments should be designed for which company depends on the type of service (product or service) and the industry in which the company is located. A further serious difference in the choice of marketing instruments is also shown by the respective target group: •B2C-Marketing (Business-to-Consumer) •B2B-Marketing (Business-to-Business) Companies with private customers as a target group (B2C) fundamentally differentiate their marketing instruments from companies that have other companies as their target group (B2B).

COMMUNICATION POLICY IN THE MARKETING MIX

The fourth “P” in the marketing mix stands for communication (“promotion”). Marketing communication policy includes all marketing and image-forming measures.

The basis for a convincing communication policy is the target group on which every “P” is oriented in the marketing mix. The central question is how you can influence the purchasing decision of your target customers in a positive way. Advertising is an instrument, but other image-promoting measures should be taken for your business model check.

As with the other “P’s” in the marketing mix, the target group is the basis for the communication policy. The better you know your target customers, the better you can also use the various instruments of the communication policy and positively influence the purchasing decision of your target group.

The main elements of communication policy include advertising (including online marketing), sales promotion and personal sales, trade fairs and events, sponsorship, public relations (including the corporate identity) and a clear branding policy.

For which instruments of the communication policy you decide to depends ultimately on the habits and characteristics of your target customers.

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SUBUNIT 2: ONLINE MARKETING 2.1. DEFINITION

Online marketing is a form of interactive alignment of marketing tools (product policy, pricing, communication policy and distribution policy) through the use of networked information systems (eg telephone, internet).

With online marketing, in addition to interactivity, there is also the possibility of synchronizing the marketing instruments to customer needs at the right time.

2.2. APPLICATIONS Website

The design, technical implementation, and administration of websites is a central measure of online marketing.

The company homepage often forms the core of all online marketing measures of a company.

It should inspire new visitors to the products and services and bind existing customers to the company in the long term.

SEO

Search engine optimization includes all activities that improve the position of a website in the organic (free) search results of a search engine.

Search engine optimization has the goal of catapulting the company’s presence on the first page of the search results.

This can be done through improvements on the website itself (“OnPage”), such as the placement of important keywords in the page text, or by building relevant links from external sites (“OffPage”).

E-Mail-Marketing

E-mail marketing is the online equivalent to traditional offline offline mailing.

Consumers are made aware of current promotions by means of mostly personalized e-mails, for example.

In this case, also in newsletter dispatch, clear legal framework conditions apply when this form of the electronic direct marketing is permissible.

Online PR (Public Relations)

Press and public relations work enable companies to publicize their offer outside of advertising campaigns and positively support their image to the public.

The Internet in particular offers cost-effective opportunities to present itself in a non-promotional form, for

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example via blogs and forums as well as via online press portals.

Social-Media-Marketing

The goals of social media marketing are to reach potential customers through social media, to convince them of the product and to keep it.

In general, popular platforms such as Facebook, Google +, Twitter, Youtube or business networks like XING and LinkedIn are used.

Which channels are used exactly, usually decides the exact user composition of the platform, which is researched in the context of social media strategies.

Affiliate-Marketing

In affiliate marketing companies work together with so-called “affiliates” (English: “partners” or “distribution partners”).

The affiliates place links to the external company website on their own websites and thus forward traffic. For this, they are paid by the company according to a previously agreed model.

As a rule, distribution partners (affiliates) only receive a commission for actually generated traffic or successful sales of the forwarded visitors. Companies can have very large affiliate networks to ensure a reliable traffic flow.

Search Engine Advertising (SEA)

SEA is part of search engine marketing and describes how to postpaid ads on search engine results pages, such as Google.

Paid ads are placed prominently in search results, for example, at the top or in the right column next to organic (unpaid) Search results for the search engine. Search engine advertising allows a very accurate approach to prospects because certain ads are shown for specified search terms.

Thus, the system ensures that the ad is seen only by people who are actually interested in a particular topic.

Well-known SEA systems are for example Google AdWords or Bing Ads

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Display Advertising

The best-known form of online marketing is display advertising. It refers to classic advertising via online platforms in the form of display ads. Display ads can be integrated into a web presence, for example, as a banner, pop-up or layer display. Compared to print media, display ads on web pages offer numerous additional design options: in addition to the combination of text and image, graphic artists can integrate animations and videos and even enable user interactions with the advertisement.

90 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

SUBUNIT 3: EVENT MARKETING

Event marketing refers to the purposeful and systematic planning of events (trade fairs, conferences, sales presentations, investor meetings, press conferences, sports and cultural events) as a sales policy tool or image- and opinion-promoting measures to enforce corporate goals and build reputation, including that of top management in particular, in the context of marketing communication. In addition to marketing instruments, staging techniques are also applied from other areas (show, theatre, performance). Event marketing addresses (potential) customers very directly and personally and is a typical below-the-line marketing measure. (Anon., 2017)

3.1. EVENT MARKETING AS PART OF COMMUNICATION POLICY

Event marketing is part of the communication policy and can be described as “use of Events as means of communication or media within the Communication instruments advertising, promotion, public relations or internal communication. “It is considered new Instrument of corporate communication that flooded the stimulus Consumers should offer something interesting. It’s about event marketing, In particular, events in the entire corporate and Integrate brand communication, making it ‘integrated component a holistic marketing concept of a company. “ belongs to the “systematic planning, organization, implementation and control of events within the communication tools advertising, Sales promotion, public relations or internal communication.”

The integration of event marketing into the communication mix represents one of the biggest and most important tasks. Here is the success of an event Often the successful integration into the entire communication policy dependent on the company or is thereby reinforced.

3.2. FORMS OF EVENT MARKETING

In addition to the typing of events listed above, events can also be distinguished by whether they are informative or entertaining Character, that is, their content. You can between work-oriented and leisure-oriented events, as well as infotainment as Differentiate between mixed form. While work-oriented events, such as Product training, mainly informative character, aim e.g. Incentive Travel Emotionalization and Entertainment.

Infotainment provides the connection between entertainment and information.

3.3. INSTRUMENTS OF EVENT MARKETING Classic advertising

also called media advertising, has the greatest importance of all instruments in marketing communication.

The condition for the success of the classical advertisement is the acceptance of the advertisement with the consumers. Classical advertising is advertising in insertion/print media and audio/video media.

The insertion/print media include: •newspapers •consumer magazines •Special-interest magazines •journals The audio/video media include:

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•TV •Movie theater •Broadcast •Internet

Advantages and disadvantages of different media Newspaper

Advantages are that they allow a short-term scheduling, a precise timing, and a high timeliness. Their disadvantage is that addressing the target audience is difficult as newspapers are read by a wide range of people, not just the target audience. Furthermore, advertising letters and free newspapers can be prevented with a corresponding sticker on the mailbox.

Audience and Special Interest Journals

The advantage is the relatively high chance for multiple contacts, they have a long range and cause low costs.

Disadvantages, however, are scattering losses, and longer-term planning is necessary.

Journals

Advantages: They are read by a specific readership and there is a high level of reader involvement. Disadvantages: The purpose of the journals, the communication of information, can counteract the advertising, as the readers focus their attention only on the articles and completely ignore the advertising.

TV

The advantages are that there are a variety of design variations for television advertising, and newer forms of advertising such as Teletext have been made possible. The TV is now a basic medium, and the advertising is geographically and temporally flexible. In contrast, the disadvantages are that advertising causes high costs, and there are restrictions on the placement of advertising. Furthermore, the ratio of the spot length to the total advertising time is problematic, because if the spot length is too short for the total length of the advertisement, the advertising message is lost in the crowd, but if the commercials are too long it may lead to a decrease in attention. Furthermore, there are slight alternatives to advertising (computer use, mute, switch to another program or off).

Cinema

The advantages of advertising in cinemas are a high contact probability and high intensity. In addition, products can be offered in the cinema directly after the corresponding spot. Disadvantage is the relatively short range (only the people in the cinema are exposed to advertising), and there is a relatively high reactance (people are in the cinema to see a movie, too much advertising decreases the attention that is allocated to the advertising, and there may be a negative effect of advertising). In addition, long advertising blocks can also lead to annoyance and irritability of the audience.

Broadcast

Advantages are low costs, and can quickly be accumulated a high range, and it is regionally an effective form of advertising. This is contrary to the disadvantage that this medium is not suitable for national nationwide advertising. In addition, in some cases, the desired target group is difficult to achieve.

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Internet

Its advantages are the variety of design variations for advertising over the Internet. The possibility of shortterm plannability, exact timing, high timeliness and a more targeted approach to the target group, through individualized advertising. The disadvantage is the Reaktanzgefahr by too much advertising. By the use of “Popup and banner blockers” advertising is no longer perceived by the user, even if in the meantime so-called Anti-AdBlock scripts are in circulation.

Corporate Identity

Is the integrated use of communication tools. The means of communication should support the corporate identity and not hinder each other or even weaken their effect. This could be the case, for example, if the company wants to convey a particularly luxurious image in a television spot, but the employees in customer contact appear in jeans and T-shirts.

Public Relations

PR, short for public relations, or what is often referred to as “public relations”, serves primarily to communicate company (and/or product) information to a wider public. In the process, targeted information is passed on either as a broadcast (PR broadcast) or in a direct conversation with media representatives (press conference, individual interview).

The aim of the companies is to convey “good” messages to the target groups, which promote the company’s image and/or image and thus trigger positive, desired behavior among the customer target group.

In some cases, companies are also required to publish information, eg. Annual reports of listed companies.

Other types of publications:

•Special events e.g. Return actions of certain products •Press conferences on current events •Crisis management •Difference public relations and classic advertising

The classic advertising is known as TV, radio, poster, and print advertising (newspapers, magazines). These media are typically used by corporations to reach as large a mass as possible with their message. Accordingly, these media are cost-intensive and thus not suitable for smaller companies to this extent.

The classical advertising is usually also marked as “advertising” (eg the individual advertising blocks on the TV), the activation or publication in the media is paid for by the advertising company.

In classic advertising, the company has almost 100% influence on the size and content, as well as the time and place of publication of its own advertising.

In the case of public relations or public relations, this is not the case. Whether the transmitted information actually appears in the media as desired is usually the sole responsibility of the publishers of these media; the influence of companies on the design of the message is very small.

Social Media:

The social media channels offer you numerous means to successfully promote your event. On the one hand, you can use the channels like Facebook, Twitter, Google+, your own website or online press releases to an-

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nounce your upcoming event. In doing so, you should make sure that your announcement indicates the date, the location, possible highlights of your event or possibly participating celebrity guests. You have to make your announcement exciting and appealing. When distributing via social media channels, it is important that you include images or videos in your post, as visual content often attracts more attention than long texts that many ignore.

E-mail advertising

E-mails may be targeted, but check in advance if you have permission to send any e-mails to your contact persons. When contacting, also make sure that your e-mail is rousingly designed to encourage many recipients to attend your event.

Poster/flyer:

These can be distributed in the city to draw attention to your event. However, you should not only access posters or flyers as the only means of advertising. You have to find the right combination of advertising materials to reach as many people as possible. If you print flyers or posters and distribute them in the city or you interpret them, you can, for example, as a template for your post on the Internet to make uniform attention to your event.

Personal communication:

But also with the help of short presentations and technical contributions you can provide information about your upcoming event to your potential participants. Use appropriate event and press portals, so your announcement reaches your target audience directly.

Multimedia communication Pinterest:

A special insider tip is a social network Pinterest, which is used by numerous companies, brands, and private individuals. The platform allows you to create bulletin boards where you can “pin” pictures and videos. To do this, you can write short comments that should contain the keywords you want to find. So you can build a network with your guests and share photos and impressions with others. For your upcoming event, you can create pinboards for the location, topics of your event or for example your previous events to give your guests a first impression. You should note that you publish the photos on your website first because you can then link directly from Pinterest to your page. If your guests, followers, or customers like your pictures, they can “repaint.” This means they display your pictures and videos on their own wall. The pictures for your event spread faster in the network and increase the range of your event. Of course, you can, in turn, spread your Pinterest pinboards on your other social media channels to make more people aware of it

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3.4. EVENT MARKETING WITH SOCIAL MEDIA

This is an example of an event marketing schedule, with which the measures can be logically structured and structured.

Before the event Event online site:

An event page can be displayed before the event, even if not all details have been determined yet. This can increase the SEO visibility of the event and promote interest.

Blog post:

Next, the public should be informed about the reason and mission statement of the event. This supports the further event marketing measures, as outsiders are convinced of the necessity of the event.

Social networks:

By integrating the social networks, the application of the event gets a decisive boost, a community is built up and the mission statement from the blog post can be disseminated. At this point, you should already have a hashtag for the event, which will be used in all posts.

Attracting partners

Through early partnerships with potential employees, media partners, etc. can be made even better known.

Event announcement E-mail:

While preparing for the event, a large-scale email campaign should be sent to potential participants including pre-registered contacts.

Press release:

A press release can be published via free distribution channels. It’s all about integrating keywords that can be picked up through Google Alerts. That’s how it manages the event in local newspapers or smaller online portals.

Greater coverage can be accelerated through a special press release that contains more than just the date, location, and price of the event. Attention can be directed to one of two individual aspects: 1.Why is the event unprecedented, strange, groundbreaking, unconventional etc ...?

2.To bring in a human aspect: Are people involved in the event suitable for an exciting story or have challenges been successfully mastered?

Blog and social networks:

In a second blog post, the main reasons for participating in the event should be mentioned and the process presented. This information can then be distributed across social media across multiple announcements.

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Partner:

Now the partners have to be asked for event marketing support. A weak participation can be counteracted by pre-emails and social media updates, which the partners only have to take over.

Daily tasks Regular emails, posts and blog posts:

After the first excitement has settled after the event announcement, it is now time to stay tuned. Through regular blog posts, e-mails and social media posts, in which advertising and good quality content alternate, the interest remains constant.

Early booking discount:

With early booking discounts and an increase in ticket prices, the closer the event is approaching, registrations can be increased.

Paid advertising

Now the time has come for possible paid advertising since concrete contents of the event can be advertised, but it is not yet too late, so that the advertising can develop its full potential. This can be used, for example, to promote social media contributions or a Google AdWords campaign.

Last call: Last email campaign, posts, and blog posts:

The latest blog posts, social media updates, and emails should now have a more urgent, sales-related tone.

Now, direct action calls can be incorporated and long-term strategies can be converted into ticket sales.

Participants Recommendations:

Create attractive incentives so that already promised participants to promote the event.

Opinion leaders winning:

Now opinion leaders can be contacted again and invited to the event. At best, they will pay for the invitation with advertising within their network.

By phone:

Direct phone calls often sell a few tickets. Targeted participants or pre-registered persons should be specifically addressed. A phone call is harder to ignore than an e-mail or social media post.

96 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

SUBUNIT 4: FUNDAMENTALS OF MARKET ECONOMY 4.1. WHAT IS A MARKET AND HOW IS IT CREATED?

The market is the place where supply and demand converge. It arises from the needs (deficiencies) of the consumers who want to be satisfied.

If the needs are covered by purchasing power, they become a necessity. If the needs of the consumers are large enough, it becomes a demand and meets the offer of the companies in the market. The offers are the produced goods and services provided by companies.

The market is differentiated according to several ranges:

Classification of the markets by subject (according to the case) • consumer goods or merchandise market; Goods for the end user, e.g. foods • Capital goods market; Goods for the manufacture of other goods, e.g. machinery • Money market; Provision of short-term capital (<1 year) by banks, private individuals • Capital Markets; Provision of long-term capital (> 1 year) by banks, private persons • Labour Market; Supply and demand of human labor • real estate market; Sale and purchase of plots and buildings • foreign exchange market; Purchase and sale of currencies • services market; e.g. Trade with insurance companies • Special market; Trade in special goods Classification of markets by territory •Global market (worldwide, Europe-wide, neighboring countries) •Internal market Structure of the markets according to their function •Procurement market (where do I collect goods for production?); Domestic and import market •Sales market (where do I sell finished products?); Domestic and export market Classification by time (duration) •Weekly market (e.g. market day once a week) •Fair (eg Christmas market) Classification of the markets according to their organizational forms •highly organized as e.g. Exchanges or trade fairs •not or only very little organized, such as shops where supply and demand meet at random (most common form)

97 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

4.2. WHICH MARKET TYPES ARE DIFFERENTIATED? Market types are spoken when access to the market is considered.

Differences: • Free market; No access restrictions for market participants • Restricted markets; Restricted access for market participants by economic or legal requirements such as minimum capital requirements, authorizations or concessions

4.3. WHICH MARKET FORMS ARE DIFFERENTIATED

The difference in the market forms is the number of suppliers of a similar good compared to many buyers.

• Monopoly

Market form, in which there is only one current seller on the side of the offer (supply monopoly), while the demand side has much small demands.

• Oligopoly

Market form where only a few relatively large sellers or buyers appear on the side of supply and/or demand.

• Polypody

Market form, which is characterized by many suppliers and/or buyers.

Who are the market participants?

Market participants are private individuals, states, banks, companies and foreign countries who offer and demand their goods and/or services.

In order to represent all economic activities within an economy and beyond, simplifications are inevitable.

Sales market

A sales market has to do with a salesman or very few sellers facing a large number of buyers. The seller (s) determine the prices and the purchasing conditions of the buyer.

A sales market can arise through two conceivable developments: • the supply decreases but demand remain unchanged.

• demand is rising, but the supply remains the same.

Both of these factors mean that prices are rising and that the seller can set the conditions on which they are delivered at will.

Buyers’ market

A buyer’s market is created when a limited number of buyers are facing many sellers. The sellers with the most favourable products and the best purchasing conditions are put through.

98 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

How is a buyer’s market generated?

The reason for the emergence of a buyer’s market is usually a supply surplus: the number of suppliers is increasing; the providers constantly bring new products on the market. However, the demand of the buyers remains the same or even decreases. The decline in the population and the change in the age structure (less young, more elderly people) can lead, for example, to a decreasing demand for certain products.

The buyer has the market power

In such a market situation, the buyer decides (as a rule - exceptions are conceivable and known) for the least expensive products. In addition, he chooses the provider who grants him the highest discounts and offers the best conditions for delivery and payment. The buyer has a good chance to successfully negotiate the price, the granting of discounts or bonuses, a free delivery or long payment periods or the granting of a discount.

In market economically oriented economies, the buyer market is the normal market situation. But in many socialist or communist countries with a central administrative economy, the number of providers - and thus the tendency towards the buyer market - is growing steadily.

4.4. SUPPLY AND DEMAND Supply

A supply is the quantity of available goods and services on the market, whereas demand is only the intention of households and companies to purchase goods and services against money or other goods in exchange.

Demand

In a free market economy, demand regulates the equilibrium price, which arises when supply and demand coincide. Any good and service that has a price is usually scarce and thus not unlimited. The price determines the value of a service, a good. If the price is too high, the demand for this commodity will drop automatically, with the exception of luxury goods. They serve as statistic symbols, where the demand can even rise.

The price associated with supply and demand

If the offered quantity increases and the demand remain the same, the price of the commodity, e.g. The harvest of apples is very high, more apple juice can be produced, but the demand remains unchanged, is produced more than is bought, thus decreases the price of apple juice.

On the other hand, if supply and demand remain the same, the price of the commodity, e.g. The apple harvest is very low due to early frost, the price of apple juice increases when demand remains the same.

4.5. PRICE AND PRICING

The pricing of certain goods is not always the same. The decisive factor here is primarily the respective market form. Finally, it is logical that the price structure in the case of a monopoly looks quite different from the “oligopoly” or “polyol”.

Pricing in the monopoly

The special thing about price formation in the monopoly is that often a monopolist alone has the fixing of prices in the hands. He can pretty much set alone which is to be high the price for his offered good.

However, a monopolist becomes too greedy and the price exceeds the so-called Cournot point (intersection of

99 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

marginal and marginal costs), then the buyers begin to restrict themselves and sometimes renounce the good.

In addition, there is the possibility for consumers to access spare parts.

As a last option, there is also a state intervention. In principle, a monopolistic position in an economy is, of course, undesirable. Finally, a monopolist usually has no competition and also the incentive to save costs falls away.

Pricing in oligopoly

The situation in the case of the oligopoly is somewhat less dramatic as market form. There are few suppliers and there are many consumers. As there are several competitors in the oligopoly, different pricing strategies are also used.

A strategy is a direct competition over price reductions. If supplier A lowers the price and supplier B do the same, a so-called ruinous competition arises. For the consumer, this price formation offers the advantage, of course, that they can profit from a constantly favorable price. The providers, however, run the risk of getting into financial bottlenecks. In the worst case, such an oligopoly develops into a monopoly over time.

Another generally illegal strategy is price agreement. The competitors are talking about the price. This is, of course, very disadvantageous for the consumer and, of course, forbidden.

Pricing in poly poly

The market form of the polypody is most common in most economies. In the case of a polypody, the price is formed by the continuous interaction between supply and demand. In the ideal case, the price settles at the equilibrium price. Basically, one distinguishes between the perfect and the imperfect competition in the market form of the polypody. This type of market is usually only advantageous for the consumer.

