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C h a p t e r 13

Special events

L E A r N i N G o B J E C T i V E S

after reading and studying this chapter, you should be able to:

• Define a special event.

• Describe what event planners do.

• Classify special events.

• Outline the skills and abilities required for event management.

• Identify the main professional organizations and associations involved with the special events industry.

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The special events industry is a dynamic and varied industry offering an array of events that fall into categories such as daily events, which normally happen spontaneously, and special events, which are planned and often motivated by a celebration such as a wedding, fair, or festival.

Special events include countless functions, such as corporate semi- nars and workshops, conventions and trade shows, charity balls and fundraisers, fairs and festivals, and social functions such as weddings and holiday parties. It is for this reason that the industry has seen such growth and presents so much potential for future careers and management opportunities.

Food, clothing, and shelter are the accepted basic physical needs that humans require. Following those needs is an emotional need to cel- ebrate, which has a direct impact on the human spirit. All societies cel- ebrate—whether publicly or privately, as individuals or in groups. The need to celebrate has been recognized by corporations, public and gov- ernment officials, associations, and individuals. This has contributed to the rapid growth of the special events industry with a wide range of pos- sible employment opportunities. When you consider all of the planners, caterers, producers, event sites, and others that become part of the special event, you can imagine the potential for future careers and employment possibilities.

Event management is a newcomer in the hospitality industry compared with the hotel and restaurant industries. Yet as you will soon learn, special

LearnIng ObjeCtIve 1 Define a special event.

Someone has to manage this incredible event, the Super Bowl.

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events is a field that doesn’t have rigid boundaries. Closely related fields that may overlap include marketing, sales, catering, and entertainment. Future growth trends in special events management provide plenty of career oppor- tunities in all hospitality sectors.

This chapter gives you an overview of the special events industry. You will learn about the various classifications of special events and where future career opportunities can be found. You will find information on the skills and abilities required to be successful in the field. Information on special events organizations, strategic event planning, and the future outlook of the industry will allow you to take a glimpse into this exciting, rewarding, and evolving field. As Frank Supovitz, vice president of Special Events for the National Hockey League in New York, says, “The stakes have never been higher. Sponsors are savvier. Audiences are more demanding. And, event producers and managers are held accountable by their clients to meet their financial and marketing goals more than ever before. . . . So before the lights go down and the curtain rises, reach out for the expe- rience and expertise in these pages . . . and explore the opportunities in special events management.”1

What event planners Do Event planning is a general term that refers to a career path in the growing field of special events. Its forecast includes a growing demand for current and future employment opportunities. Like several other professions, event planning came about to fill a gap—someone needed to be in charge of all the gatherings, meetings, conferences, and so on that were increasing in size, number, and spectacle among the business and leisure sectors. Corporate managers had to step away from their assignments to take on the additional challenges of planning conventions and conferences. government officials and employees were displaced from their assignments to arrange recruit- ment fairs and military events. Consequently, whenever a special event was to be held, the planner became a person whose job description did not include planning.

the title event planner was first introduced at hotels and convention centers. event planners are responsible for planning an event, from start to finish. this includes setting the date and location, advertising the event, and providing refreshments or arranging catering services, speakers, or entertain- ment. please keep in mind that this is a general list and will vary depending on the type, location, and nature of the event.

a vgM Career book, Opportunities in Event Planning Careers, has the following to say about a good candidate: “In addition to good organizational skills, someone with a creative spirit, a flair for the dramatic, a sense of adventure, and a love of spectacle could expect to flourish in this field.”

LearnIng ObjeCtIve 2 Describe what event planners do.

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highlighted skills and characteristics of a future professional in this field include the following:

Computer skills

Willingness to travel

Willingness to work a flexible schedule

experience in delegating

Willingness to work long hours

negotiating skills

verbal and written communication skills

enthusiasm

project management skills

Follow-through skills

ability to work with high-level executives

budgeting skills

ability to initiate and close sales

Lots of patience

ability to handle multiple tasks simultaneously

ability to be a self-starter

ability to interact with other departments2

Connie Clark, an events and creative services manager, shared her schooling and professional experience, which led her to work for a successful nonprofit tourism organization that executes 80 events each year. While there are many different paths that can lead to becoming an event manager, Connie’s got her here at a young age.

