HKBU Lecture 3 - festive event planning

Festive Event Management

Subject Code: CEM4103

Lecture 3

Developed & Presented by :Roy Ying

Festive Event Planning

Note: Pictures used in this

power point file is for academic

Purpose only

Agenda

1. Elements of strategic festive event planning process

2. Establishment of festive project management structure

3. Determining festive event site and date

4. Festive event risk management, legal considerations and insurance

Festive Strategic Planning

• Understand the festival’s mission

• Clearly state the event’s objectives and goals

• Create an organization structure and recruit talented people and partners

• Create tactical plans to achieve objectives

• Execute plans and then measure results

Mission, Vision, Objectives

Need specific festive goals. For example,

• Event has potential to be a long-term income generator.

• Event provides value to the stakeholders.

• Event enhances the image and visibility of the Community, not only for hosting the event, but also for the use of proceeds for the betterment of the community.

Class Discussion 1

• Name the common objectives of the following festive events?

– Hong Kong Brand & Product Expo

– Hong Kong Winter Shopping Carnival

– Hong Kong Wine & Dine Festival

Class Discussion 2

• Name one thing in common the organizer has done in achieving their objective?

– Ruby 7

– UBS Hong Kong Open

– New Year Horse Racing

Case Study

Question

• What are the objectives of the Hong Kong Film Festival?

• Through what direction the organizing is heading to achieve these objectives?

• Who are the relevant stakeholders?

Agenda





Festive Management Structure

• Organizing Committee

Festive Event OC membership

• Usual composition

– Organizer (i.e., religious group, sporting

association, government agency, community,

exhibition organizer)

– Co-organizers

– Major sponsors

– Official representatives

Question

• Who should be the organizer of the following festival events?

– Hong Kong Tennis Classic Team Challenge

– Asia Game Show

– UBS Hong Kong Golf Open

Phases of Festive EventProject Management

• Source:Project Management Body of Knowledge (PMBOK)

The Event

Phase 1 – Festive Initiation

• Festive Project Charter – this defines the overall vision and project organisation

• Feasibility Study - a go or no-go decision should be reached

• Appoint the project team – defines roles and responsibilities and assign individuals or appoint PCO

Definition – Festive Project Charter

• Sometimes refer to as the “terms of reference”

• Purpose of this charter

– Reasons for undertaking the project

– Objectives and constraints of the project

– Directions concerning the solution

– Identities of the main stakeholders

Definition - PCO

Professional Conference Organizer• commonly known as PCOs, are commercial companies that assist

host organizations in every aspect of organizing an event. PCOs will be able to assist the committee members and act as the consultant, project manager, hospitality coordinator, local secretariat, housing and tour bureau, etc.

• Their services include:– OC secretariat

– venue management

– programme planning

– speaker support

– budget control

– sponsorship management

– event marketing

– registration processing – international media and

publicity – publications and printing – materials production – hotel and transportation – on-site management

Who’s the PCO?

Phase 2 - Festive Planning

• Create a project plan – most importantly this includes the work breakdown structure and schedule;

• Create a resource plan – what roles, capabilities and experiences are required and when;

• Create a risk management plan – this will detail how project risks will me mitigated/managed jointly.

• Create an acceptance plan – this defines the final acceptance criteria which you, the client (or boss), will use as your final sign-off upon delivery.

Phase 3 – Festive Execution• Implementation of all the plans – including hiring

of staff, sending out RFP, confirming contractors, and carrying out promotional schedule

• Monitoring and controlling – testing the plans and confirming how relevant they are the organizing progresses

• Making decisions based on the comparison between the plans and reality

• Work in progress reporting to the key stakeholders

• Active risk management

Phase 4 – the Festival

• Control and monitor project team

• Communications with all stakeholders

• Active achievement of the objectives listed under Festive Project Charter

– If it’s a film festival, you want…..

– If it’s a competition, you want…..

– If it’s a parade, you want…..

– If it’s a food festival, you want….

Phase 5 - Closure

• The last phase of the process

– Onsite shutdown including VIP exit, crowd

control, equipment and materials packing

– Evaluate success / failure based on objectives

– Archiving documents and financial reporting

– Disbanding of project team

– Planning for next event

Agenda





Marketing Consideration

• From a marketing point of view, instead of focusing on availability and budget, it’s more important to look at

– Why you are doing the event

– Who you are targeting

– Where your target audience is located

– When is a good time to host your event

– What kind of requirements you need

Part of Festive Event Marketing

PLACEPRICE

PROMOTION PRODUCT

TheMarketing

Mix

Venue

Date

Place

• Use your venue in achieving your objectives listed in Festive Project Charter

• Considerations should include:– Audience

– Event requirement

– Availability

– Service

– Budget

Audience

• It’s the Who under the 5Ws in festive event marketing

• Your choice of venue should

– match your audience’s profile

– accommodate your expected size of audience

– be easily accessible by your target audience

– provide service required by your audience

Audience

• Group discussion – What’s a good choice?