100 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

EXERCISE 1

Situation: As an agency, you will be commissioned to organize a multi-day open-air charity event in Dortmund in the summer in favor of a foundation for children with leukemia. It is a cultural event with concerts by the most famous opera singers. The artists abandon their salary. This means that the entry fees will be added to the foundation minus any costs incurred. The aim is to make donations about 200,000 â&#x201A;Ź to get. Therefore, sponsors and sponsors are to be supported. In addition, the city would like to make the event known across Europe and improve its image in the field of culture.

Task: 1. What do you mean by public relations?

2. Identify and explain 3 topics of PR and media planning for this event.

3. Explain the criteria that are particularly important when looking for potential sponsors.

Solution example study case 1 Task 1 Public relations (public relations) means the planning and design of the relations between the organizers and the sub-publishers as well as stakeholders, e.g.. here media, business associations, project participants, sponsors, sponsors, institutions, artists, the city of Dortmund, foundation, city office aims: - To gain or build trust, understanding, and interest in these groups - No direct sales-promoting goals, but psychological objectives - Comprehensive information on the activities - Dialogue with stakeholders and stakeholders - Create an atmosphere that is so beneficial to the project Task 2 - Winning a (national) TV, radio or print media partner (reporting, presentation, editorial contributions, special pages) - Communication campaign (image ads, posters, publications) - Dialogue PR (lobbying, networking, association work, for example, Rotary, Lions club etc.)

- Press work (press conference, press kit, press kit in electronic form) Task 3 -Imageaffinität - product affinity, possibly in the field of culture - Target group and acceptance with the target group - political criteria (company values, available It cultural sponsorship, no environmental scandal) - Over regional, nationally active, well-known companies with high popularity

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- Present the benefits of the sponsors and the media range - Observe the sponsorship and sponsoring motives of the potential sponsor

EXERCISE 2

Situation: Trade fairs are of great importance to companies. They work in an agency for the planning and implementation of trade fair participation.

Task: 1. Explain the marketing mix and what functions a trade fair is doing within the framework of the marketing mix.

2. Explain the importance of trade fairs for companies.

3. What should be taken into account when selecting and planning a test stand?

Solution example study case 2 Task 1 - Marketing mix: how marketing instruments are used and combined To reach the set marketing objectives - 4 marketing areas (4 â&#x20AC;&#x153;Psâ&#x20AC;?): Product policy, communication policy, distribution policy, contracting policy (price and terms policy) Functions of the fair: - product policy: product innovation, product testing against competition, testing of product acceptance, product ranges and services - Communication policy: Increasing awareness, new customer acquisition, announcement of product innovations, profiling of the image and corporate design - Contracting policy: testing the acceptance of prices, checking the prices and conditions Against the competition, testing price differentiation - distribution policy: establishment of sales structures, a search of cooperation partners, sale Task 2 - Branch meeting, information exchange, networking - Experience, dialogue, and interaction with customers and business partners - Market research and benchmarking - Possibility of purchase and conclusion of contracts - Open up new markets, customers, and partners - Stand position and Standard - Required area, area section, functional areas (e.g., presentation areas, counters, warehouses) - Architecture and design, lighting - technical requirements, supply connections, safety regulations

102 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

- Observe corporate design and image - Use of media and projections, special effects

EXERCISE 3

Situation You are working in the marketing department of NÜrenberger Haushaltsgeräte GmbH. A market study was carried out for the marketing of vacuum cleaners

The following figure shows.

Task 1 How do you describe the market situation at a price of 55.00 euros?

1. The market is a typical sales market, as supply is greater than demand.

2. The market is a typical sales market, as the demand is greater than the supply.

3. The market is a typical buyer market, as the supply is greater than demand.

4. The market is a typical buyer market, as demand is greater than supply.

5. The market is in equilibrium at a price of EUR 55.00.

Task 2 Which marketing strategy is suitable in this situation to successfully market the vacuum cleaner?

1. In the context of product policy, it is not necessary to pay particular attention to the quality of the vacuum cleaner.

2. Customer service hotline and extended warranty are not required as part of the service policy.

3. Within the framework of the price policy, the desired price can be further increased as demand increases.

4. Within the framework of the price policy, the price has to be lowered as it represents an important criterion for the buyer

103 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

Task 3 Determine the amount of market turnover at a price of 30 euros per vacuum cleaner.

Task 4 Nörenberger Haushaltsgeräte GmbH GmbH is considering if to enter a price competition on the market for vacuum cleaners or not. Which of the following statements about marketing strategies is applicable?

1.In order to outstrip the competition, Nörenberger Haushaltsgeräte GmbH should, in any case, offer the vacuum cleaners at a non-cost price, as otherwise the market will be lost.

2.In the case of production capacities that are too large, the sales success must be ensured by correspondingly aggressive advertising so that the production target can be met.

3.Nörenberger Haushaltsgeräte GmbH can strive for a quality competition instead of the price competition, H. Quality high-quality vacuum cleaners quite at a higher price.

4.Since the market analysis is always a past consideration, it has no meaning for the generation of the marketing strategy.

5.With a public relations strategy, Nörenberger Haushaltsgeräte GmbH can lead buyers to pay significantly higher prices for vacuum cleaners.

Solutions Task 1: Solution: Task 2: Solution: Task 3: Solution: Task 4: Solution:

Answer 3 Answer 5 6000 (Only 200 pieces are offered at this price.)

Answer 3, since the challenge lies in the market definition.

104 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

FURTHER READING AND BIBLIOGRAPHY Anon., 2014. Springer Gabler Verlag (Herausgeber). s.l.:Gabler.

Anon., 2017. Marketingziele. [Online] Available at: http://www.betriebswirtschaft-lernen.net/erklaerung/marketingziele [Accessed 10 7 2017].

Anon., 2017. Privatkunden als Zielgruppe. [Online] Available at: https://www.fuer-gruender.de/wissen/existenzgruendung-planen/idee/zielgruppe/privatkunden [Accessed 12 7 2017].

Anon., 2017. Wikipedia. [Online] Available at: https://de.wikipedia.org/wiki/Eventmarketing [Accessed 10 11 2017].

EdX, 2017. EdX. [Online] Available at: https://www.edx.org/course/introduction-marketing-tools-setedinburghx-mktg101x [Accessed 1 12 2017].

Iversity, 2017. Iversity. [Online] Available at: https://iversity.org/de/courses/digital-marketing-strategieschannels [Accessed 1 12 2017].

Kleinaltenkamp, M., Plinke, W., Wilkinson, I. & Geiger, I., 2015. Fundamentals of Business-to-Business Marketing: Mastering Business Markets. s.l.:Springer Texts in Business and Economics.

Lake, L., 2017. https://www.thebalance.com/step-by-step-guide-to-the-fundamentals-of-marketing-2295834, s.l.: The Balance.

Moeser, J., 2017. Marketingkonzept: 7 Phasen fĂźr die erfolgreicheVermarktung. [Online] Available at: https:// blog.fastbill.com/marketingkonzept/ [Accessed 12 7 2017].

Perreault, W. D., Cannon, J. P. & McCarthy, J. E., 2013. Basic Marketing: A Marketing Strategy Planning Approach. 19 ed. s.l.:Irwin Marketing.

105 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

106 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

Establishment of a Modular Ecvet System in Europe Project Code: 2015-1-TR01-KA202-022287

EVENT PLANNING & DESIGN CONTENTS ANALYSIS RAISING SUPPORT AND SPONSORSHIP LEARNING UNIT 6

6

Learning Contents SUBUNIT 1: Definitions and Features of Sponsorship SUBUNIT 2: Purpose, Costs, and Benefits of Sponsorship SUBUNIT 3: Target Audience in Sponsorship

Learning hours: Workload:

8 25

Establishment of a Modular Ecvet System in Europe Project Code: 2015-1-TR01-KA202-022287

Unit Objectives Actions/Achievements Design a plan to raise support for a specific event and implement a strategy to find suitable sponsors for an event

Knowledge

Comprehensive on planning models and resources to raise support and find sponsors Fundamental to national regulations, codes, and standards of companies for supporting events

Skills Evaluate different types of companies according to their basic working field (purpose, target audience, etc.) and appropriateness for sponsorship Develop a detailed sponsor file based on given content and requirements for an event Draw up a sponsor meeting schedule, defining in detail the various steps required to implement it Adapt the event or event advertisements according to the needs of the sponsors

Competences

Autonomously select the companies which are appropriate for event supporting Define the content for a sponsorship file based on its specificities Manage the meeting process with sponsors and adapt the process according to the situation

SUMMARY

The training module enables the learners to get familiar with the concept of sponsorship. The first subunit explores the expression of sponsorship in the light of feature-seeking point of view.

The second subunit explains the purpose of sponsorship. It further explores the costs and benefits lay behind the concept.

The third sub-unit refers to the target audience in sponsorship so that it even makes analysis from drawing up a sponsor meeting schedule, defining in detail the various steps required to implement it to the meeting process with sponsors.

KEYWORDS

Sponsorship, Supports, Events, Relationship Development, Target Audience, Use of Advertising Areas, Sponsorship Process

109 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

SUBUNIT 1: DEFINITIONS AND FEATURES OF SPONSORSHIP Sponsorship;

supporting of a person or event by noble or royal families without any gain other than just reputation in ancient times defines the role of sponsorship in its historical development. Industry, developed with sponsorship organizations which have highly attracted the industrial enterprises in recent years and can be defined as a modern way of patronizing, now supersedes benevolent people who were living in the past.

However; sponsorship does not originate just from doing a favour, but also the expectation that the money spent would somehow turn back even in a different form. Principally; under the concept of sponsorship which is based on receiving and giving, the person acting as the sponsor expects something in return for the money or equipment given by the same, from the person or entity for which it acts as the sponsor. This “return” may be in the form of either promoting a specific product or the entity in its advertisements or ensuring that the brand name appears on competitions. Under the scope of sponsorship organizations which require taking steps and executing agreements, which have been planned in detail, due to mutual expectations, it is of the question to leave such expectation to chance and wait for realization thereof automatically. Especially when sponsorship is utilized as a professional communication means, situation analysis should be conducted with respect each step to be taken, targets should be established, carried out and checked in an organized manner.

(Peltekoğlu, 2005) As defined by Manfred Bruhn, German Academician, sponsorship is a business agreement which is executed to provide mutual benefits between the parties and which covers planning, implementation and checking of all activities carried out through supports in kind, cash supports or any other means for various persons and organizations in sports, culture-arts and social fields with the aim of ensuring that an entity attains its pre-determined targets. (Okay, 2002) The concept of sponsorship is addressed, and defined as building a prestigious reputation for an entity or person by contributing monetary supports in a matter which is of concern to the public, or in a special event.

(Inc, 2017) Sponsorship is the provision of monetary support by any entity to any event which is not directly in relation to the field of activity thereof. (Gülsoy, 1996) It means supporting, by an entity or person, of any event on the financial and monetary basis in order to achieve such targets as building an image, performing sales, etc.

(Tosun, 2000) According to Çeki sponsorship is a business agreement expected to yield benefits both for the sponsoring party and the sponsored party. (Çeki, 1998)

Main features of sponsorship

When we go through the main features of sponsors, we can see that they make their selections in these organizations based on their own corporate policies or the annual plans they plan to shift in the upcoming years.

The link between the entity and organization should be essentially established in consequence of researchers before matching right sponsor with the right organization. Based on the above-given definitions; we can define sponsorship as a communication means whereby not only social utility can be derived, but also the sponsoring party realized its own public relations, advertising, and marketing targets through the support provided to the event to be organized. We can conclude from all these considerations that sponsorship has a common ground with safeguarding and donation to provide support and create a social utility, and that it is different from them in that it expects a return and yield a commercial interest. The most important benefit that can be expected from a sponsorship organization by an entity is that the sponsored event appears on media, resulting in helping the sponsoring entity to reach a larger target audience. (Taşdemir, 2001)

110 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

Of course; sponsoring entity for the organization, the fields addressed by the same, and the issues handled by the same are of great importance. The most critical consideration points for any entity intending to provide sponsorship is the manner in which it will appear in the sponsorship activity, it intends to undertake, in line with its own corporate culture and behavioural consistencies. The most important concern of the sponsor should be to reach the primary target audience directly and intensely. When considered in this context, sponsorship should be realized in line with communication activities. There are critical matters to be considered by the entity, to act as sponsor, are provided below: • Corporate culture, • Target audience, • The extent of reaching the target audience.

Main features of sponsorship can be listed as follows:

Sponsorship is an agreement based on mutual duties. Under the scope of sponsorship; promotion of any activity in a sportive, cultural, social or any other fields. Promotion by a sponsor can be in various forms depending on the type of the activity. Sponsorship plays an important role in ensuring that the sponsor established communication with the public. Such communication function is set out by the sponsored party and/or by means of media or directly by the sponsoring party. Although sponsorship has many different features than the other communication means, it does not have an individual structure which is independent therefrom. Sponsorship is not a means to replace the well-known communication means such as public relations, advertising, product display, etc. Due to the fact that one duty of the sponsored party is to promote the sponsor, and that a promotion can only be achieved by means of other communication means under the scope of sponsorship, sponsorship relation is essentially in combination with other communication means. Sponsorship is a highly important competition means in strategic terms. Sponsorship creates new competition fields for promotion as sponsorship eliminates the obstacles which are in question for other conventional promotional means and enterprises are allowed to promote in various fields and forms even if they all maintain their business operations in the same sphere of activity.

On the other hand; sponsorship appears before the target audience in-between entertainment and resting periods, affect and reach them by different means. Accordingly; it is stated that sponsorship breaks a new ground in the field of marketing. In the 1930s, the term “sponsor” was used as “godparent” while the term “sponsorship” was used to mean “to provide guarantee and warranty for any other person”. In the late 1950s, it was defined as “to act as guarantor for someone’s acts”, and “responsibility and sense of awareness for someone’s duties”. According to Sam Black; sponsorship is “a business agreement to yield advantages for both the sponsoring company and the sponsored company”. As for Barry Ball; sponsorship is “provision of support in kind or monetary support by any commercial enterprise or government in order to support an individual, organization, event or activity with the aim of gaining pre-agreed commercial interest on the mutual basis”.

This support covers a pre-agreed relationship and does not constitute a part of the principal field of activity or business of the sponsor. (Okay, 1998)

111 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

SUBUNIT 2: PURPOSE, COSTS, AND BENEFITS OF SPONSORSHIP

Under the scope of many types of research, purposes of sponsorship are divided into three categories: advertising, public relations, and marketing. It is very difficult to set sponsorship activities carried out by entities apart from each other. Purposes of such sponsorship activities are, sometimes, intertwined.

Following ban of advertisements on cigarettes, tobacco in Europe, and even of alcoholic beverages in some countries (E.g; Spain, France, England, Ireland, Finland, Austria, Switzerland), the companies producing such products started to focus on sponsorship. Because, they needed to find a new field to replace advertisement, resulting in an increasing trend to focus on sponsorship. Cigarette and alcoholic beverage companies could appear on televisions as a consequence of their sponsorship activities despite the ban imposed thereon to appear on televisions and radios. For example; The company Philip Morris acted as sponsor for Virginia Slims, the first women’s professional tennis circuit, and enabled that Virginia Slims be promoted widely on TV channels where it was banned to publish advertisements. Despite the ban, promotion of Philip Morris products appeared on TV thanks to the sponsorship provided to Virginia Slims tennis circuit. Through name sponsorship provided with the products such as cigarette, alcoholic beverage, sedatives, advertisements of which were banned, it was ensured that the companies became visible to the audience with their brands and logos placed on billboards and boards, and they broke the ban on advertisement and appeared on TV during the organization. (Okay, 1998)

Purposes of Sponsorship for Advertising

The cigarette and alcoholic beverage producing companies, advertisements of which were banned from being published on media, needed to find a new field to replace advertisement. Therefore; the companies maintaining their business operations in this industry predominantly turned their steps towards sponsorship. In this way, cigarette and alcoholic beverage producing companies started to appear on televisions through especially sports sponsorship organizations. (Avşar, 2002)The brand of Efes Pilsen can serve as a good example for such case. It could make its name through especially its contributions to cinema industry in Turkey.

To support products

When Yamaha provided sponsorship to Snooker, it made use of such sponsorship to announce that they produced not only Yamaha motorcycles but also keyboards. Thereby; the different fields of activity engaged in by the entity were announced to the target audience by means of sponsorship (Okay, 1998: 46). Sponsorship of Uğur deep freeze and Uğur Mondial motorcycles to TV series to support the products of the brand of Uğur can serve as a good example.

To Utilize Other Advertising Means

This purpose covers free-of-charge advertisement programs or activities performed to display or promote a specific product at various stadiums. Daihatsu, for example, allocated its newly-designed golf cart to the golf players at a golf tournament, promoting this new cart easily. Another entity, for example, gave some messages and codes during broadcast of a car race, for which it acted as sponsor, and awarded the people who guessed them right, in order to ensure that the race was watched on TV, and it was successful in drawing the attention of audience, and increased the awareness of people for the entity’s name and products. (Avşar, 2002) Sponsorship is provided for below-given reasons: • To provide contribution to society, • To promote the corporate identity, • To develop the corporate image, • To establish the corporate culture, • To support sales,

112 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

• To increase awareness of employees and public for the entity, • To entertain customers and opinion leaders, • To increase employee motivation and commitment, and to support the internal communication, • To establish a bond between the brand and customers, contributing to establishment of the brand, • To have a media coverage, • To boost social sensitivity, • To pull customers, • To create a good-will based positive image.

Purposes of Sponsorship for Public Relations

Purposes of sponsorship for public relations consist of such elements as the creation of goodwill, supporting the corporate image, reinforcing the corporate identity, promotion of the entity’s name, developing hospitality and employee relations, drawing the attention of journalists. The concept of public relations is efficient realization of a communication creation which enables to convey opinions to various groups in order to attain the desired results. (Tortop, 1993) The purpose of engaging in sponsorship activities is to ensure that an entity or organization is understood, promoted, and that goodwill is established across the public. (Okay, 1998)

To create goodwill

Enterprises may try to show that they are responsible for the society besides their principal field of activity, and to gain the sympathy of the public and to make them think favourably about themselves in this way by supporting some events or organizations in their own circle with the aim of creating goodwill. Although the supports and aids provided by the enterprises seem to be social-oriental (without any profit-making purpose), they will earn some gains in somehow. Since people consider the entities or enterprises, which deal with social events and which are responsive to the needs of the public, in good faith, they may choose such companies, considered good, while purchasing any product or service. (Yavuz, 2006)

To Support Corporate Image

Entities provide sponsorship, in addition to the other communication means, with the aim of supporting the corporate and product image, reinforcing the corporate identity, creating goodwill and understanding in the target audience, etc. (Peltekoğlu, 2005) Realization of sponsorship organizations by the entities in monetary terms enable that goodwill is created for the entity and that a positive image is generated in entity size, financial power and international status.

(Akyürek, 1998) While sponsorship builds trust in society, it displays the corporate structure on the other hand. Accordingly; the entities generally provide sponsorship in the fields that are appropriate for their own images. (Rıdvan A., 2000) Entities determine their sponsorship fields in line with the features of their target audience and not the quantity but the favourable quality of the images, created across the target audience, becomes important. (Taşdemir, 2001)

Purposes of Sponsorship for Marketing

Sponsorship becomes a high-yield organization for a long-term among the marketing activities when it is handled with due care and supported by necessary researches. Entities should understand the importance of

113 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

sponsorship organization under the market conditions, and to direct their efforts to this field.

Purposes of sponsorship for marketing include the following: to place a product on the market, to support vendors, to make a change in marketing policy, to introduce a new product, international marketing, supporting product use, etc. Let’s look into these elements:

To place products on market

When a new product is introduced on a certain market or when it is aimed to enable the product to attain a place for itself on the market, the demographic attributes of the target audience such as age, gender, income status, educational status, etc. are established, and product promotion can be realized effectively upon provision of sponsorship to the field that might draw the attention of the target audience. (Okay, 2002)

To support vendors

When a car becomes champion in a car race (engine, tires, fuel and other equipment of a car have its own sponsor), the sponsors of this car announces such sponsorship through advertisements, and provide an excellent support for car vendors. Vendors can publicize the advertisement of the champion car easily to buyers.

Moreover, the photographs and posters of the champion car can be sent to vendors. (Okay, 1998)

To establish marketing policies

Sponsorship of events and activities provide a great many good opportunities for enterprises to publicize and sell their products. However; in case of any change in their products or services, they should announce such change immediately to their target audience. For example; when Yardley, producing women-oriented products such as perfume, decided to produce men-oriented products to change its image, it acted as a sponsor at a car race, drawing the attention of young men, to announce such change. (Okay, 1998)

To introduce new products

When Volkswagen provided sponsorship to the European tour of Rolling Stones in 1995, it introduced Volkswagen combi bus van, the first tour bus van of VW, on this market upon arrival of Stones in England. Likewise; Sainsbury’s entered into a sports sponsorship activity with a national basketball program in order to publicize the brand of Classic Cola, and national basketball matches were organized reinforced with local and regional programs supported by individual stores through the agency of England Basketball Association. (Okay, 1998) As for our country; the various sponsorship activities, realized by Ülker to promote the brand of Cola-Turka, can serve as an example.