In undergraduate school, she majored in Communication Studies, and then went on to receive a graduate degree in Hospitality Management. Her career began five years ago. While finishing her bachelor’s degree, Connie completed an event planning internship with a gourmet grocery store chain in Minnesota. She was involved in planning and promoting corporate events such as book signings and store openings. After receiving her bachelor’s degree, she got a part time job with a small wellness center in Sarasota, Florida, that was looking to hire an organized person with marketing skills to coordinate and promote free wellness classes and events at the center. The job paid very little, but Connie believed that it would help her to gain the experience needed to eventually land her dream job as an event planner. After working for a year at the wellness center, she landed a job at the University of South Florida as an event planner/administrative specialist.

While working at USF, Connie was responsible for coordinating commencement exercises for the university, as well as board meetings, public lectures, and fundraising dinners. The interactions with vendors, caterers, and local hotels helped her to realize that pursuing a master’s degree in Hospitality Management was the per- fect step to progress her career in event planning. After receiving her graduate degree, and having worked at USF for several years, she got a job as an event and creative services manager for a nonprofit organization in Bradenton, Florida.

In her position as event and creative services manager, Connie plans events ranging from farmers’ mar- kets and art festivals to large concerts with national headliners and thousands of attendees. She coordinates

H O w t O b e c O m e a n e v e n t m a n a g e r

Courtesy of James McManemon, M.S., University of South Florida Sarasota–Manatee

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event management event management can be as small as planning an office outing, to some- thing larger like organizing a music festival and as large as planning the Super bowl or even the Olympics. events can be one-off, annual (happening each year), or every four years. things do not just happen by themselves; it takes a great deal of preparation to stage a successful event. to hold a successful event, the organizer should have a vision and leader/manager skills in the following key result areas: marketing, financial, operational, and legal. getting good sponsorship is a big help. Sponsors provide money or in-kind contributions and receive recognition as sponsors of the event, including use or display of their logos in the event’s promotion. Sponsors expect to get something in return for their sponsorship, so give them some- thing tangible that will help their corporation or organization. each year, thousands go to festivals and events of all kinds, and most, if not close to all, events receive some sponsorship, because it is too costly to stage an event without sponsorship.

event management requires special skills in marketing and sales (to attract the business in the first place), planning (to ensure all details are covered and that everything will be ready on time), organization (to make sure all key staff know what to do, why, when, where, and how), financial (a budget needs to be made and kept to), human resources and motivation (the best people need to be selected and recruited, trained, and motivated), lots of patience, and attention to detail and endless checking on them. to gain business, event managers prepare a proposal for the client’s approval and contract signature. there are some important how-tos in preparing an event proposal: Find out as much information as possible about the event (if it has been previously held) or what the client really has in mind. ask organizers, attendees, providers, and others what went right and what went wrong or what could be improved on next time the event is organized. Write the proposal in business english, not elaborate or florid language. Finally, do the numbers—nobody wants a surprise—do a pro-forma invoice so that the client will know the costs, and surprise the client by being on time and on budget.

an event can be costly to put on; in addition to advertising, there is a location charge, security costs, labor costs, and production costs (this may not only be food, beverage, and service, but also staging and decor). Usually, the event manager has a good estimate of the number of ticket sales

everything from lighting, sound, and staging to food and beverage concepts and menus. Moreover, she con- stantly references the tools and industry knowledge obtained from her schooling and previous experiences in the industry.

Connie’s future plans are to complete the Convention Industry Council’s Certified Meeting Professional (CMP) program to obtain the CMP credential, which can only strengthen her resume. One day, she plans to branch out and start her own event production company.

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expected. he or she then budgets the costs to include the entertainment and all other costs, leaving a reasonable profit.

event management also takes place at convention centers and hotels, where event managers handle all the arrangements after the sales manager has completed the contract. the larger convention center events are planned years in advance. as stated earlier, the convention and visitors bureau (Cvb) is usually responsible for the booking of conventions more than 18 months ahead. Obviously, both the convention and visitors bureau and the conven- tion center marketing and sales teams work closely with each other. Once the booking becomes definite, the senior event manager assigns an event manager to work with the client throughout the sequence of pre-event, event, and postevent activities.

the booking manager is critical to the success of the event by book- ing the correct space and working with the organizers to help them save  money by allocating only the space really needed and allowing the  client to begin setting up on time. a contract is written based on the event profile. the event profile stipulates in writing all the client’s requirements and gives all of the relevant information, such as which company will act as decorator/subcontractor to install carpets and set up the booths.