– You are managing a private jewelry show

promoting X’mas sale

– Your target audience are

• Mainland big spenders

• Wives of rich and famous

• Senior female executives

• Investment bankers

• Expatriates

Audience

• Choice 1 - Kee Club

Audience

• Choice 2 - AWTC

Audience

• Choice 3 – East Hotel

Festive Venue Selection




MEHK Promotional Video

http://www.youtube.com/watch?v=yzsvqR8Mtj8

Types of Festive Venues

• What’s available?

– HKCEC

– AWE

– Hotels

– Public space

– Shopping Malls

– Restaurants

– Boats

– Stadiums and Parks

– Private Clubs

Quiz – can you name these?

1 2 3

4 5

6

7

8

Quiz Answers

1. HKCEC roof top

2. China Club

3. AMC

4. L’hotel Nina

5. AWE

6. Central

7. Top Deck

8. Shangri-la Atrium (Library)

Build your own venue database

• A listing of venues with the following information:

– Sizes of all the ballrooms and meeting rooms

– Contacts of catering sales department

– Charts and floor plans (if available)

– Special remarks

• Membership

• Discounts / Surcharge

• Minimum Charges

• Guest Room Requirements

– For public space, you need to get government involved

who can help you get all the necessary licences

Selecting Festive Event Dates

Considerations include:

• Community culture

• Event marketing

• Feasibility

• Market intelligence

• Expectation management

There are exceptions…

• Do Dragon Boat Competitions always happen around Tuen Ng Festival?

• In Japan, there is a new “White Day”created one month after Valentines

• The Ryder Cup of 1999 was postponed because of 911

Agenda





What do we mean by crisis?

Risk, incident & crisis management

Strategic Responses to Risk

Avoidance Reduction Transference Retention

Includes

not performing an activity that could carry risk.

Reduces

the severity or likelihood of loss occurring.

Transfer to

another party to accept the risk. May or may not

mean insurance.

Accepting

the loss when it occurs. Maybe too large or

cost too much.

Tips for Festive Event Manager

• Understand what kind of risks your events are exposed to

• Contingency plan costs money. Only draw up “Plan B” if the risks are justified

• Use suppliers who are experienced in the kind of event you are organizing

• Protect yourself with adequate contract terms and liability insurance

• Proper documentation & communication

• Involve your boss as much as you can

Emergency Personnel Team

• You – as event manager and also the PR manager onsite

• Spokesperson (1-2)

• Phone team

• Researcher and writer

• Decision maker

• Legal council, if applicable

First determine what’s wrong, e.g.

• Human error

• Clerical error

• Unauthorized procedures

• Inadequate supervision

• Inadequate quality control

• Misuse of confidential information

• Errors of judgement

• Inadequate standard operating procedures

Develop a core message

• You want this message to be heard in every step of how people assimilate info

Tell everyone your message!

1. Emergency Personnel Team

2. Board of Directors

3. Employees

4. Members

5. Other Stakeholders

Example – Michael Jackson

• Died on 25 June, 2009

Crisis Management

• "The world lost a kind soul who just happened to be the greatest entertainer the world has ever known," Randy Phillips, chief executive of AEG Live, said in a statement. "Since he loved his fans in life, it is incumbent upon us to treat them with the same reverence and respect after his death.“

29 June 2009

Emergency crisis media interview

Designated Spokespersons

• Must be a senior officer

• Interest and empathy

• Honesty and authenticity

• Responsive and proactive

• Open to criticism

• A good story teller

Lack of crisis communications

preparation

Interview skill - Bridging• Don’t Know: I don’t know, but I can tell

you…

• Time: That may have been the case in the

past. Now we are…

• Importance: That once was important. What

is most important now is…

• Completing: I think you would have a more

complete picture if you considered…

• Yes and No: No, let me explain. Yes, and

furthermore…

1. A list of the members of the crisis management team

2. Contact information for key officers, spokespeople, and crisis management team members

3. Fact sheets on the company, each division, each physical location, and each product offered.

4. Profiles and biographies for each key manager in your company

7 Must Have Elements in Your

Crisis Communication Kit

5. Copies of your company, division and product logos, your press release format and the scanned in signature of your CEO on disk

6. Pre-written scripts answering key questions that you have generated through your crisis scenario analysis

7. Contact information for each of your key media contacts both locally, nationally, and if appropriate, key financial press and analysts.

7 Must Have Elements in Your

Crisis Communication Kit

Key considerations

Remember…

What NOT to do

Crisis, once happened, is all about communication

Business

HKBU Lecture 3 - festive event planning