Event Planning Guide Provides Practical Steps

14/10/2017 Event Planning and Management Summary | Ruth Dowson and David Bassett
Book
Event Planning and
Management To produce successful events, take
one practical step at a time.
A Practical Handbook for PR and
Events Professionals
Ruth Dowson and David Bassett
Kogan Page, 2015
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Rating  Recommendation
8
9 Applicability With more than 30 years of experience in event-management, Ruth Dowson and David
8 Innovation Bassett explain the challenges of successful events, including smooth organization.
Their manual speaks to students, but it will also appeal to working professionals. The
8 Style
authors divide their information into chapters that provide an overview of each step in
putting an event together. Multiple case studies and templates support each section’s
practical lessons, along with charts, diagrams, checklists, examples, case studies,
photos, and much more. Subsections within the chapters guide more knowledgeable
readers to the in-depth advice they seek. Boxes labeled “top tip” offer suggestions for
experienced planners. The clear language and blunt presentation reinforce the authors’
https://www.getabstract.com/en/summary/leadership-and-management/event-planning-and-management/25540?st=RELATED&si=25542 1/9
recommendations, whether for selecting a venue or naming a planning team.

getAbstract recommends this detailed primer to aspiring event planners and all event
professionals.
In this summary, you will learn

• What constitutes an event,
• How to build successful events, and
• How to evaluate events.
Take-Aways
• Organization, the first phase of event planning, is crucial to success.
• The location sets the tone of the event and emphasizes the client’s image.
• Accurately mapping the location ensures safety and access throughout the event.
• The event program must match the client’s objectives.
• Communicate crucial elements of the event’s message to speakers and performers
so they can deliver appropriate presentations.
• Use social media for promotion.
• Create a plan and timeline to ensure that the target audience receives the
intended message.
• An inadequate number of public restrooms can ruin an event.
• Some industries have strict rules about event expenditures and may have ethical
or other restrictions.
• Conduct a final event evaluation to establish a basis for future recommendations.
Summary
“An event is a planned
gathering of a
temporary nature,
which is often a Event Organization
memorable or special An event – as opposed to a regular occurrence – is “planned, memorable” and
occasion for the “temporary.” It fulfills a purpose. Classify your event based on its frequency, location,
attendees.” size and industry.
Researcher Donald Getz outlined a typology of events in his 2007 book Event Studies.
He lists eight event categories: “cultural celebrations, business and trade, arts and
“Without a full apprecia- entertainment, educational and scientific, political and state, private events,
tion of the potential costs recreational, and sport competitions.” Determine if your event focuses on your
of an event, organizers company’s staff as an “internal” activity or builds relationships with external groups.
risk, not only the failure Event planners often reach out to tourist attractions, sport activities and hotels. Such
of the event, but also of participants can be an inviting component of your event.
the company, whether in
terms of finances or During development, list the event’s priorities and objectives with your client. The
reputation.” event concept requires client input, summarized in the “Five W’s”: “who, what, when,
where” and “why.” Hold budget conversations in the planning stage. Event managers
produce the best results when their client values their expertise during the
organizational process. Show your client summaries and templates that demonstrate
“The event program is your specialized knowledge. Understand the emotional experience your client hopes to
likely to include a create. Use the “Five E’s” – “educate, enlighten, engage, energize” and “entertain” – to
combination of both
‘formal’ and ‘informal’ choose and prioritize an event’s activities in light of its overall goal. Compile this
activities” information for your event proposal.
The middle phase of planning an event demands an overwhelming amount of

organization. Confirm the location, event team, suppliers, promotion and finances. The
wrap-up stage includes breaking down the requirements for each component of larger
“If you don’t manage the
cash flow, you could be
out of business, no
matter how popular the events, evaluating the event and listing future recommendations. Many planners avoid
event!” this time-consuming step, but surveying attendees and debriefing the client, suppliers
and organizers provides information for the future.
Choosing and Planning Locations