the contract requires careful preparation because it is a legal document and will guarantee certain provisions. For example, the contract may specify that the booths may only be cleaned by center personnel or that food may be prepared for samples only, not for retail. after the contract has been signed and returned by the client, the event manager will from time to time make follow-up calls until about six months before the event, when arrange- ments such as security, business services, and catering will be finalized. the event manager is the key contact between the center and the client. he or she will help the client by introducing approved subcontractors who are able to provide essential services.

two weeks prior to the event, an event document is distributed to department heads. the event document contains all the detailed information that each department needs to know for the event to run smoothly. about 10 days before the event, a Wag (week at a glance) meeting is held. the Wag meeting is one of the most important meetings at the convention cen- ter because it provides an opportunity to avoid problems—like two event groups arriving at the same time or additional security for concerts or politi- cians. about this same time, a preconvention or pre-expo meeting is held with expo managers and their contractors—shuttle bus managers, registra- tion operators, exhibit floor managers, and so on. Once the setup begins, service contractors marshal the 18-wheeler trucks to unload the exhibits by using radio phones to call the trucks from a nearby depot. When the exhib- its are in place, the exposition opens and the public is admitted.

the event-Planning Process the event-planning process has five crucial stages. It’s important to note that these stages are not entirely finite—the issues the event planner must

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address is indeed a process of reviewing and evaluating decisions made at each previous stage.

research the first stage of event planning is to answer the following simple questions:

1. Why should a special event be held?

2. Who should hold it?

3. Where should it be held?

4. What should the focus of the event be?

5. What outcomes are expected?

Once answers to these questions are available, you can move to the second stage of event planning.

Design the second stage in the event-planning process can be both the most excit- ing and the most challenging. this stage allows freedom in creativity and the implementation of new ideas that support the objectives of the special event. the design process is a time when an event manager or team can brain- storm new innovative ideas or develop adaptations to previous events to make them better, grander, and more exciting for the attendees. the design process seeks to obtain original and fresh ideas that will create an event in which it’s worth investing. the event may be a corporate meeting or it may be a beachside wedding, yet the design of the event will have a lasting impression on those who attend it.

Planning this event-planning stage is informed first by the budget for the event. Once the budget is established, the remaining steps in the process include contracting out services and arranging all other activities that will become part of the event. the type and size of the event will ultimately determine the steps required in the planning process, which may include the following tasks:

• Determine event budget

• Select the event site

• Select hotel accommodations

• arrange transportation

• negotiate contracts

• arrange catering

• arrange speaker, entertainment, music

• Organize audiovisual needs

• Create marketing plan for the event

• prepare invitations or event packets

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coordination the process of coordination can be compared to a director leading a band. the band may have rehearsed a piece of music countless times, and yet, dur- ing a concert, the director still has the ability to direct or control the perfor- mance. Similarly, the event manager engages in the process of coordinating the event as it unfolds. this may be a stressful time because of unforeseen problems that occur, or it may be a truly rewarding time with a flawless exe- cution. regardless, coordination of the event may involve decision-making skills and abilities as the event progresses.

Coordination also relates to the human resource aspect of the special event. event managers are leaders who, through example, motivate others. as an event manager, you will engage in coordinating staff and/or volun- teers to carry out the special event’s planned objectives and goals. as men- tioned earlier, empowering your staff will create a positive environment and will make your job of coordinating their efforts that much easier.

evaluation evaluation should take place during each of the stages of the event-plan- ning process and is a final step that can measure the success of the event in meeting the goals and objectives. If you take a look at the event-planning process diagram in Figure 13–1, you will notice that it is a continuous pro- cess. Outcomes are compared to expectations and variances investigated and corrected.

the information you learn about planning from your other courses and studies will help you if you choose to pursue a career in event management.

Evaluation

Planning

Research

Design

Coordination

The Event-

Planning Process

Figure 13–1 • Event-Planning Process Diagram.

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Challenges and tools for event planners and Managers If you are at this point considering a professional career in event manage- ment, there are event-planning tools that you can use to your advantage as you pursue a career in this field. there are four primary challenges profes- sional event managers face: time, finance, technology, and human resources.

time management plays an important role in event planning, and it is an element that can be used effectively by budgeting your time the same way that you would your finances. Delegating tasks to the appropriate people, keeping accurate records and lists, preparing agendas before meetings, and focusing on what items deserve top priority are all examples of how to use time management effectively.

