Models of event planning
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The document discusses event planning models and their components. It describes the stages of planning an event as research, design, planning, coordination, and evaluation. Another model presented is the event management process which consists of initiation, planning, implementation, and event closure. A third model, the Event Management Body of Knowledge (EMBOK), is a framework that brings together the functions and process of event management through domains, classes, phases and facets.
Models of event planning
- 1. Planning models Event Planning | Week 2
- 2. Learning outcomes By the end of the session, you will be able to: Describe the stages of planning an event Identify the components of event planning Compare and analyse different theoretical planning models
- 4. 1. Using the lead-in period 2. Developing the client relationship 3. Getting the suppliers 4. Finding the venue 5. Building the budget
- 5. Event planning process Bowdin, G. Allen, J. O’Toole, W. Harris, R. McDonnell, I. (2011), Events Management. 3rd edition. Oxford, UK: Elsevier. p.190.
- 6. The event management process Lee, S. and Goldblatt, J. (2020). Special Events: The brave new world for bolder and better live events. 8th edition. New York: Wiley. Research Design PlanningCoordination Evaluation
- 7. Event Management Body of Knowledge (EMBOK) Silvers, J. (2012). Professional Event Coordination. 2nd edition. New Jersey: Wiley.
- 8. CONTINUOUS IMPROVEMENT CREATIVITY ETHICS INTEGRATION STRATEGIC THINKING INITIATION PLANNING IMPLEMENTATION EVENT CLOSURE E CI I ST C ADMINISTRATION DESIGN MARKETING OPERATIONS RISK CLASSES I P IM CE PHASES ASSESS SELECT MONITOR COMMUNICATE DOCUMENT DOMAINS The EMBOK is a framework that consists of a variety of facets that represent the fundamentals of events management. It brings together the functions of event management with the event planning process, as well as provides a structure that facilitates collecting, analyzing, and retrieving the knowledge surrounding event management. The International EMBOK Model © 2005, International EMBOK Executive, All Rights Reserved
- 9. Source: Torkildsen, G. (2011). Sport and Leisure Management. 6th edition. Oxon, UK: Routledge.
- 11. What’s in a plan? Source: Silvers, J. (2012). Professional Event Coordination. 2nd edition. New Jersey: Wiley.
- 12. Any questions?
Editor's Notes
- #5: 1. Lead-in: What happens during the lead-in period Planning - Booking entertainment Venue sourcing - Sourcing suppliers Client liaison - Liaison with suppliers, such as caterers Research - Producing documents, such as the production schedule Fact-finding - Invitations and tickets The impact of a short lead-in Limits creativity – no time - Unavailability of suppliers and venues Limits choice - Compromises decisions Costs more - Reactive management (not proactive management) 2. Client Relationship Where to find a client – networking; other events; guides and directories; direct targeting to organisations; referrals; repeat business The importance of developing the client relationship – also important for repeat business and referrals to new clients Managing the client during the event process – before, during and afterwards 3. Suppliers Building a supplier list Knowing your suppliers Trusting your suppliers Relying on your suppliers Your legacy is in the hands of your suppliers 4. Venue Knowing where to find venues Guides/directories Online websites Venue brochures City tourist guides Walking round the city to identify venues Your relationship with the venue Trusting the venue Proposing venues to the client 5. Budget Building the budget What is included in the budget Contingency Controlling the budget