“More than anything, An event’s location has a major impact on the image the client wishes to portray. Travel
know what you are and accessibility affect attendance. Visit the site. If you can’t inspect the site, call on a
going to do, and why,
before you do it.” Destination Management Organization (DMO), a company that helps event planners
identify venues. The planner and client compile a detailed site requirement list for the
DMO. After you select a site, some DMO agencies provide additional site-related
services. The nature of the event’s activities and the expectations of those who attend
affect the size of the site you need and the facilities and equipment you require. For
“Stay ahead of the curve
by looking beyond the instance, lacking enough restrooms can ruin an event.
confines of the event
industry for new ideas Request a site map and plan the internal locations, including the guest help desk and
and inspiration.” medical desk, VIP stations, placement of tech equipment and accessibility flow. Create
a plan showing the site logistics, including a map of locations for your activities. Locate
your “event organizer office” near the entrance to simplify check-in for staff and
suppliers. Ensuring everyone’s safety is critical. Conduct a risk assessment that
considers the number of people on hand, electrical equipment, weather, and short-
“It’s not only the client
who might want input term construction debris and fire hazards. Hiring enough security and medical
into the event content – personnel minimizes potential catastrophes.
but also attendees and
the organizations they The Event Program
represent, media and
Align the activities at the event with your client’s objectives. Make sure the content
shareholders, to name
but a few.” suits the client’s company culture. Program managers must decide if the event requires
original content and design or if it can incorporate predesigned elements, such as items
the hotel’s corporate hospitality office might provide. The elements of your event’s
program might include a product launch, a charity fundraiser, community gatherings,
meals, seminars and conferences. Exhibitions can be single events or “roadshows”
“The event site may be
indoors or outdoors but, requiring organization across multiple sites. Outsourcing may not simplify the process.
wherever the event is Maintaining the chain of command, incorporating client requests, finding suppliers
taking place, a proper whom the outsourced location accepts and managing hidden costs often turn out to be
plan of the layout of the
time-consuming. Handling them poorly creates even more difficulties. Despite the
event site needs to be
prepared.” challenges, a customized event provides your client with a unique, valuable experience
and generates demand for your talents.
Life of the Party

“Whether through Parties enable clients to entertain their customers, but be mindful of your budget.
sponsorship, ticket sales Including celebrities, speakers or VIPs who need extra security can generate costs that
or advertising, financial must add value in order to be worthwhile. Event performers generate additional details
resources may be to manage, like their transportation needs, security and tech set-up. They are “stars”
obtained from outside and you must manage them as such. Communicate your expectations to guest speakers
the client organization,
so their talks are appropriate for your audience. People want to hear speakers discuss
as well as from within.”
experiences that align with the event’s topic. They like “war stories” about things that
went wrong and the lessons learned.
Food and beverage are two major factors in guest satisfaction. As you prepare to
“Because events use so accommodate dietary restrictions based on individual choice, medical or religious
many resources, reasons, make sure the food delivery method allows guests to enjoy their meals. For
whether financial,
example, if a server removes the protective wrap on a glatt (strict) kosher meal before
people or other physical
resources, being able to serving it, the guest cannot be sure it remains kosher and can’t eat it. Oblige the needs
measure their effective of diners who require halal, vegan, gluten-free or sugar-free food. Beware that the
use and make improve- quantities of alcohol you offer can have major ramifications.
ments is important.”
Collaborative Event Planning
Larger events are more complex. Event teams are rarely made up of full-time
employees from one firm. Managers must account for the interactions of strangers
“Carrying out a risk working together. An event with multiple segments across several days or venues
assessment will enable demands a service-delivery plan. Have one team member travel to the next event
an event manager to put
measures in place to segment’s location to communicate changes and check on readiness. Events that span
minimize the risks to only a few hours still have multiple segments, including introductory speakers, a food
public safety.” break, a midpoint performer and a new tech set-up for the final act, all of which require
collaboration and clear communication.
A small team can develop an event, but you’ll need a larger team on-site. Always have
“The new concept of someone available at a base office to handle emerging problems. The “operational
curating an event is events team” includes the core group and support service personnel. Write a
beginning to emerge description for each role, tailored to the event. Develop appropriate recruitment and
through the museum training procedures. Event planners often turn to the same suppliers to simplify the
sector.”
chaos of temporary staffing. To minimize difficulties, use team-building exercises and
personality assessments to help members recognize each person’s communication style
and personality orientation.
“Developing a collabora-
tive approach in which Promoting Your Event
team members Identifying the message and audience for your event are crucial components of your
appreciate those who promotional campaign. Demographics that affect a potential audience member’s
add value in different motivation for attending your event include gender, age, professional position,
ways is more likely to financial and marital status, relationship and family status, education, home location
lead to a successful and language. Your promotional message must reach a relevant general audience, but
event.”
target your specific core crowd with advertising, enticing promotions from sponsors,
mailings to previous attendees and personal outreach.
Social media advertising is a part of any event. The best feature of social media is that it
gives you the ability to build an audience and encourage engagement in a cost-effective
way. The content you share will influence which platforms your campaign should use.
Social media is particularly effective for spreading the word about new events without
an established audience.
If you work with a limited advertising budget, social media provide a basic foundation.
Using social media outlets effectively requires knowing the latest platforms and being
familiar with those your target audience prefers. Competitors’ use of social media can
give you an indication of which sources and approaches garner audience interest. Learn
the frequency, style and timeline of their posts to gauge your own. You content will vary
by event, but it must be attention getting.
Launching Your Event