Financial management becomes important for an event planner when it becomes necessary for you to evaluate financial data, management fees, vendor fees, and so forth. this does not mean that you have to be a financial wizard; however, knowledge in this area will greatly enhance your opportu- nity to make profitable and sound decisions. there are resources that can be used in this area such as obtaining help or counsel from a financial profes- sional and using technology that will help with event accounting.

Utilizing technology as a tool in event management can be a great oppor- tunity to assist in the previous two areas. Software programs for word pro- cessing, financial management, and database management can help in daily tasks and event planning. Other technology products that are used by event professionals include laptop computers, cell phones, handheld devices, event management software, and the Internet.

the final tool relates to the effective management of your human resources. empowering your employees is the key to success. as a man- ager and leader, you must train your employ- ees and/or volunteers and give them the nec- essary information to perform their jobs. It is critical to select the right people, empower them, and develop their skills. this will ultimately help you succeed in accom- p l i s h i n g yo u r g o a l s . empowering event staff can be used to allow them to make important decisions—successful events require many decisions to be made, and you as a manager will not have the time to

Guests mingle at a charity event in Coral Gables, Florida.

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make all of them. empowering your team is the greatest tool you can use to become an effective leader and improve the performance of your staff.

▶ check Your Knowledge

1. Define a special event.

2. give some examples to distinguish the differences between a daily event and a special event.

3. Describe the principle responsibilities of an event planner.

4. name the stages in the event-planning process.

Classifications of Special events the special events industry has been divided up into the following classifications:

• Corporate events (seminars, workshops, meetings, conferences)

• association events (conventions, trade shows, meetings)

• Charity balls and fundraising events

• Social functions (weddings, engagement parties, holiday functions)

• Fairs and festivals

• Concerts and sporting events

a poll taken from a wide variety of event professionals in the industry, Event Solutions Blackbook, lists the following as the most popular types of event sites:

hotel/resort 62.0 percent

Convention center 32.5 percent

tent/structure 32.6 percent

banquet hall 29.0 percent

Outdoors 21.8 percent

Corporate facility 28.4 percent

Museum/zoo/gardens 12.4 percent

arena/stadium/theater 18.0 percent

restaurant 16.1 percent

private residence 22.8 percent

Club 16.7 percent3

With those figures in mind, take a closer look at the various classifica- tions that make up this exciting industry. each category has its own unique characteristics, rewards, and challenges. as a human resource specialist

LearnIng ObjeCtIve 3 Classify special events.

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would say, “It’s important to put the right person in the right position.” this statement also holds true for special events. any career selection, especially for a person seeking the management level, should look for the correct “fit.” With such a vast array of options, you may find one that ignites your passion for the field, you may find several that are the wrong size before finding the right one, or you may decide that this is not the right match for your person- ality and goals. the events discussed below may help you to decide whether your future holds a professional career in the special events industry.

corporate events Corporate events continue to lead the industry in terms of event business. about 80 percent of the event market is corporate events.

Corporate event managers are employed by the company to plan and execute the details of meetings for the corporation’s employees, manage- ment, and owners. the growing use of special events in the corporate arena created the need for positions dedicated to the planning and management of them. the corporate event planners engage in the following management activities: they are involved in the planning and organizing of events, and they play a key leadership role. additionally, the planner must possess the following skills: effective communication, ability to coordinate various activi- ties, and attention to detail.

Corporate events include the following: annual meetings, sales meet- ings, new product launches, training meetings and workshops, management meetings, press meetings, incentive meetings, and awards ceremonies.

Corporate events benefit several sectors of the hospitality industry. For example, a client may hold an event at a major attraction like SeaWorld or a resort like the breakers. each corporate client can provide the hotel, restau- rants, airlines, and other businesses in the destination’s economy with tens of thousands of dollars. Corporate event plan- ners will consider the factors most impor- tant to the attendees when using a hotel as part of the event, including corporate account rates for lodging, amenities such as fitness centers and business centers, airport transportation, and quick check-in and check-out at the hotel. therefore, cor- porate event planners should have strong negotiating skills to book lodging and convention services as needed.

association events there are more than 6,500 associations in the United States alone. the majority of the large association conventions are planned two to five years ahead of time, and the destination is a determining

Microsoft Chairman Bill Gates introduces Jay Leno at a corporate function.