International marketing; An entity, entering into the international market for the first time, may act as sponsor in local and national events, and show that its product is much better or as good as the other products available on the market. (Okay, 1998) Many enterprises such as Nestle, Shell, Toshiba, Mc Donald’s, etc. consider the world as a single market, and provide service to similar consumer groups in this market. The logic here is; The position held by McDonald’s customers in the USA is the same as the position held by McDonald’s customers in Turkey. (İslamoğlu, 1999)

To support use of products

Some activities can be supported to develop the market. For example; pubs in London provided sponsorship to a dart championship to make pubs popular and made these matches broadcasted on TV, aiming to develop their markets. Reebok, US-rooted sports, and healthcare company, acted as sponsor for Russian Olympics Committee with an aim to reach 200 million sports lovers in Russia. Reebok provided shoes and jerseys for sportsmen, coming from 20 sports federation in Russia, and 11 Russian athletes, dressed by Reebok, won medals in the last World Championships in Athletics held in Stuttgart. Establishing a bond between the sports heroes and the brand during this period, Reebok gained a great advantage. Opening its first store in this

114 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

country thereupon, Reebok reached a sales volume that is even much bigger than the ordinary weekly sales in New York. (Okay, 1998) Any and all kinds of positive sponsorship activities, aiming to promote a product or a brand, and to increase awareness of such product or brand, can increase use of the product. Consummation of 20 million Coca-Cola, the sponsor of Olympics, show that use of products is supported through sponsorship. (Peltekoğlu, 2005)

Pros and Cons of Sponsorship

Reasons and purposes lying behind the development of sponsorship help us to see the pros of sponsorship.

However; we should not forget that it requires an extensive preparation and planning extending from determination of purposes of sponsorship activities to organization of such activities in order to attain the desired targets and to make use of the pros of sponsorship. Therefore; it is good to consider the pros and cons of sponsorship activities. (Odabaşı & Oyman, 2003)

Pros of sponsorship

Being familiar with, and making use of pros of sponsorship is, undoubtedly, beneficial. We can specify the overall pros of sponsorship as follows. (Odabaşı & Oyman, 2003) There is an opportunity for coverage of sponsorship activity on various media organs, Sponsor increases awareness of other advertising activities, It creates a preference for the brand among consumers, It creates proud for the enterprise, It enables a competitive advantage, It creates a favourable association between the supported and supporting parties by establishing a bond between them, It does not have an apparent commercial appearance. This is one of the most important pros of sponsorship. It separates the relationship of the enterprise with the target audience from its commercial nature by engaging in such activities. Sponsorships might be highly interactive, offering the opportunity to establish experience-based relations with customers.

Cons of sponsorship

It is good to look into the cons of sponsorship in line with the targets aimed to be attained at such stages as planning and conduct of sponsorship. We can specify the overall cons of sponsorship as follows. (Odabaşı & Oyman, 2003) Sponsorship is time-consuming. It requires a long-term preparation and planning. It requires intensive personnel source, efforts, and know-how. The role of conveying message might become weak. Unless the board of directors proves the advantages of sponsorship in an integrated manner, sponsorship might be perceived as something to create differences or supporting any sponsorship organization that is irrelevant to the company. A sponsor might be charged with making use of sponsorship for its own commercial interests in a just or unjust manner. Sponsorship relations mostly show a protective and permanent nature; it includes long-term commitments which are difficult to change if your business or brand strategy is changed.

Fields to Conduct Sponsorship Activities

Entities can prefer different fields and types of sponsorship activities in order to reach their targets and target audience. Because, entities put some target at the forefront in sponsorship activities while they intended to provide an advantage for the other sponsorship targets. Sponsorship activities, conducted through financial support in a good many various fields, range extensively from arts to science, from education to sports and award ceremonies. (Peltekoğlu, 2005) Regardless of the field to conduct sponsorship activities, there are some factors to take into account while adopting the decision to carry out sponsorship activity. These factors include cost of sponsorship, duration of sponsorship, level of media coverage, reputability of the sponsor’s person or entity, risks of the sponsorship activity for the sponsor. (Taşdemir, 2001) Moreover; conformance to the intended positioning policy (target,

115 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

message, audience, and harmony between the targets provided under the positioning plan and the target market), new and creative nature of sponsorship should be considered.

A great amount of expenditures of sponsorship is allocated to the activity-related sponsorship, and sports are in the first place, followed by cultural and art activities in this type of sponsorship. (Tosun, 2000) The shares and fields of sponsorship activities, realized all around the world in 2007, are as follows: 84% in sports sponsorship, 6% in cultural-art sponsorship, 5% in publication sponsorship, and 5% in the other sponsorship types.

(Fenton, 2009) Due to the fact that it is less probable to see a team falling into disfavour despite the probability to see an individual failure, acting as a sponsor for a team rather than an individual is less risky for entities. (PeltekoÄ&#x;lu, 2005) Companies turn their faces towards social sponsorships in order to make a difference among the other companies under increasingly competitive conditions.

We can consider the types of sponsorship as follows. a. Environment Sponsorship b. Education Sponsorship c. Healthcare Sponsorship d. Culture-Art Sponsorship e. Adventure-Travel Sponsorship f. Online Sponsorship g. Sports Sponsorship

116 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

SUBUNIT 3: TARGET AUDIENCE IN SPONSORSHIP

The requirement to carry out different sponsorship types and activities in line with its feature of attaining different purposes creates many different target audience of such activities. (Tosun, 2000) The different target audience may attribute different meanings and values to sponsorship based on different perceptions of a single activity. (Dolphin, 2003) First of all, entities try to reach their existing and potential customers, which are their target audience, and to increase the number of these customers since they intend to publicize an activity and to guide the sections of such initiative in line with the favourable and unfavourable results attained following this initiative. Reaching a part of existing and potential target audience is possible with sponsorship activities. The main target audience can be provided as follows: entity personnel, customers and potential customers, shareholders, employers, financial institutions, consumer organizations, pressure groups, local administrations, public leaders, service providers and government. It is required to pre-determine the target audience, to ensure that the target audience intended to be reached by the sponsoring party and the target audience of the activity are consistent, and to also to ensure that the field of sponsorship to be selected appeals to the target audience.

Active Participants

The persons participating actively in the supported activity and live their lives actively in such activity are considered as â&#x20AC;&#x153;Active target audienceâ&#x20AC;?. For example; active target audience of a football tournament comprises of football players while active target audience of a music festival comprises of musicians. The active target audience of an activity is naturally the persons who are mostly interested in such activity. (Tosun, 2000)

Spectators

The spectators, who do not participate actively in an activity but follow and watch such kind of activities at the respective locations, are another target audience of sponsorship. For example; the persons who watch a golf tournament at the respective locations are spectators. Being familiar with the visitors and spectators of sponsored activities will help us reach the target audience of the sponsorship activity easily. For example; the number of spectators who watch matches of a football club at their home stadiums and away stadiums can be determined. Or the number of spectators of an art gallery who come to see the artistic works can be determined on the approximate basis. (Okay, 1998)

Social media audience

The persons, who are not active participants or spectators of any activity type but who follow such activities regularly on media, our target audience of such sponsored activity.

117 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

Phases and Implementation Process of Sponsorship

In order to ensure that any sponsorship activity yields the desired effects; sponsorship is required to be carried out as included in a planned process, and it is required to determine the sponsorship strategy to set out the purposes, target audience and types of sponsorship to be entered into. Upon determination of the sponsorship strategy, it proceeds with implementation phase, and finally, the evaluation phase is conducted in order to determine the effects of sponsorship. Such processes can be specified basically as follows: The target audience is required to be determined in order to ensure that any sponsorship activity of an entity attains success. The more the intersection points of the target audience of an entity and sponsorship activity, the easier it will be for an entity to take a decision to enter into a sponsorship activity. The main target audience of an entity comprised of social environment, potential workforce, employees, raw material suppliers or service providers, distributors, financial target audience, consumers, product users and opinion leaders (customers and potential customers). Purposes of sponsorship policy should be determined to base on the target audience to be addressed. Sponsorship targets and sponsorship field should be well established in line with the entityâ&#x20AC;&#x2122;s expectations. Right projects should be selected in line with the entityâ&#x20AC;&#x2122;s strategy in order to reach the target audience, and such projects should be carried out for a long time in order to create a sufficient level of perception across the public. The target audience of sponsorship activities comprises of active participants, visitors/spectators, and media audience.

Sponsorship Strategy

Sponsorship strategy is a process during which the overall outlines of all sponsorship activities of an entity are reviewed, and multiple decisions are discussed simultaneously to realize sponsorship. This may cover the field of sponsorship, the persons and means to realize sponsorship, the messages to be conveyed to target audience, the way to integrate it with the other marketing communication means, and determination of budget.

(Bay, 2007) Subject matters of sponsorship strategy comprise of: sponsorship activity to be carried out in order to publicize any entity or any product or brand thereof to the target groups, supporting of any activity, event, person or group by any entity or brand through any means such as its messages, sponsored events, slogans, etc. for a pre-determined period of time, and any and all activities to be carried out. (Okay, 2002) Any sponsorship activity, carried out or to be carried out by an entity, can only contribute to the attainment of the desired targets if it is carried out for a long period of time. The selected sponsorship field and the person/group/event sponsored should be consistent. (Keykubat, 2006)

Preparation of Sponsorship Budget

You have discussed this topic in previous modules. A brief description of this is as follows: Although it is difficult to determine the expenditures, to be incurred for a sponsorship activity, exactly, this is required to be performed. It is required to separate the expenditures by months and years, and then to address them in detail in a manner to include sponsorship budget, sponsorship events, other supporting activities to be carried out during sponsorship period, and post-sponsorship researches. (Argan, 2004)

Preparation of Sponsorship Agreement

Sponsorship is such an agreement imposing obligations to both parties that under this agreement, in return for the warranty made by the sponsor to grant the incentive as needed by the sponsored party to achieve any activity in any field, the sponsored party promotes the sponsor favourably across the public while it performs its activity through the incentive granted by the sponsor, and it undertakes to achieve its communication purpose. (Grassinger, 2003)

118 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

Generally, the entity may stipulate the following terms with respect to the sponsorship it undertakes.

Name of the entity or the brand must be definitely available on any heading to be used. The term for renewal of the sponsorship must be indicated. The sponsoring company must have the right to reject the competitor companies.

Different types of sponsorship agreement are available for each type of sponsorship. All sponsorship agreements regardless of sports, environmental, cultural or social types have some certain common grounds. (Soyer & Can, 2010) 1. Project: Clear description of planned activities. If the draft version that has been drawn up in advance is accepted by both parties, the main body of such draft version may be drawn up.

2. Time: Sufficient time must be allocated for preliminary preparations, and a timetable must be prepared for each initiative to be taken (Press release, placement of boards, sending of invitations, etc.).

3. Payment: This is the duty of sponsor, only. Payment will not be made only in monetary terms but may be made in the form of equipment and service to be provided by the sponsor.

4. Obligations of the sponsored party: The matters such as advertising areas of the sponsored activity, the activities which the sponsor is obliged to perform, any other party which might be included herein, and license rights of the sponsor, etc. are set out under this section.

5.

Other advertising opportunities: Autograph sessions, TV programs, meetings, etc.

6. Term: In order to render an agreement official, the dates of commencement and completion of the sponsorship agreements must be set out.

7. Special Cases: Any act/action that might lead to a breach of the agreement must be determined in advance. Thus, the party acting in breach of the agreement is punished in legal terms.

8. Insurance/liability: It must be agreed upon ensuring the safety of visitors, and especially spectators during shows.

9. The requirement to act in good faith: During the terms of the sponsorship agreement, it must be avoided from any and all acts/actions that might give damage to the sponsoring entity or product. If the sponsorship is accepted, the product or the service must also be accepted. The requirements of such case are required to be determined in advance.

Evaluation of Sponsorship Events

Evaluation of the effectiveness of the sponsorship event is one of the most difficult phases of sponsorship management. Evaluation of the effects of sponsorship generally constitutes a problem for two reasons. Firstly, a company mostly utilizes other marketing means in addition to sponsorship, which makes an evaluation of only the effects of sponsorship difficult to evaluate. Secondly; activities of a competitor, irregular change of economic conditions, and other external factors lead to uncontrollable variables. Such external variables, with an effect on sponsorship programs, might be either favourable or unfavourable, and it is difficult to exclude such kind of factors. (Argan, 2004) There are several methods to be used for evaluation of the effectiveness of sponsorship. As a result of the researchers on this matter, it has been found out that the sponsoring companies focus on several different methods. (Argan, 2004)

Research Methods Used in Evaluation of Effectiveness of Sponsorship

Several forms of researchers can be conducted with the target audience in order to understand the effectiveness of sponsorship. Asking questions to, and making observations on the target audience regarding effectiveness are utilized. (Okay, 1998)

119 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

Asking questions: Researchers are carried out by asking questions to the target audience in person, in writing or by telephone. Telephone calls have arisen due to lack of time. It is especially utilized to carry out research on the level of awareness. Face-to-face contacts can be performed in the form of the interview at the venue.

Making observations: It is tried to determine the number of spectators who watch the event either on TV or at the venue of sponsorship event, and to find out the level of interest as shown by the target audience to the sponsored event. In this way, the number of spectators can be determined only on an estimated basis. It is not possible to determine whether the spectators perceive the sponsoring entity or what kind of an effect is left on them by such entity. (Argan, 2004)

Researchers Conducted Basing on Time of Sponsorship

Sponsoring entities can conduct researches before, during and the following sponsorship in order to evaluate the effectiveness of sponsorship.

Through preliminary tests: The research forms, prepared before initiation of sponsorship activity, can be used in order to obtain information about the status and attitudes of the target audience for sponsorship field and sponsor. Detailed information about recognition, image, products, etc. of the sponsor can be obtained. (Okay, 2002)

Researchers conducted during sponsorship:

During sponsorship activity, spectators of the sponsored event can be interviewed in order to obtain information about recognition of the sponsor and the opinions regarding the same by asking questions them as to whether they are aware of the sponsorship, or not, and whether they think favourably about the sponsor, or not, and also whether they plan to purchase the products or services of the entity which acts as the sponsor of such event, or not. (Argan, 2004)

Post-sponsorship tests

The company can either conduct the tests, to be performed in order to establish whether the sponsorship targets of the entity are achieved, or not following the sponsorship activity, or have a market research company conduct such tests. Through the evaluation to be performed following the sponsorship activity, the level of recall of the sponsor is determined. (Argan, 2004)

Returns of Sponsorship Events

Direct economic returns, gained from a sponsorship event, can be rarely measured. It is possible to yield benefits in line with the successful results obtained from the sponsorship event such as increase of awareness regarding the entity in long-term, and favourable perception of the corporate image by the target audience, and to obtain economic gains upon reflection of them on sales and service operations of the entity, like the case in public relations. However; it is highly difficult to measure the net results of such yielded gains.

Generally; market research methods are utilized to evaluate the effectiveness of any sponsorship event while cost-benefit analysis is utilized to determine the attained achievement. However, not only returns of sponsorship event are measured here. There are many factors other than sponsorship which affect the cost-benefit analysis. Moreover; it should be considered that the targets to ensure the effectiveness of sponsorship are generally perceptual, and that perceptions change from one person to another. In case of provision of sponsorship to any event which has concrete deliverables (a case that we do not encounter in social sciences), the below-given sponsorship pyramid can be applied, and the results of such activity can be observed.

It may also not be possible to evaluate any sponsorship event with results that cannot be measured clearly.

Only the coverage of sponsoring company or brand on mass communication means and the level of accessibility through such means can be traced. A consensus cannot be created even in this phase; while some of

120 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

the authors suggest that only the coverage extent and coverage time of sponsorship on TV or media are not criteria in the evaluation of sponsorship, some of them suggest that coverage extent and coverage time on mass communication means are criteria in the evaluation of effectiveness.

121 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

EXERCISE

Please conduct the below-given case study based on the information as provided above regarding sponsorship, history of sponsorship, fields of sponsorship and any other scope.

You, as a PR agency, will hold meetings with a technology company for sponsorship with respect to a new product to be introduced soon. This new product will enable to make phone calls by means of an in-vehicle apparatus. This product and the company have such a feature: They will donate % of the returns, to be yielded from the first 1 million sales to hearing-impaired families.

With which companies would you get in touch with such company, and what kind of a sponsorship activity would you enter into?

TRADE NAME(S) OF SPONSORED COMPANY/ COMPANIES

FIELD OF ACTIVITY

PURPOSE OF PRODUCT

SOCIAL BENEFIT ASPECT

You can broaden or narrow down the above-given table as you wish. Which companies and in which order (it can be just a single company) would you plan to hold meetings, and with what kind of a sponsorship activity would you suggest to them? You can work on the Case Study, and deliver presentations to your team members. You can start with where you cannot convince them.

122 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

FURTHER READING AND BIBLIOGRAPHY Akyürek, R., 1998. Sponsorluk Planlaması. Eskişehir: Anadolu Üniversitesi Sağlık ve Bilimsel Araştırma Çalışmaları Vakfı Yayınları.

Argan, M., 2004. Spor Sponsorluğu Yönetimi. Ankara: Detay Yayıncılık.

Avşar, A., 2002. Kurumsal İmajın Oluşmasında Halkla İlişkiler. s.l.:Free Press.

Bay, E., 2007. Abant İzzet Baysal Üniversitesi Sosyal Bilimler Enstitüsü, Yayınlanmamış Yüksek Lisans Tezi. Otel İşletmelerinde Halkla İlişkiler Faaliyeti Olarak Sponsorluk: Ankara’daki 5 Yıldızlı Otellerde Bir Araştırma. Çeki, Ç., 1998. Sponsorluk Bir İş Anlaşmasıdır. Mediacat Dergisi, Issue 43, p. 8.

Dolphin, R., 2003. Sponsorship: Perspectives on Its Strategic Role.. Corporate Communications, 3(8), pp. 173186.

Fenton, W., 2009. The Global Sponsorship Market. Journal of Sponsorship, Issue 2, pp. 120-130.

Grassinger, G. E., 2003. Sponsorluk Sözleşmesi. Ankara: Seçkin Yayınları.

Gülsoy, T., 1996. Reklâm Terimleri ve Kavramları Sözlüğü. İstanbul: s.n.

Inc, 2017. Inc. [Online] Available at: https://www.inc.com/encyclopedia/corporate-sponsorship.html [Accessed 1 12 2017]. İslamoğlu, A. H., 1999. Pazarlama Yönetimi. İstanbul: Beta Basım Yayın Dağıtım.

Keykubat, N., 2006. Kurumsal İletişim ve Tanıtım Tekniği Olarak Sponsorluk ve Sponsorluğun Bankacılık Sektöründe Uygulanması. Celal Bayar Üniversitesi Sosyal Bilimler Enstitüsü, Yayınlanmamış Yüksek Lisans Tezi.

Odabaşı, Y. & Oyman, M., 2003. Pazarlama İletişimi Yönetimi.. İstanbul: MediaCat Kitapları.

Okay, A., 1998. Halkla İlişkiler Aracı Olarak Sponsorluk. İstanbul: Epsilon Yayıncılık.

Okay, A., 2002. Televizyonda Program Sponsorluğu ve Uygulamaları. İstanbul: İstanbul Üniversitesi İletişim Fakültesi Yayını.

Peltekoğlu, F. B., 2005. Halkla İlişkiler Nedir?. İstanbul: Beta Yayınları.

Rıdvan A., B., 2000. Halkla İlişkiler ve Tanıtım. Konya: Nobel Yayıncılık.

Soyer, F. & Can, Y., 2010. Sporda Sponsorluğun Hukuki Temelleri ve Türkiye‟deki Mevcut Durum Üzerine Bir İnceleme. Uluslararası İnsan Bilimleri Dergisi, 1(7), pp. 1201-1218.

Taşdemir, E., 2001. Hedef Kitleye Ulaşmada Etkli Bir Araç: Sponsorluk. Selçuk İletişim Dergisi, Issue 1, pp.

123 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

97-105.

Tortop, N., 1993. Halkla İlişkiler. Ankara: Yargı Yayınları.

Tosun, N. B., 2000. Sponsorluğun Kurumsal ve Pazarlama Halkla İlişkiler Açısından Değerlendirmesi. Öneri Dergisi, Issue 13, pp. 143-147.

Yavuz, C., 2006. Halkla İlişkiler. Ankara: Detay Yayıncılık.