Your promotional plan should focus and guide the activities of your event’s PR team.
Follow five steps to execute a successful rollout:
1. Identify goals – Tie your promotional goals to event objectives. Typical goals
include drawing attention, increasing demand and sales, building client image,
establishing a profile and competitive differentiation.
2. Determine the budget – Clients usually set a budget by picking an affordable
number, determining the percentage of sales allocated for promotion, comparing
costs for similar events, or listing desired outcomes and budgeting to meet them.
The last approach depends on identifying the work required to achieve the
wished-for results and estimating the cost of each element.
3. Choose PR elements – Every publicity tool has pros and cons. Prioritize them
with the “Four C’s” of “cost, clout, credibility” and “control.” Cost is not merely
outlay of funds; it’s the expense evaluated in terms of how far your message can
reach. Clout is a prism for discussing the reach of a PR tool and your options for
personalizing it. Credibility depends on the audience’s relationship to the tool
and the content it delivers. Control looks at how the tool focuses its message to
capture the target demographic. The elements of your PR campaign can work
together or separately to achieve exposure. Keep the message and look of your
brand consistent across platforms.
4. Design PR timeline – How you schedule your outreach calendar can
drastically affect the success of the campaign. Communicating messages too early
means they get lost. Wait too long, and no one will be able to attend.
Coordinating the content and the message depends on the different submission
requirements of various media platforms. If your campaign includes print
advertising, social media posts and direct mail, the first deadline – likely for print
ads – determines the timeline for confirming the message.
5. Evaluate – A final evaluation of the campaign provides clear information on the
most effective promotional elements.
Financial Considerations
Companies must determine the cost efficiency of having an in-house event team versus
hiring event planners. Either way, the client must approve the budget before work
begins, so accurate estimations minimize later complaints. Budgets for individual
events often need a comments column to help explain the planner’s choices and
modifications. Outsourcing suppliers and audio-visual specialists is common practice
and requires receiving proposals that include their services and costs to determine
which suppliers offer the best package for your client. The cheapest option may look
good on a budget sheet but it may not meet your expectations. Staging an event with
collaborating organizations requires tracking individual budget constraints, which
complicates managing the finances. Use templates and spreadsheets to simplify the
budget process.
Some industries have strict rules about expenditures. For example, event planners for
the health care industry must consider the ethical stakes of many event elements, like
venues and gift bags, and must follow regulations enforced by the FDA in the US, the
Association of the British Pharmaceutical Industry in the UK and the European
Federation of Pharmaceutical Industries in Europe. Charitable organizations
frequently operate events under restrictions.
“Evaluation”
Always undertake a post-mortem to determine if the event achieved its proposed

outcomes and to highlight outcomes that aren’t specific or measurable. Assess every
step of the process, from planning through to wrap-up. Ask attendees and participants
to describe what worked well, what did not and what issues arose. Your evaluation
form can be online or paper; anonymous or named; and based on yes/no questions, a
number scale or free text. It can include responders’ demographics or not and have
mandatory responses or not. A template with a one to ten scale makes responding
easier and provides data you can compare across events. Meeting Professionals
International endorses Jack J. Phillips’s “return on investment” model, which offers
five levels of assessment. Sound evaluation pinpoints the most successful events and
shows why they worked.
About the Authors

Ruth Dowson produces events, conferences and seminars. International event manager David Bassett focuses on
sports and tourism. Both teach at the UK Center for Events Management.
This document is restricted to the personal use of Alejo U (ualejandroc@hotmail.com)

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14/10/2017 Event Planning and Management Summary | Ruth Dowson and David Bassett

recommendations, whether for selecting a venue or naming a planning team.

In this summary, you will learn

The middle phase of planning an event demands an overwhelming amount of

Choosing and Planning Locations

Life of the Party

Launching Your Event

Always undertake a post-mortem to determine if the event achieved its proposed

About the Authors

This document is restricted to the personal use of Alejo U (ualejandroc@hotmail.com)

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