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factor in the planning process. the american Medical association and the american Dental association are two of the most recognized examples of associations that hold large conventions. In the hospitality industry, the national restaurant association (nra), the american hotel & Lodging association (ah&La), and, at a global level, the International association of Convention and visitors bureaus are a few of the many associations that hold conventions. associations account for millions in generated revenue. this stems from the millions of people who attend thousands of meetings and conventions. For example, the american Marketing association holds more than 20 conferences annually, which generates approximately a million for each hotel.

events relating to associations can range from a monthly luncheon at a private club or hotel to a yearly convention that may comprise an edu- cational seminar(s) with an opportunity to network with other association members. associations generally hire full-time paid planners to manage the yearly national membership meeting that is a requirement for most asso- ciations as part of their bylaws. Larger associations with greater financial resources often hire full-time meeting and convention management profes- sionals who are involved in the large association events as well as other association events, including board meetings, educational seminars, mem- bership meetings, professional meetings, and regional meetings.

Other opportunities for employment are widespread. they may include a position as a convention manager, a special events manager in a hotel, a conference manager, or a special events manager at a private club for the events held by local associations.

In the event-planning industry, professional associations have a great impact in contributing to the development of their members. professional associations provide training, certification, networking, and assistance with business plans and other consulting services for their members.

charity balls and Fundraising events Charity balls and fundraising events provide a unique opportunity for the event manager to work with the particular group or charity, and a theme is usually chosen for the event. the event manager is then responsible for selecting the location and coordinating all of the details that will determine the success of the event, which may include catering, entertainment, décor, lighting, floral arrangements, invitations, rentals, public relations, transporta- tion, security, and technical support.

One of the key skills that a person entering this category must possess is the ability to plan the event on a set and often limited budget. Why is this skill so critical? these events are used to raise funds toward a set group or charity, and every dollar that is spent on the event is thereby one less dol- lar that could go toward the cause. nevertheless, these events are expected to be extravagant—so a little creativity can go a long way in the planning and implementing of the theme. the event manager should also have strong negotiating skills to bargain with vendors on reduced rates or in some cases donated services or products. a smart planner will know how to market and sell the positive public relations that the event could provide to the vendors.

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the demand for fundraising event planners/managers is one that holds solid ground. to prove this point, Opportunities in Event Planning Careers quoted an in-house event planner as stating, “One of the major advantages of working for a nonprofit as an in-house planner for almost six years was that I never had to look for work. there were always new events to take on.”4

social events Social function planners or managers work on a broad variety of events. this category of special events includes the traditional wedding and party planners with which most of us are already familiar. this category of event planning includes weddings, engagement parties, birthday parties, anni- versary parties, holiday parties, graduation parties, military events, and all other social gatherings or events. a social event planner/manager is usually responsible for selecting the venue, determining any themes and/or design schemes, ordering or planning decorations, arranging for catering and enter- tainment, and having invitations printed and mailed.

SMerF, which stands for social, military, educational, religious, and fra- ternal organizations, is a category of organizations that also falls into the category of social events. Individuals of these organizations often pay for the events, meaning the events are price sensitive. needless to say, budgeting skills are important for those working with these groups.

Weddings are the most widely recognized social event. Wedding plan- ners are a key player in the social event category. the title seems glamorous and has a certain perception that most of us will hold, yet the management involved in planning a wedding involves strict attention to detail. Don’t for- get that the planner is responsible for creating what is considered to be the most important day of a couple’s life. “realize this is a business,” says gerard j. Monaghan, co-founder of the association of bridal Consultants. “a fun business to be sure, but a business nonetheless.” effective wedding planners will have contacts formed for a variety of services, such as venues like hotels, wedding locations, decorating, catering, bridal shops, musicians, photographers, florists, and so forth.

today’s weddings are more expensive than those of the past, and they are often longer. Weddings have become true “special events” because of the willingness of family and friends to travel longer distances to celebrate with the bride and groom. Many weddings today have become minivacations for those attending.

▶ check Your Knowledge

1. What events continue to lead the industry in terms of event business?

2. When are the majority of large association conventions planned?

3. What are the key skills that a person entering the charity event category must possess?

4. What is SMerF?

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Fairs and Festivals the word fair is likely to evoke memories of cotton candy, funnel cakes, Ferris wheels, and other games. these memories are very important to why a fair is considered a special event, but the purpose of most fairs in the United States is usually related to the agriculture industry. a professional staff chosen by an elected committee usually produces them. Fairs are gen- erally held at the local, county, or state level.