124 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

Establishment of a Modular Ecvet System in Europe Project Code: 2015-1-TR01-KA202-022287

EVENT PLANNING & DESIGN CONTENTS ANALYSIS RELATION WITH THE MEDIA - LEARNING UNIT 7

7

Learning Contents SUBUNIT 1: Media Types and Media Instruments SUBUNIT 2: Specifics and Principles of How Media Works in a Country SUBUNIT 3: Dissemination Strategies

Learning hours: Workload:

8 25

Establishment of a Modular Ecvet System in Europe Project Code: 2015-1-TR01-KA202-022287

Unit Objectives Actions/Achievements Establish a plan for the relation with Media Create the materials for the dissemination of a specific event

Knowledge

Comprehensive on Media structure, its main formats, and operation dynamics models Fundamental on media regulations, legislation, codes and standards Fundamental on Media tools and instruments

Skills Identify media main characteristics and select the most suitable one for a specific event according to its characteristics Establish the necessary steps required for developing a communication plan Respond to media according to circumstances (press conferences, telephone interviews, discussions)

Competences Act independently with production technologies of solutions suited to different objectives and supports (print, audio, video, digital) Autonomously select a model to be applied in the relationship with the media Check for solutions for a successful cooperation with Media Create and shape a powerful recognisability and image of an event

SUMMARY

The unit aims to provide an understanding on how the relationship with media can be established and sustained, what media tools and channels can be used in order to be featured on a media tool for the upcoming event. Since this type of communication is mostly attributable to the field of public relations, most theory for this module comes from this sphere.

The first subunit takes a look at media types, they are also called as communication channels, (television, radio, writing media) and instruments (press release, press conference, e-newsletter) with which relations with journalists can be established and possible coverage may be settled.

The second subunit covers topics of media regulations and the selection process of the most suitable media channels according to its target auditory.

The third subunit provides an understanding of possible activities to be implemented that have to be thought of when creating a communication plan, including the timetable.

KEYWORDS

Media relations, public relations, communication, press release, press conference, news, interview, target audience, journalists, press kit, communication channels

127 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

SUBUNIT 1: MEDIA TYPES AND MEDIA INSTRUMENTS

Media communication has always been one of the most valuable tools for event organizers when trying to promote awareness about an event by using minimal financial recourses. (Parry & Shone, 2001) These types of activities are most often associated with the field of public relations, although, nowadays, promoting an event is referred to integrated marketing communication which is an approach to achieving the objectives of a marketing campaign, through a well-coordinated use of different promotional methods that are intended to reinforce each other that is most likely to be used, since all the campaigns for making awareness most often are created as a whole entity, merging together advertising, marketing, and public relations, in order to create a single image. (Dictionary, 2017) The work of a public relations specialist is based on the implementation of clearly planned communication programs, whether they are planned to create an image for a company or to introduce public to a new event.

(Breckenridge, 2008) For the last decades, thanks to the advanced opportunities provided by the internet and social media, communication programs have changed a great deal – although traditional mass media (television, radio, press) are still very relevant, direct communication tools (social networks, blogs etc.) with possible visitors to the event acquires much greater importance. The positive aspect in using new media is the opportunity of a two-way communication – event organizers no longer have to try to guess questions raised by the undecided attendees e.g. prices of tickets, where to park, how to get there etc. as they can easily be answered if they pop up online.

Although internet also complicates the task of maintaining a single image for the event, everybody can take part in the communication process. (Breckenridge, 2008) The Internet is a good tool to create sustainable communication with journalists whose job requires mobility and speed as much as ever. It means that it is very important to know with which media to speak about what themes not to waste time. It is also important to create an online platform where journalists can easily find information about the event and its organizers – most likely it could be a web page or a facebook page.

(Breckenridge, 2008) When thinking about messages meant to be delivered to the media, it is important to remember to create them as compact and precise as possible. The fact that a great stress should be put to for example correctly write press releases writing principles of which will be able shown at the end of this unit. It is very well shown in a research carried out in the United Kingdom where thirty-six press releases about Cheltenham Festivals of Music and Literature published. The study took into account the way they were written and the way they appeared in the media – all of the 36 releases were published up to 99% in the same form as they were sent out, looking at the amount of the published words and deleted or corrected text. (Connell & Page, 2015) Considering today’s saturated information space, one of the key elements of a successful public relations campaign is to reach your audience, avoiding mass communication. That’s why it is important to conduct research before communication is launched – it would help to find out which media channels to use. (Breckenridge, 2008) For example, nowadays in Latvia lots of young people do not watch and do not even own a TV, so if the target group of your event is young people, it would probably be useless to try to arrange a television interview, nevertheless that it is the medium with which it is possible to reach the biggest audience – if it is not your target audience, it does not matter. The event organizer may conduct their own research. For example, assume that the event is carried out annually, and it is not organized for the first time and the organizer owns a database of the people who have visited in previous years. Therefore, the researched can be conducted by asking the previous-years visitors through which information channels they first learned about the event.

WRITING MEDIA

It is very common to divide journalism in general into four different genres: news, reportage (long and analyt-

128 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

ical news article), comment and interview.

The most important genre for most media and public relations specialists is news as it is the most common one. News refer to everything that is new, unusual, special and topical, and this topicality is the first criteria for journalists for choosing whether to publish something or not. (Dimants, 2009) The structure of the news (also valid for press releases) is created after the upside-down pyramid principle.

First comes the “W” questions (What, Who, When, Where, Why), then it is followed by the most important details, who are backed up by the background information leaving the less important details at the end. News is carried out short and precise language, without making any personal comments.

The bolded paragraph, also known as the lead, consists of the most important information and answers to five “W” questions, mentioned above. In this sentence (or two) the same thought that is already in the title must be repeated, but if possible using different words. (Dimants, 2009) If the event is a kind of performance like theatre, film or music the review that includes the critic of the performance can be evaluated as reportage or comment according to its content. (Dimants, 2009) In Latvia information about events in the writing media usually appears in the form of news (many newspapers/internet portals even have a section which consists of upcoming events, like a calendar for the week/month), or in reviews after the event. Sometimes it can also appear in a form of an interview with some of the organizers or lead figures who will take part in the event.

TELEVISION

Although it often seems that nowadays every news can be captured online and the internet is the most popular media, in most countries television, is still considered to be the mass media number one, meant for the widest audience.

Of course, when speaking about television, it has to be taken into account, that it is above all a visual media.

(Dimants, 2009) More than 55% up to 85% impression of the appearance in television results from the body language, picture setting, and drama, so it is always important to consider how much visual material the event can offer so that it is seen as attractive and interesting to the viewers. Also, when participating in a television interview, it is very important for the guest to control their behaviour in front of the camera – gestures, mimics, a way of speaking. (Singleton, 2014) Prerequisites that should be taken into account, when doing a television interview. Unless it is a telephone/ Skype video interview and the reporter is right beside the guest– the guest should always look at the reporter and not to look at the camera, which must be ignored because the cameraman will do their job. By looking at

129 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

the camera the interview will simply look very unnatural.

When being one on one with the camera on the other case, one should always try to look in the camera, and should not look at the other screen, where they can see their face, to try to check how they look, because these eye movements are easily noticeable and make them look uncertain. (Singleton, 2014) It is also worth trying to lean closer to the camera, or at least not getting back from it – it will show that they are deep into the conversation. It is also good to smile a little because it will not only make a positive impression but also improve the sound of their voice. Also, as mentioned above, it is a visual media and one should always try to keep in mind that gesture language is very important – so they should not only reply to the interviewer with words but also with gestures – a head nod, a smile or whatever seems appropriate in the concrete moment.

(Singleton, 2014) Information about events in television usually appears as a story in the news (in Latvia, for example, they most often appear on the evening news or cultural news) or in the form of an interview in breakfast shows or talk shows. Most popular (though very large scale) examples are “Tonight Show with Jimmy Fallon”, “Conan” etc.

For some very big scale events, there are sometimes also other custom solutions, like for example live stream translations from festivals (BBC television coverage on Glastonbury 2017 music festival).

RADIO

An audio text is much harder to perceive than written text because the characters presented in it are less effective than spatial ones: it is easier to read text than listen to it. (Kruks, 2005) That is why it is very important to speak directly and specifically using more nouns and verbs, moderately using adjectives and conditional words, avoiding long, decorative descriptions. Intonation is also a matter of great importance in a radio interview, especially if it is a telephone interview. (Kruks, 2005) The length of the interview depends on the length of the broadcast, but approximately news reporters interview their guests from 5 to 8 minutes for a 30 to 90 seconds interview excerpt. (Kruks, 2005) But taking part into a radio interview should be relatively easier since it is possible to take a notepaper with the main speaking points (although quite many radio stations also provide video live streaming which can be seen on their webpage). But on the other hand, radio as a communication channel also requires additional preparation, since the conversation can be quite long depending on the type of the broadcast. Furthermore, if it was a telephone interview, one should think about the place, where to carry it out, for the radio that of making the environment quiet and ensuring nobody can walk in and interrupt is enough.

MEDIA INSTRUMENTS PRESS RELEASES

A press release is a formal, official statement to the press about something new or significant. (Dictionary, 2017) In order for the press release to reach its target audience e.g. get published, it must follow a specific standard in its construction. As mentioned, it must contain information that is new and topical, as well as it must be given to the right person at the right time. There are two ways how to try to get journalists to publish the release – send it to all in a row and make it as general as possible or to create it for specific publications, which possibly gives a greater guarantee that it will be published. (Nolte & Wilcox, 1990) Structure of the release must be made based on the overturned pyramid principle – in the title and the first paragraph the most important information is mentioned (What? Who? Where? When? Why?), then comes the background information and at the end comes information about the organization.

Three most important elements of the press release are:

130 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

Title - sometimes it is considered the most important feature of the press release because if the title won’t be attractive, nobody will open the e-mail or the press release. The title should include information what the release is about, why this event is important and why it is important exactly now. The headline can be thought of as a tweet, where with a limited number of characters, the message has to be delivered in a binding manner, including the important facts. (Wynne, 2016) But the title should not be confusing, because journalists get a lot of press releases every day, and if they won’t be able to quickly figure out, what it is about, they probably will not open the e-mail and the release (titles for the e-mail and the release should be the same). (Murray, 2014) The first paragraph or the lead is a summary of the most important information, answering 5 «W» questions.

This is the next most important part of the title. Well written – it is the instrument with which you can get journalists to read the release till the end. The lead shouldn’t be longer than 15 – 20 words. (Murray, 2014) There are two types of leads – one is the «summary» type, which includes the basic information, the other one is a creative pitch type, wherein the lead appears the most interesting and topical information about the event, but it also has to include all the basic information. (Nolte & Wilcox, 1990)

Figure 1 (Technologies, 2017)

The text (background information) part – the ideal length of a press release is approximately one A4 sheet (300 – 400 words). It should be 3 – 4 short paragraphs in the text part including background information, statistics, if there is any, quotations etc., it should be delivered in a simple language, that is easy to read. At the end of the press release, there should be informed about the organization, that is responsible for the event, as well as the contact information of the person, who prepared the release, so in case of any questions, the receiver of the release could contact the person by whom it was prepared. (Armenia, 2017) Moreover, when preparing a release, it should be taken into account, that a standard color choice and fonts (Times New Roman, Arial 12) will make it look more professional. In the header (upper side of the paper – in the right or left corner) logo can be placed, which will immediately show the address where the release is from.

The contact information of the organization and the date on which the release was prepared. The publishing date of the release may be added, but in most cases, releases are sent out on the same day when they are meant to be published. The release can be made easier to view by using bullet points and subheadings, in particular, if it includes numbers. (Murray, 2014) If the release is sent by e-mail (which is most likely), many organisations may practice copying the whole release or the lead in the message of the e-mail, considering that the journalists would like to gather more information and check if there is anything interesting for them. It is very important to double-check the release

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before sending because typing errors look very unprofessional.

If any photos are added to the press release, it is important that they are qualitative (ones that can be shown on the news). Photos must illustrate or add something extra to the release. Also, if they are very qualitative, they are also often quite heavy, so it is a good practice to upload them to the webpage and add a link where they can be downloaded in the e-mail. (Singleton, 2014)

PRESS CONFERENCE

A press conference is a media event organized in order to make a public statement, after which journalists will be able to ask questions. (Dictionary, 2017) Press conferences are organized only if there is something really important and topical to be announced because journalists have to make time to physically get there. The purpose could be a chance to interview a person they otherwise couldn’t get to, see a place that has been closed to other people or something else interesting. Anyhow, there has to be something that is extra and cannot be given through a press release. (Singleton, 2014) Few days before the conference journalists are informed about the theme, place and time of the conference by a press release or an invitation (still, a «save the date» e-mail may be sent earlier). It is also important to create a «press kit», which includes names and positions of the speakers who will attend the conference, also it should include a press release, where is the main information discussed in the conference, also photos (or a link to them) can be included.

The best time to organize a press conference is from Tuesday to Thursday, from 11:00 to 16:00, because on Mondays journalists work more passively and in order to gather all the information that has emerged on the weekend, they probably would not like to leave the office. On the contrary on Friday, all the materials for the weekend are prepared, which means a lot of work, so the journalists would not be happy to leave the office.

The middle of the day is the best time for the conference because the representatives of the electronic media will be able to make references to the event a few times till the evening and the representatives of the printed media will be able to prepare the message for the next day’s edition.

The length of a press conference should not exceed an hour. At the entrance of the conference, journalists should be asked to register (at a previously made form), so afterward the conference holder can track who made it join the conference out of all the invited journalists. After the press conference, it is a positive practice to send a post-press conference release, which is replenished with photos from the conference and the event organizer can also send it to the media to let them know whose representatives did not attend the conference.

E-NEWSLETTER

This media instrument is intended to educate knowing how much spam mail people get every day, that’s why it is important to include only the most essential and important information. The easiest way to create a newsletter is to create a template, but it is important to take into account that the communication will be held on regular basis. There are various systems (e.g. MailChimp) templates of which can be used to send newsletters, but it is also possible to create them manually without the help of these template-provider sites. The newsletter is a good way to inform both the target audience and the media about what is new and important.

(Breckenridge, 2008)

Media communications are usually related to the field of public relations. It is important to think about the type of the event, the media channels, and journalists that could be interested in it and what media the target audience use before starting to build a way to communicate.

Although lots of different media are present these days, the most popular mass media channel is still television. Despite the radio and writing press are still evaluated as quite popular, channels such e-newsletter promise much more growth than that of the traditional ones.

132 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

SUBUNIT 2: SPECIFICS AND PRINCIPLES OF HOW MEDIA WORKS IN A COUNTRY

Media is not an easily definable concept, so it is possible to view it from various angles. However, thinking about mass media, the closest is the technical understanding of this concept. According to it, the matter of technical multiplication is very important, because only after it is possible to transmit the message to the biggest possible audience. It can be done in various formats – textual, audio, visual or audio-visual.

Moreover, when one mentions mass media s/he probably refers to newspapers, journals, TV, radio, web pages or other large-scale interactive platforms intended for public communication. (Anon., 2016-2020) Mass communication is defined as a form of communication by which a message is communicated to receivers through media. (Anon., 2016-2020) Likewise, media convergence is becoming increasingly popular nowadays, meaning the gradual merging of traditional media and the internet. This aspect is important because it changes the behaviour of consumers, causing the media to look for new ways to attract and keep audience’s attention. (Anon., 2016-2020) In Latvia, mass media field is regulated by the law “on the press and other mass media”, which state that mass media are newspapers, journals, newsletters and other periodicals (if they are published in a frequency of not less than one every three months with the limitation that one-time circulation exceeds 100 copies. Furthermore, electronic mass media, cinema chronologies, announcements by information agencies and audio-visual recordings for public dissemination are also regulated by the electronic mass media law. In general, mass media activities in Latvia are governed by the above-mentioned national laws, as well as international and EU laws.

In Latvia, electronic media is divided in public media which are state capital companies and commercial media.

Public media in Latvia are television channels LTV1 and LTV7, as well as the radio: Latvian Radio 1; 2; 3; 4; 5 and 6. For the July-2017 month, the most watched TV channel in Latvia has been LTV1 (TNS), which for a long time competes with popular media channel TV3, which mostly provides entertainment shows. This most likely points to the improvement of the quality of the LTV1.

The most listened radio stations in the spring period in Latvia have been “Latvian Radio 2”, “Radio Skonto”, “Latvian Radio 1”, “Radio SWH”, “European Hit Radio” and “Star FM” (TNS). As it has been mentioned previously, it is not most important to get publicity in a media which is the most popular, it is important to get publicity in a media which is the most popular amongst your target audience. That is why, before sending out press releases or trying to contact the media in other ways, it is important to try to answer a few questions: - What are the media habits of your target audience, what kind of media they use the most?

- How to deliver the message if they do not use any media?

- What are the opinion leaders they follow and trust (journalists, bloggers etc.)?

One more important aspect is to understand the difference between public relations and advertising, any statement distributed for payment or other consideration, as well as any promotional program of any person related to commerce, business, profession or profession, designed to promote the offer of goods, including immovable property or services, for payment or other consideration. For example, if a journalist offers to create a publication for money – it is not an ethical practice, and it is illegal.

133 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

SUBUNIT 3: DISSEMINATION STRATEGIES

Regardless of whether public relations are considered to be a part of a marketing campaign or as a separate, independent set of activities, all actions regarding communication should be carried out in a way to further create a single image. (Parry & Shone, 2001) The communication plan will help to define the communication goals and use the right media to achieve them and it is worth to remember that timing is very important. That is why, when a communication or a marketing plan for the event is built, in most cases there is also a public relation component, bear in mind that different media requires a different amount of time for planning relevant activities. For example, news broadcast or an interview on television is planned approximately one week in advance, but an article in a newspaper that is published once in a month is planned one to two months before.

(Parry & Shone, 2001) There are seven aspects that should be allowed for shaping a communication plan: 1. The goal of the communication (in this case, most likely to promote the event) 2. Your target audience 3. Human, financial resources, technological expertise and technological means available to carry out communication activities 4. Key messages you want to include in your communication 5. Determining communication channels 6. Budget 7. Evaluation (impact assessment) - each communication activity should be measurable Briefly outlining a timetable for the communication plan of an average event (say festival, international concert etc.), it may be worth remembering that 5 – 6 months before the event a date and a place for a press conference should be booked. Up to this time, a possible media list also should be clear.

5 – 6 months before the event preparation for the press kit should be started 4 -5 months before the event the first press release in which you announce the event is sent out 3 – 4 months before the event it is possible to start to arrange first interviews with media (most likely using written media published once a month) 2 – 3 months before the event – sending out invitations for registration (if a registration is planned) Month of the event – hold a press conference Week of the event – send out a press release After the event – last media publications – photos and press release about the success of the event are sent out, as well as if the event is annual – you can announce the date of the next event. (Parry & Shone, 2001) Sometimes called dissemination plan, sometimes communication plan, other times – a marketing plan, its purpose is the strategic promotion of the event. Before starting any communication activities, including the ones related to the media, the goal of the communication, target audience, resources, key messages, communication channels and evaluation mechanisms, as well as the timetable of the activities, should be clear.

134 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

EXERCISE 1

Write a press release for an imaginary or an upcoming event organized by you/your organization.by taking positive practices mentioned in this subunit into account.

EXERCISE 2

Taking into consideration questions about target audience mentioned in this sub-unit, go to the respective website in your country and try to identify your main media channels according to their and your event`s target audience and specificity.

EXERCISE 3

Considering above-mentioned aspects while shaping a communication plan, create a timetable for the media activities including the media that you choose as the most proper mediator for your message.

EXERCISE 4

1.Which sphere media relations most often are associated with?

•Project management •Marketing •Public relations 2.What is integrated marketing communication?

•Approach to achieving the objectives of a marketing campaign, through well-coordinated use of different promotional methods •Alternative term for guerrilla marketing •New definition of public relations 3.The positive aspect of using new media is the opportunity of a two-way communication True / False 4.Messages for the media should be…

•As broad as possible, going deep into the subject •Compact and precise •Abstract and unclear, so they raise interest 5.It is very common to divide journalism in general in how many (4) different genres: News, Reportage, Comment, Interview 6.First criteria for a message to be published is its…

•Length •Title

135 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

•Topicality 7.Which mass media is supposed to be the most popular in Latvia?

•Television •Radio •Digital news portals 8.When participating in a television interview and the journalist is right beside You, You should always look straight into the camera.

True / False 9.If participating in a radio interview, it is very important to…

•Use more nouns and verbs, moderately using adjectives and conditional words, avoiding long, decorative descriptions.

•Use more adjectives and conditional words, moderately using nouns and verbs, involving long, decorative descriptions.

10.What is a press release?

•Formal, official statement to the press about something new or significant •Informal message to journalists that can be given in a written or spoken form about the upcoming event •Weekly updates on what’s new and important 11.Structure of the release must be made based on the overturned pyramid principle 12.The first paragraph or the lead must answer to 5 “W” questions, giving the most important information about the event.

True / False 13.When is the best time to organize a press conference?

•Monday or Friday in the middle of the day •From Tuesday to Thursday in the middle of the day •From Tuesday to Thursday in the morning 14.Every journalist, who comes to the press conference should receive a pre-prepared package press kit which includes names and positions of the speakers who will attend the conference and a press release that summarizes all the main information that will be discussed in the conference.

15.Media field in the country is regulated only by national laws.

True / False 16.Which of the following statements is more recognized by the public relations scholars?

•It is more important to reach your target audience than the widest possible mass audience

136 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

•It is more important to reach the widest possible mass audience than your target audience 17.One of the most important questions, that you have to answer in order to define the preferable media channels, is “What are the media habits of my target audience – what kind of media they use the most?”

True / False 18.If a journalist offers to create a publication for money – it is a positive practice and you should agree.

True / False 19.There are 7 aspects that should be thought about when shaping a communication plan: goal, target audience, resources, key message, communication channels, budget, evaluation True / False 20.When the first press release, announcing the event, should be sent out?

•7 months before the event •4 -5 months before the event •2 months before the event

137 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

FURTHER READING AND BIBLIOGRAPHY Anon., 2016-2020. Mass Media Policy Guidelines of Latvia , Riga: s.n.

Armenia, N. S. S. R. o., 2017. How to write a press release. [Online] Available at: http://www.armstat.am/file/ doc/99487128.pdf [Accessed 1 12 2017].

Breckenridge, D., 2008. PR 2.0: New Media, New Tools, New Audiences. Upper Saddle River, N.J.: FT Press.

Connell, J. & Page, S., 2015. The Routledge Handbook of Events.. New York: s.n.

Craig, B., 2016. Media writing: a practical introduction. London: Palgrave Macmillan.

Dictionary, B., 2017. Business Dictionary. [Online] Available at: http://www.businessdictionary.com/definition/ media.html [Accessed 1 12 2017].

Dictionary, C., 2017. Cambridge Dictionary. [Online] Available at: https://dictionary.cambridge.org/ [Accessed 1 12 2017].

Dimants, A., 2009. Žurnālistika: Mācību un Rokasgrāmata. Rīga: s.n.

Eldridge, S. A. F. A., 2017. The Routledge companion to digital journalism studies. London: Routledge.

Kruks, S., 2005. Radiožurnālistika. Rīga: Valters un Rapa.

Murray, J., 2014. How to write an effective press release (The Guardian). [Online] Available at: https://www. theguardian.com/small-business-network/2014/jul/14/how-to-write-press-release [Accessed 1 12 2017].

Nolte, L. & Wilcox, D., 1990. Public relations writing and media techniques. New York: HarperCollins.

Oğuz, A. & B., Ş. E., 2017. Research methods and techniques in public relations and advertising. New York: Peter Lang.

Parry, B. & Shone, A., 2001. Successful Event Management: A Practical Handbook. London: Continiuum.

Roberts, J., 2016. Writing for Strategic Communication Industries, s.l.: The Ohio State University (https://osu. pb.unizin.org/stratcommwriting).

Singleton, A., 2014. The PR masterclass : how to develop a public relations strategy that works!. Chichester, West Sussex : Wiley & Sons Ltd..

Technologies, L., 2017. How to Create a Great Press Release. [Online] Available at: https://www.lianatech. com/news/liana-technologies-hints-and-tips/tip/how-to-create-a-great-press-release.html) [Accessed 1 12 2017].

138 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

Tutorial, P. R., 2011. https://www.youtube.com/watch?v=8UGjujm9BKw, s.l.: WFDMacedonia.

Weintraub, A., 2015. Strategic public relations management: planning and managing effective communication programs. New York: Routledge.

Wynne, R., 2016. How To Write A Press Release (Forbes). [Online] Available at: https://www.forbes.com/ sites/robertwynne/2016/06/13/how-to-write-a-press-release/#6d0fdec3b932 [Accessed 1 12 2017].

139 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

140 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

Establishment of a Modular Ecvet System in Europe Project Code: 2015-1-TR01-KA202-022287

EVENT PLANNING & DESIGN CONTENTS ANALYSIS EVENT PROTOCOL â&#x20AC;&#x201C; LEARNING UNIT 8

8

Learning Contents SUBUNIT 1: Event Protocol SUBUNIT 2: Categorization of events SUBUNIT 3: Special events SUBUNIT 4: Potential Critical Points SUBUNIT 5: Event Communication Protocol

Learning hours: Workload:

8 25

Establishment of a Modular Ecvet System in Europe Project Code: 2015-1-TR01-KA202-022287

Unit Objectives Actions/Achievements Define a protocol for a specific event Organize and monitor the protocol implementation

Knowledge Comprehensive on national rules, regulations, standards related to different types of event protocols Comprehensive on etiquette and/ or established communication styles in different professional communities, business sector, age group etc.

Skills Match the protocol rules and procedures to the eventâ&#x20AC;&#x2122;s specific characteristics, participants, and requirements of customer and/ or sponsors Define clear and understandable rules related to different aspects of event planning, organization, and conduction

Comprehensive on cultural differences between representatives of different target groups, including national specifics

Discuss the rules with professionals involved in event planning, organization and conducting and modify requirements defined, if necessary

Fundamental to international protocol rules, regulations in event implementation

Identify potential critical points and suggest preventive actions

Competences Autonomously select protocol rules/ regulations/ procedures/ standards to be applied in a particular event Lead implementation monitoring of the agreed event protocol according to schedule, rules, and requirements Adapt the event protocol based on reflection, feedbacks, own achievements, difficulties and weaknesses Instruct responsible team members and customerâ&#x20AC;&#x2122;s representatives about the designed event protocol Solve problems that may arise in event preparation phase

SUMMARY

This training unit explains the essence of event protocol for the different kinds of events. First of all, the protocol for an event depends on the kind of event as a public assembly for the purpose of celebration, education, marketing or reunion.

The protocol is defined as a system of rules that explain the correct conduct and procedures to be followed in formal situations. On a larger scale, practices developed among nations in the course of their contacts with one another and they defined the essence of the protocol. The protocol is a framework which allows effective communications between various types of leaders and their representatives.

Event protocol is the norms by which it is organized. In order to reflect possible changes in an ongoing event, the protocol of an event has to be flexible and adaptable to the various participants on the social or political stage.

KEYWORDS

Protocol, Event protocol, Special event, Intra-institutional event, Local-branch event, Regional event, Event Main Channels of Communication, Arrival Protocol, Flag Protocol, Seating Protocol

143 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

SUBUNIT 1: EVENT PROTOCOL

The word “protocol” is of Greek origin and in the Middle Ages it means rules for document filing and keeping archives. In Byzantium, the word also means the first part of a document composed of solemn expressions listing the participants accepting this document. Later this term applies to the rules of general conduct of the activity.

The protocol is defined as a system of rules that explain the correct conduct and procedures to be followed in formal situations. On a larger scale, practices developed among nations in the course of their contacts with one another and they defined the essence of the protocol. The protocol is a framework which allows effective communications between various types of leaders and their representatives. Although over the years, some of the traditional pomp and picturesque ceremony has been discarded, behaving appropriately in formal situations is still very important to maintaining proper respect and preserving positive relationships with state and local leaders and other dignitaries. Etiquette, similarly, encompasses the body of manners prescribed by custom, usage, or authority. It is accepted as correct behaviour when people deal with one another and preserves respect for the rights and dignities of others. In short, etiquette represents good manners. Just as in bygone years, there are certain rules to be followed in order to reach the goal of presenting ourselves without embarrassment and achieving proper, polite treatment of others.

By definition, “protocol” generally refers to customs and rules of politeness and courtesy between individuals and society. For government, nations, corporations, organizations protocol is a system of conventions, procedures, and symbols which express their identity and facilitate relationships among them. Following protocol makes interactions with others more predictable and provides a basic social framework within which to operate. (Manual, 2017) The Diplomatic Protocol is a special kind of protocol. It is a set of rules of conduct that are established in the practice of maintaining relationships with official representatives of different states. It is an outward expression of respect that they owe to each other in the face of their representatives. The Diplomatic Protocol covers 2 types of rules: 1) established within a particular country, which are respected by officials of the residence country in their relations with representatives of other countries and peoples; 2) established as norms of civic authority, which are binding on the relations between representatives of different countries when they are in the territory of the country of residence, as well as relations between the officials of the country of the residence and foreign officials residing in the territory of the state of residence. (News, 2017) The power of Diplomatic Protocol is morally political, but on the other hand, some of the rules have legal force.

Protocol of an event is those norms by which it is organized. On another hand, the protocol of an event has to be flexible and adapt to the various participants on the social or political stage. An official manual would quickly become the “Protocol Bible” and the result of this will be inflexibility. (Boswell, 2006) That is why the protocol rules and procedures have to be matched to the event’s specific characteristics, participants and requirements of the customer and/ or sponsors.

144 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

SUBUNIT 2: CATEGORIZATION OF EVENTS

First of all, the protocol for an event depends on the kind of event. An event can be described as a public assembly for the purpose of celebration, education, marketing or reunion. Events can be classified on the basis of their size, type and context. It is very difficult to divide and categorize different types of events, campaigns, performances, parties, holidays and various forums because they are in constant symbiosis, overflowing in one another, the genres are numerous and have many styles, trends and varieties. Virtually any private, corporate, branch, or other event may become special, as long as it is different from the others, and is made by professionals who understand their work and do so with a lot of creativity and zeal, seeking and achieving its attractiveness and uniqueness.

However, a general categorization of the different types of events can be made, with the provision that they can always “float” together, synthesize creatively, conceptually and aesthetically, in order to be remembered for a long time and achieve their maximum effect and purpose. (González, 2011) Categorization of events: - World events - Special events - Business and industry events and forums - Corporate and corporate holidays and events - Political events - Charity Events - Holidays of cities, districts, municipalities, etc.

- Musical and artistic events - Children’s events - Sports Events - Personal, family and private events and holidays - Official national, international and religious holidays and events - Festivals of all kinds The reasons for organizing a particular event can hardly be described because of their diversity and multiplicity.

Typically, the cause is not one, but a set of causes require and impose the organization of any particular event.

Generic classification of reasons: -Necessity of the event. The environment may not impose a specific and direct need to organize an event.

It is required to carry out a certain activity and to solve a specific task that does not relate to the current situation and the environment, is not imperative and improves the processes by adding new elements and redesigning processes. Such special events are, for example, regular monthly or annual seminars, meetings that take place on a provisional schedule. Such are special events that are pre-planned in time and not caused by environmental changes. Generally, these are periodic events and events that are part of the company’s core policies. Here are, for example, personal events, as well as other events related to celebrations.

-Changes in the environment. The appearance of changes in the internal and external environment, as well as threats that are noticeable or to a certain extent foreseeable, can wreak the institution unprepared.

These changes can be both good recovery opportunities and negative trends and threats the company needs to respond adequately through a special event. Very often these changes are associated with the terms “failure” or “success”, which are the lower and upper limits of the set of possible changes. In many

145 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

cases, the company’s registered successes, its good market position, leads to behaviour close to apathetic or non-respecting the possibilities of multiplication and “synergy” of the successes achieved, by organizing special events in order to react equally intensively both in the case of failure and success and to successfully manage the risk and to exploit the best possible opportunities. (McCaffree, et al., 1977) -Misunderstandings (differences) in perceptions and attitudes. In fact, there are persistent discrepancies between objectively existing reality, subjective perceptions and ideas about it, that is, reality, what it is, what it is assumed and what it should be. The inconsistencies may be related to the rhythm or logic of a process from the internal or external environment, the discrepancies between the effort and the resources invested by the firm and the expectations and attitudes of the audience. The recording of real or projected changes in perceptions should be seriously analysed. In practice, these changes may not occur or, if they occur, be short-term and not very significant in terms of parameters and influence. This imposes a reasonable wait and patience, a delay in time, or a precise selection of the moment for the event. It may be that for the period of preparation of the event new changes in perceptions appear to make pointless and meaningless the implementation of the planned event. (Froideville & Verheul, 2016) Market dynamics and changes in perceptions and attitudes should not lead to hasty and unreasonable high-risk decisions.

-The emergence of new technology, knowledge, product or service. Most often these are events related to business and commerce, training and science, and last but not least culture and art: promotions and sales, new product and service lines, trade fairs and fairs, art auctions, congresses, conferences, symposiums, film festivals, music festivals, fashion shows, etc.

-Demographic, energy, environmental, ethnic, social, cultural, health and other global issues. This group includes events such as “Earth Day”, “Anti-Spin Campaigns”, “Day Without Smoke”, “One Day Without a Car” and many others. (Goldblatt, 2010)

146 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

SUBUNIT 3: SPECIAL EVENTS

Special events are specific events such as festivals, rewarding, interviews, press events etc. This group of events includes all sorts of festivals, concerts, show programs, mass events, road shows. In general, this is a set of events that have a beneficial effect on the image of the company or brand. The result of a series of professional PR actions is an extensive positive feedback of the target audience, expressed in increasing loyalty to the company and increasing the interest of potential clients.

According to their scale and influence, special events can be classified as follows: 1.Intra-institutional events. They concern the organization, its units and subdivisions and its “internal audiences”. Such are the workshops, the team building related to the institution’s policies, the re-qualification of the staff to acquire new competencies, etc. These events and their results are indirectly related to external audiences and target audiences, users of products and services. (Goldblatt, 2010) 2.Local-branch events. They are related to the relevant local entities and objects in the segment/sector and often have an operational, work and campaign character. For example, synchronizing the efforts of hoteliers, restaurateurs, tour operators, merchants, sports companies and cultural and historical institutions before the summer or winter tourist season. This category includes special events that present the product or services of local companies from one or more industries (light industry, soft drinks, food products, etc.).

3.Regional events. These are events that, irrespective of their specificity, generally affect the region concerned and more audiences. Participants from these events are predominantly representatives of companies from the region. These events have a significant impact on the economic and cultural-historical development of the region and are reflected by the media. They may be one-off events for some reason, but there is more often a reason for their periodical conduct and affirmation as a tradition. (Goldblatt, 2010) 4.National events. In these special events, the participants, objectives, and functions of the event are related to more than one region or sector of the country. Here, for example, all national and republican congresses, conferences, sporting events, festivals, fairs and much more are covered.

5.International events. These special events “go beyond” the borders of the state, the region, and the sector. They are predominantly the number of foreign participants, the objectives, the functions, and the results are supranational.

6.Remarkable (unique) events. These are special events that are usually traditional, have established their name, identified with the spirit of a region, city, state. They are wide-ranging, popular and have a broad interest and attention, prestigious, broadly reflected in the media, and are associated with high levels of tourism and economic impact and influence.

7.Intercontinental events. These are mega-scale special events that affect the entire economy or large sectors of it, these events are reflected in the global media, enjoy great prestige, popularity and millions of audiences and audiences. Examples of such events are the World Trade Exhibitions, the Olympic Games, the World Championships and others.

The conditional nature of this categorization is predetermined by the use of more than one criterion or attribute but is sufficiently clear in terms of the differentiation and grading of special events according to scale, influence, and participants. An event may fall into two or more categories simultaneously. (Goldblatt, 2010) The organization of a special event can take place in several different ways, and this is determined by the goals set. Additionally, the type or profile of the event, its scale, budget, and whether it is part of the organization-specific activity is of utmost importance. What are the goals is important because in many cases the event does not necessarily lead to financial dividends but is related to the building of image, reputation, affirmation of brand name, etc? There are, of course, events such as trade fairs and fairs where the goals are also to generate profit. The number of participants in the event, audience, budget, and scale determines to a large extent what approach to be chosen for the event.

147 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

SUBUNIT 4: POTENTIAL CRITICAL POINTS

The next step is to identify potential critical points and suggest preventive actions.

Protocol applies whenever individuals or entities interact, but questions tend to arise only when there are differences in official rank or culture or function between them (i.e., when people are not sure of the rules).

(Allen, 2000) Here are some questions to ask when you sense protocol issues may arise: - What are the organizational or informal ranks of those involved?

-

Is it advisable to engage other institutions or persons? Who should make contact?

- Is a formal invitation required? Who is the appropriate signatory? This does not imply that a hard copy invitation is necessary â&#x20AC;&#x201D; email from the right person may be fine. Either way, it is helpful to include in an invitation a logistical or program contact, especially if the signatory is a senior leader.

-

What is the proper form of address?

-

Who will send a thank you after the event?

- Who is the appropriate choice to greet and escort a visitor and to perform introductions? These people may or may not be the same. Where does the greeting take place?

- If there is a speaking program at your event, who will open the program / introduce your honouree(s) / sit with your guest(s) in the audience?

-

Are there other reserved or assigned seating issues to consider?

- What are the needs of a delegation or accompanying staff â&#x20AC;&#x201D; separate program and accommodation or do they stay with the principal?

- Will any follow-up be required, other than a thank-you? Who will be responsible and who should be included in the conversation?

148 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

SUBUNIT 5: EVENT COMMUNICATION PROTOCOL

Sometimes, at events, it is necessary to disseminate official information; in particular changes in the agenda, changes to the venues in use, changes in the order of speakers, adjusted timings or other rules etc. Communication protocol requires adhering to the hierarchy structure which enables smooth and on-time dissemination of the information. (Radde, 2009) Below are described some of the official methods of communication that all participants should make sure to have access to during events. In advance of events, most information (i.e. closing dates, confirmed participants list etc.) can be sent via emails. (Radde, 2009)

Main Channels of Communication

For announcements about ongoing events the protocol is to use main channels of communication for example Twitter, Facebook, Email etc. The participants of an event have to be informed about the official channels for announcements relating to the ongoing event. You should ensure that multiple people on your team are able to access the channels at an event. We will of course also use other methods of communication to get urgent news to participants, but the official communication will be through the main channels.

Larger Announcement

Should more space be necessary to explain something in detail, the information will be added to the website, with a link posted on Twitter, or Facebook etc. The organizers will also have a copy.

Face to Face

Organizers endeavor to personally contact all participants, usually by walking around the venue. There volunteers will be given the specific wording of our announcement, but anything discussed beyond that wording is not necessarily the official line â&#x20AC;&#x201C; reference to the main channels of communication is preferable

Telephone

Participants may be contacted by text or telephone, on the numbers included on the entry form. However, experience shows that frequently the number given is for someone who is not necessarily present at the event, or the particular individualâ&#x20AC;&#x2122;s phone has sometimes died; hence this is not the official method of communication

149 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

but rather another way to notify some participants that they should look at the mail channels of information: Twitter account, Facebook, Email etc. Certain things may be posted out via other channels if there’s time – however, these will either echo the mail channels of information (or website) or will direct participants to look at the relevant account or to contact organizers. In short it is recommended to try to ensure that several members of a participant team follow the main channels of communication.

Protocol of International Meeting Arrival Protocol

Some details to consider: •Are your principals or guests arriving from out of town?

•Are they high level enough to be greeted at the airport and at the hotel before the event? Or should they just find their way to the venue?

•Will you have a snack or a bottle of wine delivered to their room?

•Will you or someone from your organization host them at dinner the night before the event?

Flag Protocol

•The place of honour is to the audience’s left (over the speaker’s right shoulder).

•The national flag, as the home country, holds the place of honour, followed by state, city, university, organization, etc. (Radde, 2009)

Seating Protocol

There are different kinds of seating protocol: -Classroom - ideal for groups that have a need to take notes -Conference - ideal for groups under 20 who discuss and need to take notes or refer to materials -U shape – ideal for groups under 30 with a designated speaker, heavy discussion and a need to write or refer to materials -Hollow square – ideal for groups under 40 with heavy discussion and a need to write or refer to materials -Meeting squares – ideal for any size group that needs to break into smaller groups -Theatre – ideal for any size group that does not have much discussion or does not need to refer to materials (Radde, 2009)

150 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

The simplest approach to follow: •Host and co-host – OPPOSITE each other.

•Guest of honour – to the host’s RIGHT. •Second highest-ranking guest – to the co-host’s RIGHT. •From there, seat in ranking order, alternating on either side of the host and co-host.

•Be mindful of balancing men/women, language ability, overlapping interest, or expertise.

•On occasion, the best seating plan may necessitate breaking protocol. For example: informal events; seating guests based on what they have in common, rather than rank; speakers’ time constraints; principal’s preference.

Gifts •Remember to include tokens for speakers, as well as higher-level gifts for your principals/guests.

•Think about what fits the theme of the event, the tastes and interests of the principals, and the institution or location; it’s ideal to have a gift reflect the spirit or values of the institution, or a cause that’s important to the host.

•Local artists and local food products are always appropriate gift items to consider.

•Don’t forget that presentation is as important as the gift.

Communication

•Brief your principals on cultural norms (e.g. the custom of exchanging business cards, the appropriate use of jokes, etc.)

•Use conversations about the venue and food as discussion stimulators.

•When communicating with guests who may not use English as their primary language, speak clearly and slowly, but do not yell.

•Above all else, communication is key to creating a positive experience for your guests, audience, and your volunteers.

Protocol of a meeting or event with attendees representing multiple cultures is a challenge. It is important to remember in a highly diverse international environment that meeting participants have their own cultural etiquettes, mannerisms, and gestures. Some may begin the meeting sharply at 8 a.m., others may chit-chat, and some may have difficulty getting going at all.

Prior to the meeting, it is important to communicate the goal of the meeting. What is the meeting’s purpose?

Why are you participating? If possible, send an agenda prior to the meeting. Once a framework is in place, attendees can better understand where they fit in.

With planning a multicultural event, attendees will have various communications styles as well. Some cultures resonate with reactive listening before speaking while others are impulsive and emotional.

Rather than grouping like cultures together, trying to mix up the meeting. This allows cross-cultural relationships and interpersonal communication skills to build. After the meeting, ensure that all the participants are on the same page by summarizing the main topics during the meeting. Simplify meanings to ensure that nothing is lost in translation. Use follow-up documents to minimize any confusion for participants.

A key role of meeting and event planners is to make everyone feel comfortable and to create a safe environment. When meeting participants represent a wide variety of cultures and ethnicities, this may be a challenge.

151 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

Business Etiquette and Protocol

The business etiquette and protocol are important for creating successful business communication. However, when you have to work with foreign companies, you should keep in mind the fact that what is accepted in your country may be unacceptable elsewhere in the world. In general, stick to the maxim: “When you are in Rome, do like the Romans do.” Here is some useful guidance in this regard. (PTPN, 2017)

Do a study

It is extremely important and even mandatory to study the specifics of business relations in the country concerned. This will surely save you awkward situations that could affect the success of your business. (Chron, 2017)

Handle the fatigue

Do not let the fatigue of the journey affect you. If you have the chance, try to arrive in the country a few days earlier to have time to rest and adapt to different times. Drink plenty of water and limit your coffee and alcohol consumption as dehydration will increase the feeling of fatigue. Be careful not to overwhelm before the trip, which will make you exhausted. Another trick that you can use is to set your clock to the new time of day a few days before departure.

Merge with the crowd

When you arrive, make sure you do not get in the way. Dress like the people in the alien country and try to behave like them. Learn key words and phrases: they will surely come into your hands, and you will also get a good impression.

Be respectful

Even if you do not have a good opinion of the country you are visiting, do not show it in any way. Be respectful and do not condescend.

Observe the hierarchy

Check out whether the country’s hierarchy is based on age, gender, etc. to help you avoid awkward situations.

Here is the time to note that we need to be careful how we turn to a person. Be cautious with the use of small names. Some like to break the formal atmosphere, but it is far safer to bet on Mr. / Mrs and a last name. Stick to this form of circulation until you are explicitly asked to go to a small name, which in some cultures may or may not happen at all. As for the titles, they can have an extraordinary weight, so do not underestimate them.

Germany, for example, is one of the countries where you should include a “professor”, “engineer” and others in the address. Listen to how someone presents you and look at the business cards. People in Australia are judging the job done and are not particularly impressed by the titles.

Pay attention to the role of gender

Be careful if you are traveling to a country where religion has a crucial role to play in gender relations. For example, in Arab countries you must squeeze the hand of your business partners, but touching a woman, be it a European, is considered a taboo. In Argentina, the woman first has to reach out to the man. (Post, 1999)

Master the business card exchange policy

Keep in mind some important rules that the business card exchange etiquette requires: the business card must be in an excellent condition and you are expected to hand it personally to your interlocutor. In the Arab countries, never give it with your left hand, and if you are in Singapore, Japan or China, give and take business cards with both hands. Do not forget to give yours only out of a business cardholder. Wait to be presented to

152 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

someone and only then give him your business card. When you are taking business cards, it is a good idea to say how good they are and then put them in the business cardholder. Do not leave them casually, because it is a sign of disrespect.

Do not enter the privacy of others

Personal space is a stretched concept: for example, some will feel awkward if you are too close to them, but shortening the distance may be quite normal in other parts of the world. Try not to enter the personal space of the people you communicate with, for this purpose, check what is typical of a country. If someone enters your personal space, do not step back even if you feel uncomfortable because you will send a wrong message to your interlocutor.

Plan the time

Undoubtedly time is money, but if you communicate with representatives of a nation that is more relaxed in busy situations, do not take it personally if the business meeting or lunch is longer than in your home country or if you are waiting for it. Try to be exact, but also to understand the habits of foreigners.

Do not overlook the handshake

Keep in mind that the handshake etiquette across the globe varies. For example, Latin America is characterized by a slight and long-lasting handshake, for Russia - a strong handshake. Remember that the handshake can be accompanied by a hug, kiss or bow, depending on where you are in the world.

Watch out for gifts

Be careful when you give gifts with your business logo. Do it if the logo is discreet, and in countries like Portugal, Spain and Greece forget about such gifts. Note that in some places (for example, in Africa) the gift is accepted as soon as you receive it, but in other countries like China, for example, it is rude to open the gift in the presence of the person who gave it to you.

The traditions in different countries inevitably affect the business etiquette in relationships, so always keep in mind where is the person from, who you need to communicate with.

153 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

EXERCISE PROFESSIONAL PROTOCOL PROFILE Choose the number that best describes you: 0 – Not at all 1 – Hardly ever 2 – Neutral 3 – Often

4 – Always

Networking Protocol

I easily establish important contacts and ties.…………………………………………………...

01234

follow

through

I’m at ease walking into a room full of self………………………………………………………

01234

strangers

and

on

business

introducing

opportuni-

others

and

my-

I know all the elements of making a favourable first impression………………………………………………………….. .0 1234 I can initiate a conversation and keep it going………………………………………………………………… 0 1 2 3 4 I follow the rules of space, eye contact, hand positioning, grip and pump for a proper handsha ke…………………......................................0 1 2 3 4

Dining Protocol

I can navigate a place setting that has four es…………………………………………………..

01234

forks

and

knives,

2

spoons,

and

5

glass-

I know how to correctly hold and use a knife and fork, and know the “silent service signals.”……………………………………….

01234 I know the rules for when to begin a meal, napkin usage, and passing the salt and pepper…………………………………………….

01234 I’m confident finessing the business meal from bill………………………………………………….

01234

extending

the

invitation

to

paying

the

I follow buffet line etiquette and know tips to use the time in line wisely……………………………………………………………

01234

Digital Age Protocol

I know and follow appropriate usage of speakerphones and cell phones………………………………………………….

01234 I know how to use the telephone as my #1 business communication tool…………………………………………………

01234

154 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

I know how to send clear, concise and respectful e-mails that are answered…………………………………………….

01234 I know how to organize a voice message so my message is returned………………………………………………………

01234 I know how to create a voice greeting that is inviting and encourages callers to leave a message………………………………….

01234

International Protocol

I’m at ease dining with anyone American or Continental Style…………………………………………………………….

01234 I know the cultural differences of what, when, and how to give gifts……………………………………………………….

01234 I know the differences of gender roles, gestures, and other business protocol before going abroad………………………………...

01234 I know how to host an international visitor try………………………………………………………….

01234

so

they

feel

welcome

in

my

coun-

I seek expertise and develop pre-meeting strategies before going to my target country. …………………………………………………

01234

Customer Service Protocol

I know how to meet and greet my customers so they want to do business with me………………………………………………

01234 I know the right words and phrases that communicate effectively and keep my customers happy……………………………………

01234 I know how to be a team player and recognize that everything I do affects the bottom line………………………………. ……….

01234 I know how to run a meeting effectively and how to be a contributing participant…………………………………

01234 I know how to satisfy difficult, demanding customers………………………………………………………

Professional Protocol Profile Total………………………… ________

01234

90 – 100 Outstanding: Your project a professional image. Polishing will make you even better.

70 –

89 Above Average: A little polish will help distinguish you from your competition.

50 –

69 Fair: You have a start, but need to upgrade your upgrade your professional image to compete.

Below 50 Poor: A professional makeover will raise your image for a competitive advantage.

155 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

FURTHER READING AND BIBLIOGRAPHY Allen, J., 2000. Event Planning: The Ultimate Guide To Successful Meetings, Corporate Events, Fundraising Galas, Conferences, Conventions, Incentives and Other Special Events. 2 ed. s.l.:Kindle Edition Wiley.

Boswell, S., 2006. Protocol Matters, s.l.: Canon Press.

Chron, 2017. Chron. [Online] Available quette-2900.html [Accessed 1 12 2017].

at:

http://smallbusiness.chron.com/importance-business-eti-

Froideville, G. M. D. & Verheul, M., 2016. An Expertâ&#x20AC;&#x2122;s Guide to International Protocol: Best Practices in Diplomatic and Corporate Relations. 2 ed. Amsterdam: Amsterdam University Press.

Goldblatt, J. J., 2010. Special Events: A New Generation and the Next Frontier. 6 ed. s.l.:John Wiley & Sons.

GonzĂĄlez, F., 2011. Values and Ethics for the 21st Century, s.l.: BBVA. Manual, T., 2017. SNAC 2017. [Online] Available at: http://www.cogic.org/adjutancy/files/2017/07/ SNAC-2017-Training-Manual-.pdf [Accessed 1 12 2017].

McCaffree, M. J., Innis, P. & Sand, R. M., 1977. Protocol: The Complete Handbook of Diplomatic, Official and Social Usage. s.l.:Durban House Publishing Company.

News, D., 2017. Daily News. [Online] Available at: http://dailynews.lk/2016/03/28/features/77580 [Accessed 1 12 2017].

Post, E., 1999. Etiquette in Society, in Business, in Politics and at Home. Bartleby.com ed. New York: s.n.

PTPN, 2017. PTPN. [Online] Available at: http://www.ptpn.poznan.pl/Wydawnictwo/czasopisma/our/Our-Europe-2-2013.pdf [Accessed 1 12 2017].

Radde, P. O., 2009. Seating Matters : State of the Art Seating Arrangements. s.l.:Thriving Publications.

156 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

Establishment of a Modular Ecvet System in Europe Project Code: 2015-1-TR01-KA202-022287

EVENT PLANNING & DESIGN CONTENTS ANALYSIS EVENT SAFETY AND EMERGENCY â&#x20AC;&#x201C; LEARNING UNIT 9

Learning Contents SUBUNIT 1: Events require Safety and Security Plans SUBUNIT 2: Health and Safety SUBUNIT 3: Crowd Management SUBUNIT 4: Risk Management

Learning hours: Workload:

8 25

9

Establishment of a Modular Ecvet System in Europe Project Code: 2015-1-TR01-KA202-022287

Unit Objectives Actions/Achievements Design a specific event safety and emergency plan

Knowledge

Comprehensive of the main types of emergency/risks associated with a type of event and with spectators Fundamental to event management plans Comprehensive on legislation regarding intervention in emergency Fundamental to principles of Crowd Management

Skills Select the safety resources for a specific event Classify different types of emergency naming their main characteristics Develop detailed Spectator Safety Checklist for the team involved in crowd control or managing an event Design Emergency procedures according to the law and practice Discuss solutions for preventing or resolving different type of emergencies

Competences Act independently in planning event safety and emergency based on law, good practices and bad planning experiences Conduct risk auditing for all types of events Plan needed actions to any particular emergency scenario Instruct the event team to raise the alarm and liaise with emergency services Provide instructions to team members Use and analyse feedback as an instrument for quality control of the Event Safety and Emergency

SUMMARY

The learning unit provides types of emergency and risks associated with the specific events. It explores event management plans and legislation regarding the intervention in emergency.

The unit evaluates the safety resources for events. It classifies different types of emergency according to their characteristics. It develops special checklist for whom involved in management of an event.

The learning unit further designs emergency procedures considering the law and the practice. It discusses various solutions for different type of emergency situations.

The unit conducts risk auditing for different type of events. It provides instructions to the event members in case of alarm with emergency services. It analyses a specific feedback as a kind of quality control for the event safety and emergency.

KEYWORDS

Safety, Emergency, Health, Crowd Management, Risk Management, Emergency Planning

159 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

SUBUNIT 1: EVENTS REQUIRE SAFETY AND SECURITY PLANS

It would be meaningful to give the below definitions first.

EVENT: Any sporting, entertainment, recreational, religious, cultural, exhibition, organizational or similar activities hosted at a stadium, venue or along a route or within their respective precincts. (Kouga, 2017) STADIUM: An enclosed or semi-enclosed structure which consists of seating for spectators and a field of play or a permanent or temporary podium or another area within the structure reserved for the purposes of hosting events, which have a safe seated or standing spectator capacity of at least 2,000 people. (BCLR, 2017) VENUE: Any area or place, other than a stadium, that has a seating or standing capacity of at least 2 000 persons, within which other structures may be erected and which may be demarcated by an enclosed or semi-enclosed permanent or temporary structure. (Acts, 2017) ROUTE: The way of course is taken in getting from a starting point to a destination during an event that takes the form of a race or procession. (Guide, 2017) EVENT ORGANISER: Any person who plans, is in charge of, manages, supervises or holds an event or sponsorship rights to an event or in any manner controls or has a material interest in the hosting of an event. (Guide, 2017) EMERGENCY SERVICES: All public and private sector medical services, including emergency medical and health services, the fire department, the disaster management department and local authority traffic or by-law enforcement department. (Guide, 2017) ESSENTIAL SERVICES: A department of state or another administrative unit, such as a disaster management centre and those departments responsible for electrical, water, sewerage and waste removal utilities in the administration of a local authority. (ACTS, 2017) SAFETY OFFICER: A person appointed by the organiser to assist with the planning and oversight of safety and security measures at an event. (ACTS, 2017) VOC: Venue operations centre where the entire safety and security operation in respect of an event at a stadium, venue or along a route is coordinated.

To specify if an event requires safety and security plans, one should answer the questions below.

•Is the event out of the ordinary or nonroutine?

•Does the event place a strain on community resources?

•Does the event attract a large number of people?

•Does the event require special permitting or additional planning, preparation, and mitigation efforts by local agencies? (Somerset, 2017) Special events can be categorized under the below headings.

•Traditional Events: •Carnivals

160 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

•Concerts •Sporting Events •Air Events •Conventions •Political Rallies •Spontaneous Events: •Unplanned; often celebratory or in response to the unpopular action.

•Frequently become out of control quickly Each type of event one should take into considerations the following factors: -The scope of the event.

-Risks to spectators and participants.

-Impact on the community.

-Required emergency support.

The key operational considerations for safety and security plans are: •Health and Safety •Crowd Management •Alcohol Sales and Consumption •Traffic Management •Gangs and Criminal Threats •Security

161 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

SUBUNIT 2: HEALTH AND SAFETY

Health and safety are, should be and will be a critical and important element in everything you do. Health and safety is something which you should be supporting and promoting throughout the investigations, planning, and management of your event. Your objective must be compliance with the law and the need to protect staff, visitors, suppliers, everyone in fact, from coming to any harm. (Bay, 2017) When you plan an event, you must check to see what new legislation has been introduced. The event organiser, whether an individual, collective or local authority, has prime responsibility for protecting the health, safety, and welfare of everyone. That is everyone working at the event, attending or passing by, in fact, anyone potentially affected by the event. You must remember that your responsibility for the safety of members of the public even extends to burglars and vandals! If a criminal break-in and enters your site at night and is electrocuted by a partly completed circuit, it is your fault. If he falls down an unguarded hole and breaks his leg, or is injured when an insecure tent pole falls on him â&#x20AC;&#x201C; you are responsible. Everything must be safe for anyone at any time. (Somerset, 2017) Anyone proposing to hold events, especially sporting events, at an existing ground or arena must seek further advice from the stadium/venue owners and management, local authority and health and safety executive. All venues should have processes and procedures in place to monitor crowd levels, crowd status and to institute best practices for health and safety in crowd management. Managing large numbers of people requires good teamwork, good communications and close coordination between management, staff and potentially the emergency services. The event manager must make sure that staff at all levels are aware of the importance of crowd and individual safety. (Conway, 2014) To ensure that the visitors and site are managed effectively and safely as event manager, you need to know that: -there is a clear definition of roles and responsibilities, -there has been (and will be before the next event â&#x20AC;&#x201C; or following any incident) a review of the planning and operation of crowd/visitor safety, -appropriate staff are properly trained, identifiable and properly supervised, -by research and planning, the event organisers are aware of the size and type of crowd they will attract and so will be able to anticipate crowd behaviour, -risk assessments are undertaken to allow you to arrange appropriate controls and management, -they have visited and reviewed the event site and venue as part of the planning process, and revisited shortly before the event to ensure that circumstances have not changed, -you have set understandable limits that can trigger remedial or emergency action among stewards and management (for example, the risk assessment may state that if the back of the queue at the pedestrian gate reaches the main road, another gate must be opened to relieve the pressure and keep members of the public off the main road), and -you must check with the local authority and the emergency services to ensure that your risk assessments, plans, management, and procedures are acceptable. (University, 2017)

162 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

When we are discussing health and safety you need to have in mind the following elements:

Health and Safety Structures

 Stages  Platforms  Temporary shelter

Audience Safety

  

Public Health (food handling) Medical Care Environmental Risks

Fire Safety

  

Vendor set-up Use of pyrotechnics Monitoring of open flames

163 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

SUBUNIT 3: CROWD MANAGEMENT

Events are part of a booming industry that continues to grow both domestically and internationally. As events grow in popularity, attendances also increase. Due to this rapid increase, crowd management and crowd control are now important issues in the event industry. (Ogulganmis, 2017) Crowd management and crowd control are two distinct but interrelated concepts. The former includes the facilitation, employment, and movement of crowds, while the latter comprises steps taken once a crowd or sections of it has begun to behave in a disorderly or dangerous manner.

Crowd is a relatively large number of people who are close to each other, a group of people who gathered in one place at one time; Crowds contain many faceless individuals that follow a certain lead without really contemplating the reasons why. Crowds can be furious and perform acts leading to possible destruction, hooliganism, and murder. However, individual members of a crowd generally would not perform any of these acts without the anonymity that the crowd provides. It is important to understand that no two crowds are the same. Crowds can behave violently, resulting in the destruction of property, personal injury, and, in extreme cases, death. (Development, 2017) Crowd management must consider all the elements of the event: -the type of event (circus, sporting, concert, rally, parade, etc) -the features of the facility -size and demeanor of the crowd -methods of entrance -communications -crowd control -quivering To ensure the crowd management you need to understand the:

Crowd Personality

What type of crowd is likely to attend?

Previous behaviour at other events?

Are they likely to engage in violence?

Crowd Roles Observers (watchers) Cheerleaders (verbal support) Active Core (doers)

Crowd management plans should be adjusted to meet the needs of the event and the potential crowd.

Another element of an effective crowd management plan entails adequate communication among employees, guests, and between management and guests. Effective communication should lead to successful coordination

164 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

between these parties. Another form of communication that is significant from an event managerâ&#x20AC;&#x2122;s perspective is signage.

Signage can serve to: Warn (e.g., slippery when wet), Instruct (e.g., No alcohol beyond this point), Inform (e.g., Exit only), Direct a crowd (e.g., Car park entrance 100 meters).

In so doing, signage fulfills the requirement to advise spectators of potential dangers and risks. Signage should be clear, concise, unambiguous, well written, and must be readily recognizable for maximum effect.

To ensure the clarity of signage you need to take into consideration the following key elements: Type of sign information (e.g., security, medical, lost and found, promotions), Size and dimension, shape, height, width, depth, Material (e.g., cloth, plastic, flat panels, billboards, streamers, colours), Wording and language specifications,

Location.

An appropriate plan for crowd management also entails ushering and security personnel. Ushers can be used to communicate information from the stands to the main office and to assist guests to their seats. They may reduce disputes among spectators by monitoring the guestsâ&#x20AC;&#x2122; behaviour, reporting any accidents and safety hazards, alerting security of any potential problems, and checking whether people may need medical attention.

Security is also a significant feature of a crowd management plan. Security personnel should be experienced in handling disputes, protecting from theft, implementing emergency services, and providing an overall safe and secure environment for the guests.

Alcohol Management

Having assessed various event conditions, a manager must then consider issues related to alcohol distribution. Alcohol sales and consumption may lead to excessive drinking and result in personal injury and property damage.

Personnel should follow proper policies associated with their own alcohol consumption. They should not drink on the job and should be trained to deal with intoxicated people. In addition, participants are not allowed to drink during their performance, and highly intoxicated individuals will not be allowed to enter the venue.

Policies concerning alcohol consumption should be created prior to the sale of alcohol. For instance, alcohol should not be sold where crowd problems are foreseeable. Age requirements must be strictly followed and enforced by regularly checking identification. Security should also be positioned where alcohol is sold. Intoxicated individuals must not be served, and a purchase limit should always be established. More importantly, alcohol should never be the eventâ&#x20AC;&#x2122;s primary source of income. In addition to alcohol, the security personnel should consider illegal drugs so that they reduce the risk of injury and other crowd problems.

In order for event managers to limit their liability, to preserve their financial stability, and to secure the success of the event, they must focus on both crowd management and crowd control. Developing crowd management

165 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

and crowd control plans will help protect managers and employees as well as the public. By reviewing legal case event/venue managers can develop a better understanding of what both the public and law expects from them in terms of protecting their guests. Thus, creating plans with an eye toward these legal issues, event/ venue managers may avoid legal liability and other negative implications. Through effective planning and organization, they will achieve financial success as well as a safe event.

166 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

SUBUNIT 4: RISK MANAGEMENT

Risk management can be defined as the eradication or minimisation of the adverse effects of risks to which an organisation is exposed.

Stages of Risk Management â&#x20AC;˘Identifying the hazards. â&#x20AC;˘Evaluating the associated risks. â&#x20AC;˘Controlling the risks

What is a risk assessment?

A risk assessment is a formal review and consideration of potential hazards, their impacts and the likelihood that together they could cause harm, affecting the health and safety or welfare of people affected by your event.

The 5 steps in preparing a Risk Assessment are: -Identify the hazard -Decide who might be harmed -Evaluate risks & decide on precaution -Record your findings -Review assessment & update if necessary There are a variety of resources, some of which you already may be working with, such as local representatives from the hotel or meeting facility, a DMC, or a tourist authority. The embassy or consulate of the country in which you will be working, as well as the local, national, and international news services, can keep you abreast of political developments in the destination. The Centres for Disease Control (CDC), travel medicine Internet sites, and insurance companies provide up-to-date health information and immunization recommendations.

(Waitakere, 2017)

What is a hazard?

A hazard is anything that has the potential to cause harm in any given circumstances! Take litter as an example, a simple plastic carrier bag left on a country path may seem quite harmless, but there are several ways it could cause harm.

167 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

Types of hazards Hazards presented by a crowd Hazards presented by a venue  Crushing between people.  Crushing against fixed structures, such as barriers.  Trampling underfoot.  Surging, swaying or rushing.  Aggressive behaviour.  Dangerous behaviour, such as climbing equipment or throwing objects

 Slipping or tripping due to inadequately lit areas or poorly maintained floors and the build-up of rubbish.  Moving vehicles sharing the same route as pedestrians.  The collapse of a structure, such as a fence or a barrier, which falls onto the crowd.  People being pushed against objects, such as unguarded, hot cooking equipment on a food stall.  Objects, such as stalls, that obstruct movement and cause congestion during busy periods.  Crowd movements obstructed by people queuing at bars etc.  Crossflows as people cut through the crowd to get to other areas, such as toilets.  Failure of equipment, such as turnstiles.  Sources of fire, such as cooking equipment.

168 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

Event risk, safety, and emergency planning Step

Description

Step 1 – Form a Planning Group

 create a risk and safety planning group (key event organisers, venue, emergency & regulatory authorities, contractors and suppliers, security/crowd control, others (e.g. legal, etc))  identify other stakeholders  ensure risk, safety and emergency planning is on your meeting agendas

Step 2 – Develop your Risk, Safety and Emergency Management Plan

      

Step 2 – Develop your Risk, Safety and Emergency Management Plan Step 3- Analyse your venue, site and surrounds

 create or obtain site/venue plans  determine the capacity of site/venue  consider entries and exists – size, access for emergency vehicles, evacuations, signage, lighting working, etc  the best location of services e.g. First Aid, security event control centre, etc  signage e.g. services, emergency, etc  consider site hazards e.g. overhead power lines, terrain, wildlife/fauna, water  fencing, barriers, restricted access areas  lighting  rubbish bins  toilets  accessibility  impact of the event on nearby locations  environmental, weather impact  what else is happening nearby

Step 4 – Consult widely and assess activities and stakeholders

 talk to, consult with and get information and input from key stakeholders  assess risks arising from your activities  assess risks arising from your stakeholders (e.g. suppliers)

Step 5 – Be Prepared – develop plans and implement

   

develop a plan at the start of event planning process be systematic tailor it to your event consult widely and document do your contingency plan allocate responsibility continuously update your plan

identify and develop required actions plans, policies and procedures Identify responsible persons required to implement the plan Develop and test procedures Implement training and inductions

(Shire, 2015)

169 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

EXERCISE

Tyra Hilliard, JD, CMP, associate professor in the Department of Tourism and Convention Administration at the University of Nevada Las Vegas, suggests asking the following questions to assess the specific risk potential of an event: -Is there anything of concern with regard to the timing of the event? The date? The season?

-Is there anything of concern with regard to the location: the specific destination or venue?

-Is there anything of concern with regard to attendees, for example, age, physical limitations, and political views?

-Is there anything of concern with regard to the program components, such as controversial content and potentially dangerous activities? What is exposed to loss? What specifically could cause a loss? Who would suffer a loss?

-What are the consequences?

Now that you know what questions to ask, where can you get answers?

170 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

FURTHER READING AND BIBLIOGRAPHY

ACTS, 2017. Safety at Sports and Recreational Events Act, 2010. [Online] Available at: https://www.acts. co.za/safety-at-sports-and-recreational-events-act-2010/1_definitions [Accessed 1 12 2017].

Acts, S. A. C., 2017. Safety at sports and recreational events. [Online] Available at: http://www2.saflii.org/za/ legis/consol_act.DEL/sasarea2010415/ [Accessed 1 12 2017].

Bay, H., 2017. Risk, Safety, and Emergency Management. [Online] Available at: http://www.hobsonsbay. vic.gov.au/files/assets/public/documents/pdfs/experience-hobsons-bay/festivals-and-events/risk-safety-and-emergency-management.pdf [Accessed 11 9 2017].

BCLR, 2017. BCLR. [Online] Available at: http://bclr.com/pdf/legal/Safety_at_Sports_and_Recreational_ Events_Act.pdf [Accessed 1 12 2017].

Conway, D. G., 2014. The Event Managerâ&#x20AC;&#x2122;s Bible 3rd Edition. s.l.:How To Books.

Development, T. E., 2017. Coordinated Special Event Planning and Emergency Management. [Online] Available at: https://www1.toronto.ca/City%20Of%20Toronto/Economic%20Development%20&%20Culture/Special%20Events%20Office/Event%20Support/Topic%20Areas/Files/EAP%20for%20SE%20Presentation%20 -%20141118.pdf [Accessed 1 12 2017].

Guide, I. F. T., 2017. Trackside at Monza â&#x20AC;&#x201C; 2018 Italian Grand Prix. [Online] Available at: https://f1destinations. com/trackside-italian-f1-grand-prix/ [Accessed 1 12 2017].

Kouga, 2017. Events and Entertainment Policy. [Online] Available at: www.kouga.gov.za/download/2109 [Accessed 1 12 2017].

Ogulganmis, E., 2017. Meeting Hand. [Online] Available at: https://meetinghand.com/blog/7/ [Accessed 1 12 2017].

Shire, M. P., 2015. Event Planning Risk, Safety and Emergency Management, s.l.: s.n.

Somerset, W., 2017. Event safety a guide for event organisers. [Online] Available at: https://www.westsomersetonline.gov.uk/getattachment/Environment/Licensing/Event-Safety-Guide-for-Organisers-pdf.pdf [Accesed 28.08.2018] [Accessed 1 12 2017].

University, L., 2017. University Event Safety Policy, s.l.: Loughborough University.

Waitakere, 2017. Safety Planning Guidelines. [Online] Available at: http://www.waitakere.govt.nz/Frefor/pdf/ event-safety-guidelines-Osh-200104.pdf [Accessed 11 9 2017].

171 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

172 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

Establishment of a Modular Ecvet System in Europe Project Code: 2015-1-TR01-KA202-022287

EVENT PLANNING & DESIGN CONTENTS ANALYSIS EVENT ASSESSMENT â&#x20AC;&#x201C; LEARNING UNIT 10

10

Learning Contents SUBUNIT 1: Event Evaluation Approaches and Models SUBUNIT 2: Event success SUBUNIT 3: Event Organisation Elements SUBUNIT 4: Event Control and Evaluation Tools

Learning hours:

10

Workload:

25

Establishment of a Modular Ecvet System in Europe Project Code: 2015-1-TR01-KA202-022287

Unit Objectives Actions/Achievements Design specific event evaluation tools

Knowledge

Comprehensive on event evaluation approaches and models Comprehensive on event success Comprehensive on event organisation elements Fundamental for event control and evaluation tools

Skills

Defines event evaluation approaches and models and evaluates the phrases of event evaluation models Measures an eventâ&#x20AC;&#x2122;s success Identifies the event organisation elements Produces event control and evaluation tools

Competences Diagnose the degree of competence for evaluating different event evaluation approaches and models Integrate the lived experiences of successful events into the design of events Identify the event control and evaluation tools, highlighting the event organisation elements

SUMMARY

The training module enables the learners to get familiar with the concepts regarding the event evaluation.

The first subunit explores the event evaluation approaches and models in the light of pre-event evaluation, monitoring and control process and post-event evaluation.

The second subunit explains the event success by predefined success criteria.

The third sub-unit discusses the event organisation elements.

The last sub-unit analyses the event control and evaluation tools.

KEYWORDS

Event Evaluation, Event Success, Event Organisation Elements, Event Control, Evaluation Tools

175 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

SUBUNIT 1: EVENT EVALUATION APPROACHES AND MODELS

Event evaluation is critical to the event management process. It is the final step in the planning process, where the goals and objectives set at the start of an event are used as benchmarks to determine its final outcomes and success. It enables event managers to evaluate their own processes and to communicate event outcomes to key stakeholders. As events become more central to our economy and involve considerable investment by host organizations and governments, it is becoming increasingly important to accurately evaluate their outcomes. While economic evaluation dominates much of the field of evaluation literature and practice, the triple bottom line of economics, social and environmental impacts is increasingly recognised by governments and researchers alike.

The event industry is still young and is struggling in some areas to establish legitimacy and acceptance as a profession. One of the best means for the industry to gain credibility is for events to be evaluated honestly and critically, so their outcomes are known, their benefits acknowledged and their limitations accepted, However, event evaluation serves a much deeper purpose than just “blowing the trumpet for events. It is at the very heart of the process where insights are gained, lessons are learned and events are perfected. Event managers need to be aware of and utilize both primary and secondary research sources in the planning and evaluation of events. Event evaluation is properly utilized and applied, is the key to the continuous improvement of events and to the standing and reputation of the event industry. As such, it should be a high priority for all event managers to properly evaluate their events and to disseminate this evaluation to their stakeholders and interested groups. If done well, this will not only enhance the reputation of their events but also their own reputation as Professional event managers. (Parry & Shone, 2001)

What is Event Evaluation?

Event evaluation is the process of critically observing, measuring and monitoring the implementation of an event in order to assess its outcomes accurately. Evaluation is a continuous process that takes place throughout the life of an event. It enables the creation of an event profile that outlines the basic futures and important statistics of an event. It also enables feedback to be provided to event stakeholders and plays an important role in the event management process by providing a tool for analysis an improvement. However, it has three key phrases: •Pre-event evaluation: also known as feasibility studies which take place before the event in order to ascertain whether it is viable to stage.

•The monitoring and control process, which takes place during the implementation of the event in order to ensure that it is on track and to take remedial action if required.

•Post-event evaluation, which focusses on the measurement of event outcomes and on ways in which the event can be improved.

1.Pre-event evaluation

Once the event concept has been edited and an initial scoping of the event completed, it is essential to examine whether the event can be delivered successfully within the available timeframe and resources. This process is also known as a feasibility study and may be conducted internally or in the case of larger events, contracted to an external body. On the basis of the feasibility study, a decision will be made as to whether or not the event will proceed. Shone and Parry (2010) describe what they refer to as the “screening process” to examine the feasibility of the event. This involves using marketing, operations, and financial screens to determine the extent to which the event concept matches the needs of the event and the resources available to the event manager to implement it.

176 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

Marketing Screen

The marketing secrets involve examine how the target audience of the event is likely response to the event concept and whether the concept will be inviting and attractive to its audience. To determine this, an environmental scanning process needs to be undertaken. This will help to determine whether it is likely to be perceived as innovative and popular or as boring, ordinary and predictable. A good barometer will be the media response to the concept. If media representatives consider it to be of current interest, they are likely to become allies in the promotion of the event. If the media response is poor, then it will be difficult to promote interest and engage the audience. For much of this assessment, event managers will need to rely on their own instructs and on testing the response of friends, co-workers, and stakeholders to the concept. An alternative, particularly if a large investment is involved in the event, is to undertake some form of market research. This can be done within the resources of the event management company or by employing marketing professionals to conduct a market survey or focus group research. Such research may reveal not only the likely market acceptance of the concept but also additional information, such as how much the target audience is prepared to pay for the event or how the event concept may be adapted to meet market expectations or requirements.

A further factor in the environmental scan will be to examine the competition provided by other events in the market. This step will examine whether there are other events of a similar type or theme in a similar timeframe or whether major events and public holidays are likely to impact on the target market.

The operations screen

The operation screen will consider the skills and resources needed to stage the event successfully and examine whether the event manager has these skills and resources or can develop them or buy them in the fort he event. Specialised technical skills, for example, may be needed to implement the event concept. The event manager will need to consider whether event company staff members have these skills or whether an external supplier needs to be engaged to provide them. Special licenses, permits or insurance may be needed in order to implement the concept. If the event concept is highly innovative and challenging, the event manager may need to consider the degree of risk involved. It may be desirable to deliver an innovative event but it can be costly and embarrassing if the event is a failure because the skills and resources available to stage it are inadequate.

The financial screen

The financial screen is the one suggested by Shone and Parry (2010). This screen examines whether the event organization has sufficient financial commitment, sponsorship, and revenue to undertake the event. The first step in this process is to decide whether the event needs only to break even- which may be the case if it is being staged as a corporate promotional event â&#x20AC;&#x201C; or whether it is required to make a profit for the hosts organization. The next step will be to undertake a â&#x20AC;&#x153;ballparkâ&#x20AC;? budget of the anticipated costs and income of the event.

Breaking the event down into its component parts will allow an estimate to be formed of the cost of each component. A generous contingency should be included on the cost side of the ledger, as at this stage of the event there are bound to be costs that have been underestimated or not yet identified. Calculating the income may require deciding on the appropriate pricing strategy and identifying the breakeven point of ticket sales. Other key revenue items to take into account may include potential government grants or subsidies, merchandising income and sponsorship support, both in cash and in kind. It is important not to overestimate the sponsorship potential and Professional advice or a preliminary approach to the market may be required in order to arrive at a realistic estimate. Besides this, the cash flow is also an important aspect of the financial screen.

2.Monitoring and control process

A Project will pass through a series of phrases and stages. Table one illustrates these phrases. A Project phrase is series of related tasks, performed over a period of time and under a particular configuration of management, to produce a major deliverable. The end of a phrase is often characterised by a major decision to begin the next phrase.

177 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

The phrases approach to describing the management of an event is purely descriptive â&#x20AC;&#x201C; as with any description, at approximates reality. The aim is to provide clarity to the confusing tasks involved in event management. Some Project phrases overlap-planning and implementation can take place at the same time in different areas of management. The promotion Schedule, for example, may be happening at the same time as aspects of the program are being re-designed. This chaos, however, does have a pattern and the five-phase approach is a useful tool to help the reader to understand it. (Times, 2017) Scope Marketing Finance Time (deadline) Design Risk

Initiation

Planning

Implementation

Event

Shutdown

Procurement Human Resources Stakeholders Communication Table 1: The phrases of the Project management

Initiation: The first phase of PM, initiation is characterised by the idea of the event being developed and setting its objectives.

Planning: The second phrase is the Project planning. It is characterised by working on what is needed and how it fits together.

Implementation: the application of all plans, such as hiring staff, sending out requests for tender, confirming contractors and carrying out the promotional Schedule. Monitoring and controlling * testing the plans and confirming how relevant they are to the organising process progress. Making decisions based on the comparison between the plans and reality.

Active risk management.

The event: The Project event manager is working during the deliverable; that is, the event.

Shutdown: It is the last phrase and requires a separate series of tasks and responsibilities. This phrase includes the on-site shutdowns and the management closure.

In a summary, these 5 processes should be monitored very carefully for the successful event.

3.Post Event evaluation

Post-event evaluation is concerned primarily with measuring the success of an event in terms of its objectives by collecting and analysing relevant data from the event. It is also concerned with evaluating the process of organising the event, and feeding back lessons and observation learned from this into the ongoing event management process. Post-event evaluation can also build up a Picture of the event facilitating the communication of its outcomes to key stakeholders. Silver (2004), Shone and Parry (2010) and Van Der Wagen (2008) identified a number of important functions of post-event evaluation. These include;

178 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

•Measurement of event outcomes •Creation of a demographic profile of the event audience, •Identification of how the event can be improved, •Enhancement of event reputation and •Evaluation of the event management process.

Models used in Event Evaluation: Impact Assessment: It focuses on measuring the economic, social, environmental and cultural impact of events, particularly in instances where the significant justification for the event may be required.

Cost*benefit Analysis: It identifies and measures the cost and benefits of an event and takes into account externalities or spill-over benefits for the host community.

Triple-bottom-line evaluation: It is a framework for measuring and reporting the events performance against economic social and environmental parameters to determine negative or positive impacts on the host community.

Ethnographic profile: Typically used in the evaluation of cultural festivals/special events, ethnography provides an assessment of these experience-related events through a process of analysis which encompasses participant observation, interviewing and documentary resources

The Event Evaluation Process

The event evaluation process has five major steps; •Planning and identification of event •Data collection, •Data analysis, •Reporting and •Dissemination.

The process must be planned from the outset of the event and will involve the commitment of resources including staff, time and budget. As the collection of data can be expensive, the budget will sometimes be a limiting factor in the design of the event evaluation process.

Planning and identification of event;

There 10 important facts for an event planning: 1.Develop Event Goal and Objectives; The very first step is to establish a tangible goal and objectives. (e.g., why are you organizing this event and what do you hope to achieve?)

2.Organize a Team: Any event takes a concerted team effort to handle all of the details. Consider identifying one key Event Manager or Event Chair as well as individual Chairpersons for subcommittees, such as venue management; speakers; entertainment; publicity; sponsors; volunteer management 3.Set a Date: The date might already be pre-set for a reoccurring event.

4.Brand Your Event: If you want your event to stand out, you need to choose a timely and compelling theme that sets you apart from your competition. This means that you need to come up with a dynamic

179 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

overall theme and you need to take great care with the actual name – since it can be a key attention-getter, especially in online media.

5.Create a Master Plan: This plan should encompass all aspects of the event, including: Venue, logistics & catering management (contracts, permits, insurance, etc.),Speakers/presenters (identifying, confirming, logistics & management),Activities/entertainment, Publicity/promotion (online & off-line, e.g.,: web page & online promotion; events calendars; printed programs; media relations; signage; social media, etc.), Registration (online sign-up, payment and tracking; on-site sign-in, etc.), Sponsor/partner management, Volunteer management (Business.com, 2017) 6.Determine Administrative Processes: In other words, how are you going to keep track of your planning, registration, budget, guest and speakers lists, etc.?

7.Identify and Establish Partnerships & Sponsors: Are there organizations that you could partner with or call on for sponsorships to defray the costs and increase potential participation? When you involve other people or groups in your event, they have a stake in helping spread the word and making the event a success. You might want to consider: Seeking corporate sponsors to fund a portion of the event. This can range from national organizations that might want to sponsor a dinner, offer a door prize or a key silent auction item, to local businesses that might be able to provide goods or services, such as flowers for the tables, gift bag items, etc. Partnering with community organizations who might be able to offer a venue and/or assistance with organizing or staffing an event 8.Create a Publicity Plan: Even with the most amazing speaker or entertainment line-up, you need publicity to get people in the door. Event promotion starts with the initial notice or page on your website, note in your newsletter or email to save the date and then builds to include online and offline publicity, media relations and on-going outreach to encourage registration.

9.Establish a Budget: Your budget should incorporate estimates for all of the key items identified in your Event Master Plan. Don’t forget to include any travel or accommodation costs for speakers, presenters, etc.

10.Determine Evaluation Process: How will you determine if your event is a success? Do you measure success by the number of registrants or attendees or is it dependent on you breaking even or raising a target amount in donations? When you set your initial event goals and objectives, you should also consider how you will evaluate the event to determine your success. If you are using a membership management software package, such as Wild Apricot’s, you can easily track registration numbers and fees. But, if your event involves tracking, for example, a silent auction, then you’ll need to put some processes in place to identify goods offered in kind and funds raised at the event.

Data collection: There are many data collection tools that help organisations gather and analyse valuable information around their events.

•Registration Systems •Online Surveys •Event Management Software •Mobile Apps •Social Media Tools •On-Site Systems •Audience Engagement Tools •Web Analytics •Networking Tools •RFID/NFC Tools •Chatbots

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Data Analysis: Much of the data from such sources can be analysed manually and computer base in order to identify key event outcomes such as attendance and financial results. These data may need some degree of interpretation, for example, by comparing them with stated event objectives or with similar data from previous events.

Reporting: The function of the report as the record of the event will lend itself to the use of statistics to create an accurate profile of the event, supported by appropriate detail through the use of tables, graphs, etc. Any outcomes noted, such as economics or tourism impacts should support by a description of the methodology used to evaluate them and number of survey responses obtained. Both the narrative and record functions of the event report combine to present a useful basis for reporting to stakeholders and for planning the next event. (Crowd, 2017) Dissemination: The final step in the post-event evaluation processes is to disseminate the event report to relevant stakeholder groups. This may be done by face to face meetings with key stakeholders such as the host organization, government, and sponsors, where the content of the report can be verbally communicated and discussed. For the host organisation, this may represent an important closure and for sponsors, it may give rise to a discussion on continued involvement with the event. It is worth considering additional formats of the report, for example, PowerPoint presentation may be preferred for face to face presentations or a media release may be prepared to accompany the distribution of the report to the media. If the event report is well written and carefully distributed, it can be an important tool for enhancing the reputation and future prospects of the event.

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SUBUNIT 2: EVENT SUCCESS

Measuring an event’s success, whether it is an exhibition, a seminar or a conference allows the identification of what is necessary to work on when planning future events. Some concrete criteria are essential to calculate event’s ROI (Return On Investment).

Define exact criteria before your event

What evaluation criteria should be taken into account? This depends largely on the event’s objective – is it to present the strategic plan to the senior management? Attract new clients? Train company collaborators?

Motivate teams? It is a concert, a conference or a social event? Depending on the nature of the event, it may require several evaluation criteria. Here are some of them that may be useful:

- The attendance rates

This is one of the first criteria to be considered – count the number of guests. It can also be compared the number of people present with the number of people invited. While it is relatively easy to find out how many invitees have said they will attend, seeing how many actually turned up can be a lot more difficult. Certain tools (like OnSite) can be used to scan your guests’ invitations as they arrive, allowing you to track the attendance rate in real time. You also gain precious data such as the exact time the people arrive, which session had the highest attendance rate, etc.

- Guest involvement

An event’s success is also judged by the extent to which the attendees participate. If they are invested in the event, they will better remember the event’s key messages and will remember it as a positive experience.

How can you judge your attendees’ participation? Use a mobile app, say for example ConnexMe or Socrative to organize votes and allow attendees to post their comments on the main screen. You will be able to track the number of private messages sent by your guests, the number of questions asked, the number of people participating in the polls etc. at any point during the event. At the end of the event, you will be able to use this data to find out which moments best captured your guests’ interest.

- How the attendees felt about the event

Quantitative evaluation criteria are not sufficient indicators of your event’s success; qualitative data is also required. That’s why we often see that evaluation forms are sent to guests to find out what they thought about the event. Compiling this information has long been a time-consuming process – and this is not counting the time spent sending reminders to the guests asking them to fill in the form.

Now there are some tools to can ask the attendees for their opinion (at the end of each session/day/the event) and the information can be compiled immediately, for e.g. ConnexMe.

- Your event’s influence

When hosting an external event, one of the aims of which is to attract as many attendees as possible, success can also be measured by its renown. Look at the scale of press coverage, the number of blog posts and the number of times it is mentioned on social media to calculate it. These are good criteria to use to calculate an event’s success.

- Define Your Key Performance Indicators (KPIs)

KPIs evaluate the success of an organization or of a particular activity, like an event, a project, a product in which it engages. It is never enough to have just a single key performance indicator; minimum three, four, or even five in place to accurately assess whether the event can be defined as a success by your measurement.

Even if all measures indicate a success, the evaluation will help you make improvements to the next event reaches an even higher milestone. (Do, 2014)

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- Sponsor Recognition

It’s not just the attendees’ level of satisfaction that determines event success but also that of the sponsors as well. The sponsors are the backbone of the event because they are the ones funding it. Were they pleased with how the event went? Did they feel like your company held up its end of the bargain? It is necessary to gauge the sponsors’ impression. Instead of a survey, though, it would be better to set a Skype or sit-down meeting with the sponsor representative.

Remember, sponsors are hardly a one-time deal; to establish a long-term relationship so that they support for subsequent events. The technician organiser event should be open to constructive criticisms from the sponsors and take to heart any recommendations on what can be done differently for the next event.

If the sponsor has decided not to move forward with the relationship, then obviously that is not an indicator of an event that went well even if it was generally well received by guests. Sponsors have a different way of perceiving an event that the guests do, so be sure to cater to their expectations.

- Measure Revenue vs Overhead Cost

In the organization of a corporate event, the purpose is to create branding and new customers. It’s also about bringing in additional revenue. To make money, though, it is necessary to spend money, and it’s possible to spend more money than to bring in if the event ends up being a bomb.

Essentially, the following parameters should be measured: •Anticipated cost vs actual cost •Anticipated revenue vs actual revenue •Actual cost vs actual revenue Going slightly over the budget and/or earning slightly less revenue than anticipated does not automatically make the event a failure. It is possible, for example, not have brought in as much revenue as anticipated but did acquire a far above an average number of signatures to be included in the email newsletters. That’s scores of potential new clients right there, some of which may be repeated customers and bring in residual income for many years to come.

To sum up, there are many criteria that can be used to work out how successful the event was – it’s up to the event organiser technician to decide which are relevant (before the event). Choose the direct results (the number of attendees, new sales leads, etc.) or the indirect ones (improvement of the company’s reputation, guest satisfaction, etc.) Even if some of them are hard to evaluate, new tools will allow the technician to refine how to calculate the event’s success.

183 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

SUBUNIT 3: EVENT ORGANISATION ELEMENTS

Event management expert Anton Shone in his book “Successful Event Management: A practical handbook” suggests that there actually are only two key evaluation issues that should be taken into account when thinking about evaluation of the event: 1)Did the event meet its objectives?

2)What can be improved for the next event, if there is going to be one? (Shone, 2001) The purpose of it is first to try to see the bigger picture, connecting all the little things that were done while organizing and conducting the event, so it is possible to examine what was done well and what could be improved in the future events. Secondly, to see whether the objectives of the event were met (how many people you wanted to come to the event, how many actually came; how many people you hoped to attract with marketing and public relations campaigns, how many you actually did attract. etc.) And when it comes to organizing events, the identification of the main objectives is crucial, because it lets organizers understand what they want to do and then find the best ways, how to get it done. (Do, 2014) This process can be looked at in several ways: 1.Which are the activities that turned out exactly as you wanted them to? Those are probably the ones that should be left without any changes also in the future, because it is commonly known that you should not try to fix something that is not broken, and while it works perfectly, it’s better not to experiment with it.

2.Which are the activities that went well, but not as well as you’ve hoped? These are the ones that you can try to experiment with – probably you will want to fundamentally leave them as they were, because all in all they were okay, but it is always possible to change different aspects and details, that in some cases can help a great deal.

3.Which are those activities that went badly and needs sorting out? These are the activities that you have to fundamentally overthink and change at their core. (Shone, 2001) Collecting information for the evaluation process should not be underrated (as it often happens), and it needs to be conducted systematically and thoughtfully. The amount of information depends on each events size, scale, participants etc. However, the amount of information will exceed one’s expectations even if it is a small event. But it is important to understand that the collected sources of information should be properly analysed so the research is not one-sided, expressing someone’s opinion and not valid data, and although it may sometimes seem that to carry out these kinds of evaluations a lot of data is needed (which of course is advisable), it turns out that even with a modest amount of information collected, there might actually be lots of information sources, that can be used.

Data, that is the outcome of this information collection process can be divided into 1)Quantitative data: attendee statistics, market segmentation data, sales figures, financial reports and accounts, economic impact analysis, environmental impact analysis, social impact analysis 2)Qualitative data: attendee perceptions, interviews with attendees and staff, management notes and commentary, social impact analysis, environmental impact analysis In addition, the evaluation process is very relevant not only for event managers but also for clients and stakeholders (such as councils, sponsors, clients and so on), who insist on a report on how their resources have been used and to which extent objectives have been accomplished. (Do, 2014.) Overall, stakeholders do want to make sure that event organizers and coordinators really put their money to work by spending it effectively and wisely. This is the reason for the publication of final reports and accounts, particularly for big public events.

184 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

So, in order for all stakeholders to be able to express their opinion, a short period after the closedown of the event (certainly within a month) there should also be a meeting of the various interested parties to evaluate the event.

As previously said, often event evaluation is treated as something second-hand because of lack of time, recourses or expertise, but it should not be so because care in evaluation is an aid to future planning and should not be overlooked.

To sum up, event evaluation is a very important aspect in the process of event organization, because it helps to assess, whether the objectives of the event were achieved, what activities of the event could have been done differently and what activities were the highlights of the event. By doing this, firstly it gives you an opportunity to become a more knowledgeable event organizer, secondly you learn (sometimes from success, sometimes from mistakes) how to manage events, so they become viable and sustainable, because, as said before â&#x20AC;&#x201C; actually evaluation is all about the future and not about the past, as it may sometimes seem. Event evaluation is also very important for reassuring the stakeholders that their means have been spent properly, which is also related with sustainability because it can convince your sponsors and cooperation partners to stay with you also for the future events. The steps that should be focused on when evaluating an event is deciding what and how you are going to evaluate, what information you need to gather to be able to do it and once the information is gathered, efficiently analyse it, so you get the data which can be presented to the stakeholders at the evaluation meeting, which should be organized not later than one month after the event.

185 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

SUBUNIT 4: EVENT CONTROL AND EVALUATION TOOLS

Evaluation is the systematic application of social research procedures in order to monitor and assess processes and results of events and other means of communication regarding prior defined objectives. (Buhl, 2007) A distinction is made between formative evaluation that is carried out parallel to the event management process and allows adjustments to change parameters, and summative evaluation that is carried out after the implementation of an event in order to measure performance.

As evaluation methods and strategies have been already analysed in the previous subunits, here we will try to give a quick overview of the software tools that can help event planners, designers and organizer to evaluate an event. EVENT control and evaluation may be done by using some features of the software presented and analysed in Learning Unit 4 - ICT IN EVENTS ORGANIZATION. For the needs of this learning subunit, we will focus on survey creation tools and social media activity monitoring tools. (Watch, 2017) The most commonly used tool for event evaluation processes is surveyed. Nowadays internet is used by many companies, authorities, scientists in conducting all kind of social studies all over the world. Whether it is market or scientific research, the online survey has been a faster way of collecting data from the respondents as compared to other survey methods such as paper-and-pencil method and personal interviews.

Advantages and Disadvantages of Online Surveys Advantages

•Minimal costs. Collecting data does not have to cost you thousands of dollars when the only cost of contacting someone is to send them an e-mail is low when compared to other methods.

•Automation in data input and real-time access. Respondents input their own data, and the responses are automatically stored in a survey database, providing hassle-free handling of data and a smaller possibility of data errors.

•Less time. Rapid deployment and return times are possible with online surveys that cannot be attained by traditional methods. Capable of collecting data from a large number of respondents.

•Convenience for respondents. They can answer questions on their schedule, at their pace, and can even start a survey at one time, stop, and complete it later. Also, they can complete the survey online, on their mobile devices/smartphones, via email or even on a kiosk.

•Design flexibility. Surveys can be programmed even if they are very complex. Intricate skip patterns and logic can be employed seamlessly. You can also require that respondents provide only one response to single-choice questions, which cuts down on error. Standardized surveys are relatively free from several types of errors •No interviewer. Respondents may be more willing to share personal information because they’re not disclosing it directly to another person. Interviewers can also influence responses in some cases.

Disadvantages •Limited sampling and respondent availability. Certain populations are less likely to have internet access and to respond to online questionnaires. Some examples of these respondents include the elderly and people who reside in remote areas.

•Possible cooperation problems. Although online surveys in many fields can attain response rates equal to or slightly higher than that of traditional modes, internet users today are constantly bombarded by messages and can easily delete your advances.

•No interviewer. A lack of a trained interviewer to clarify and probe can possibly lead to less reliable data.

Especially regarding surveys which ask open-ended questions because there is no trained interviewer to

186 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

explore the answers of the respondents.

The easiest and simplest way/tool to create an online survey is of course by using Google Forms. One may use Google Form to gather information before (names and contact information for attendees), during and of course after the event to get feedback on conference sessions and gather suggestions for improvement. However, Google Forms is not the proper tool for every situation due to some restrictions related to its features and abilities (such an example is the “skip logic” which till recently could not be used in google forms).

Searching the www, one may find hundreds of online tools for survey creation. Before selecting the proper one for your case/needs, the following “benchmarking” review about “The Best Online Survey Tools of 2017” made

by PCMAG may be a good starting point. https://www.pcmag.com/article2/0,2817,2494737,00.asp. Keep in mind that as in a lot of benchmarking reviews this review is not the solution to your request and is proposed that this may use as some advising material.

After the selection of the proper survey tool for your case the next step is to get familiar with its usage and of course its requirements in terms of abilities, skills and of course resources. The most well-known free online survey tool is probably SurveyMonkey. SurveyMonkey is an online survey development cloud-based software as a service company, founded in 1999 by Ryan Finley. SurveyMonkey provides free, customizable surveys, as well as a suite of paid back-end programs that include data analysis, sample selection, bias elimination, and data representation tools. In addition to providing free and paid plans for individual users, SurveyMonkey offers more large-scale enterprise options for companies interested in data analysis, brand management, and consumer-focused marketing. (Wikipedia, 2017)

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Since releasing its enterprise in 2013, business-focused services, SurveyMonkey has grown dramatically, opening a new headquarters in San Mateo. SurveyMonkey provides data collection, data analysis, brand management, and consumer marketing for Facebook, Virgin America, Salesforce.com, Samsung, and Kraft Foods, among others.

As of 2015, SurveyMonkey has 25 million users and receives 90 million survey responses a month. The company was named to the Forbes Unicorn List of startup companies in 2015. In 2016, SurveyMonkey was ranked #6 on the Forbes Cloud 100 list (Wikipedia).

The following article will teach you how to create an online survey with SurveyMonkey. (WikiHow, 2017) STEP1 - Visit the SurveyMonkey website at http://www.surveymonkey.com/.

STEP 2 - Click â&#x20AC;&#x153;Sign Inâ&#x20AC;? at the top of the page.

STEP 3 - Enter your Username and Password associated with your Survey Monkey account and click Sign In. Click here to create a Survey Monkey account:

https://www.surveymonkey.com/MyAccount_Join.aspx?utm_source=account_login.

Alternatively, you can sign up using the Sign Up with Facebook or Sign Up with Google buttons on the right.

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STEP 4 - Click the â&#x20AC;&#x153;+Create Surveyâ&#x20AC;? button at the top of the page

STEP 5 - Enter a title for your survey and select a category. You can also choose to Copy an existing survey or Use an expert survey template.

STEP 6 - Select a template to use for your survey and click Next.

STEP 7 - You will have the option to make edits to the default survey and template on the left side of your survey.

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STEP8 - Click the “Collect Responses” tab at the top.

STEP 9- Click the method you wish to use to distribute your survey.

STEP 10 - Click “NextStep”.

STEP 11 - Copy the URL and paste it into your email newsletters, tweets, and anywhere else that you can post a link for your users to click and access the survey. Alternatively, you can copy the HTML code to add it to a webpage.

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STEP 12- Design the survey. Opening the account and knowing the basics of creating the survey are only half the process. The real work comes in designing an effective survey that elicits the information you’re really after.

This means that you need to know, without a doubt, what it is that you’re seeking. Creating a survey without having a clue as to what you want from it will simply waste the time of all involved. Moreover, if it’s clear to survey takers that the survey is random, they’re much more likely to avoid taking it, especially if it appears as spam.

Social media measurement or ‘social media monitoring’ is an active monitoring of social media channels for information, [FT] usually tracking of various social media content such as blogs, wikis, news sites, micro-blogs such as Twitter, social networking sites, video/photo sharing websites, forums, message boards and user-generated content in general as a way to determine the volume and sentiment of online conversation about a brand or topic.

Social media is the new way of business and marketing. What we think and believe about our own products and services is not as important as what people (as potential costumers) have to say about it and of course about us. And nowadays social media is the channel where people are going to express and spread around their own opinion about a certain product or a certain service or about an EVENT. What if you’re not there to hear (and respond to) their commentary? Numerous tools are available to help you listen in on social media.

However, if you do not have a social media listening strategy they are pointless. Listening in on social media is a great way to get ahead of your competitors and keep your customers coming back for more.

No matter if you have a social media strategy, you always have to listen in with social media tools. There are plenty social media activity monitoring and listening tools such as Google Analytics, Hootsuite, Tweetdeck, Icerocket, Social Mention, Topsy etc.

By utilizing these tools, you can find out what your audience wants so you know what to provide them. This is akin to getting feedback from your audience without actually asking for it. Think about the possibilities you can do to improve your marketing efforts by tapping into your audience’s thoughts(business.com).

To qualify for inclusion in the Social Media Monitoring category, a product must be able to (g2crowd): • Listen for specific mentions across social media •

Identify trending topics or phrases

•

Detail customer sentiment

•

Organize customer information

•

Identify thought leaders and influencers

So, the question that comes to your mind, once more, is which tool I should choose for my case. In order to help in finding a quick and first level answer to this question, we briefly present some of the most well-known tools for Social Media activity Monitoring. (ProSkills, 2017)

191 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

Social Mention

Social Mention is a social media search and analysis platform that aggregates user-generated content from across the universe into a single stream of information. It allows you to easily track and measure what people are saying about you, your company, a new product, or any topic across the web’s social media landscape in real-time. Social Mention monitors 100+ social media properties directly including Twitter, Facebook, FriendFeed, YouTube, Digg, Google etc. Social Mention currently provides a point-in-time social media search and analysis service, daily social media alerts, and API. http://www.socialmention.com/

Hootsuite

HootSuite is a social relationship software platform that empowers businesses to execute amazing social media strategies and activities across their organizations. Its vision is to revolutionize today’s communications.

Its mission is to empower its customers to transform their messages into meaningful relationships. Based in Vancouver, this popular software solution has over 500 staff located in its various offices: San Francisco, Vancouver, Hong Kong, New York, Sydney, London, Singapore, and other countries. The popular firm operates on a freemium model. HootSuite has at least 10 million users in over 175 countries. https://hootsuite.com/

Keyhole

“Keyhole is a hashtag tracking tool for Twitter, Facebook, and Instagram.”Keyhole provides real-time social conversation tracking on Twitter, Facebook, and Instagram. It’s easy to setup and results are provided in a real-time visual dashboard. http://keyhole.co/

TweetReach

TweetReach is a great monitoring tool for your business if you’re interested in checking how far your Tweets travel. TweetReach measures the actual impact and implications of social media discussions. It is a good way of finding out who are your most influential followers, implicitly guiding you towards the right people you should be targeting when aiming to share and promote online content. https://tweetreach.com/

192 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

HowSociable

HowSociable is a handy tool for measuring your and your competitors’ social media presence. A free account allows you to track 12 social sites, including Tumblr and WordPress. However, if you’re interested in 24 more, such as Facebook, Pinterest, Twitter, etc. a pro account is required. HowSociable’s approach to social monitoring is a bit different as it breaks down scores for different social media platforms, allowing you to see which social media platforms work best for you and which ones need further development. http://howsociable.com/

193 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

EXERCISE

Challenge: Understanding interactions and pain points A leading alcoholic beverage company had sponsored a well-known music festival along with a variety of activations for several years. The client wanted to complement findings from previous quantitative event evaluation and gain a greater understanding of the overall experience and pain points of attendees.

Clue: Research may be conducted in following two phases.

Phase 1: In-depth interviews may be conducted to understand awareness and perceptions of the brand at the event.

Phase 2: Observational ethnographies were conducted allowing the organisers the chance to evaluate festival goerâ&#x20AC;&#x2122;s interaction with the brand.

194 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

FURTHER READING BIBLIOGRAPHY Buhl, A., 2007. :Controlling und Evaluation von Events. KonzeptionelleGrundlagen, empirischeBedeutung und EntwicklungeinesModellszur Event-Evaluation. Unveröff. Magisterarbeit: Universität Leipzig.

Business.com, 2017. Business.com. [Online] Available at: https://www.business.com/articles/people-aretalking-are-you-listening-the-importance-of-social-media-monitoring/ [Accessed 1 12 2017].

Crowd, G., 2017. G2 Crowd. [Online] Available at: https://www.g2crowd.com/categories/social-mediamonitoring?segment=small-business [Accessed 1 12 2017].

Do, P., 2014. Event Management Case: The Annual International NIBS Conference in Lahti, Finland. Bachelor’s Thesis Lahti University of Applied Sciences.

Parry, B. & Shone, A., 2001. A practical handbook. Successful Event Management ed. London : Continuum.

ProSkills, E., 2017. EU ProSkills. [Online] Available at: http://www.pro-skills.eu/tools/social-skills/Four%20 ears.pdf [Accessed 1 12 2017].

Times, F., 2017. Social Media Monitoring. [Online] Available at: http://lexicon.ft.com/Term?term=social-mediamonitoring [Accessed 1 12 2017].

Watch, B., 2017. Brand Watch. [Online] Available at: https://www.brandwatch.com/blog/top-10-free-socialmedia-monitoring-tools/ [Accessed 1 12 2017].

WikiHow, 2017. WikiHow. [Online] Available at: https://www.wikihow.com/Create-an-Online-Survey-WithSurveymonkey [Accessed 1 12 2017].

Wikipedia, 2017. Wikipedia. [Online] Available at: https://en.wikipedia.org/wiki/SurveyMonkey [Accessed 1 12 2017].

195 The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.