Festivals are planned events that are often themed to the celebration’s purpose. Cultures, anniversaries, holy days, and special occasions are com- monly celebrated as a festival. Mardi gras, for example, celebrates the begin- ning of Lent. Food and entertainment are greatly emphasized when planning a festival. Festivals.com is a site that allows you to search for festivals held throughout the world. the variety of festivals is astounding—art, music, sporting, literary, performing arts, air shows, science, and even children’s fes- tivals. the web site describes cultural festivals as “Magical parades. Fabulous feasts. Dizzying dancing. the spirit of celebration crosses languages, oceans, continents and cultures, as people revel in their heritages and communities.”5

the following is a small sampling of festivals—some are commonly known, and others are surprising:

Oktoberfest

Mardi gras

biketoberfest

hispanic heritage Festival

Street Music Festival

american Dance Festival

polar bear Festival

gilroy garlic Festival

bagelfest

One of the key strategies in planning special events for fairs and  festivals is to determine the purpose of the event early on. It is important to analyze the available manpower in the form of both professionals and volunteers who will assist in staging the event. the International Festivals & Events Association (IFEA) provides an opportunity for event managers from around the world to network and exchange ideas on how other festivals excel in sponsorship, marketing, fundraising, operations, volunteer coordi- nation, and management. the IFea is highlighted later in the chapter.

concerts and sporting events Concert promoters are an alternative career choice relating to special events. For the purpose of this text, smaller concert and music events will be the focus. Woodstock, in 1969, was a large music festival that has been labeled as a transformational event—it transformed the participants and society. Many concerts are planned as fundraisers, such as Live aid, which raised

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millions of dollars to benefit starving people of africa through a concert that included major rock performers. On a smaller scale, universities may provide a concert as a special event.

Opening ceremonies, halftime shows, and postgame shows for sporting events provide another “arena” an event manager can select as a career path. Shows such as these are highly visible because of the large number of sport- ing events that are televised. this provides a unique challenge for the event manager—to satisfy the millions of television viewers as well as those watch- ing in the stadium (or whatever the venue may be).

Sporting events have historically been more popular than other forms of entertainment. this is probably because of our competitive nature and a desire to watch those who compete—a kind of flashback to the gladiator days of old. It is important to remember when planning special events in the sports environment that the primary attention should remain on the athletes and the competition. therefore, the special event should be staged to add to and not subtract from the sport itself. Special events may even attract addi- tional viewers and fans to the sport. the role of special events in the sports category has plenty of room for growth and expansion as professional sports become more and more competitive.

Sports entertainment is a field that will likely see considerable growth in the future. just think, someone has to plan, organize, and run the halftime shows and the events before and after the game. a large audience awaits your Super bowl–sized imagination, which can ensure that every sporting event is a winning experience for the most important player of all—the fan.

mega sporting events Mega sporting events are some of the biggest moneymakers in the industry. both large and small communities embrace mega sporting events because of the positive economic impact. activities in sports have brought forth tremen- dous economic impacts.

i n t r O D u c i n g s u z a n n e b a i L e Y

event Director

Suzanne graduated from Southern Utah University with a B.A. in Business Administration, Marketing, in 1996. Eager to get her career started, she accepted an entry-level position at Bowl Games of America (BGA), a stu- dent travel/special events production company that produces NCAA bowl game halftime shows. Within a year, Suzanne settled into the division of the company that interested her most—the tiny but growing dance division of BGA, BGA Performance, as an executive assistant.

Suzanne worked with the director of BGA Performance to create an entirely new marketing strategy, which eventually led to great success within the dance division. Rather than working with small high school dance groups exclusively, BGA Performance set up a commission system with large private dance competition

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the Olympic Games is the hallmark of all sporting events, attracting more than 6 million people to the host city. that is a lot of people travel- ing, staying in hotels, eating in restaurants, and possibly looking at the host city’s attractions. the Olympics is an international sporting event that takes place every two years, and it consists of both summer and winter games. the Olympics attract more people than any other sporting event, making it easy to see why the Olympics play an important role in the industry.

the World Cup features the best soccer teams in the world. It is an inter- national competition that takes place every four years. however, the World

companies, which would market the bowl game performance opportunities to their competition winners. This marketing strategy led to 300-percent growth in the first year.

Suzanne worked her way up the ladder to associate director and eventually director of BGA Performance. Her work changed dramatically with the seasons. During dance competition season, the marketing effort was immense—that was the time to make the big sales push. Every day, Suzanne created and sent hundreds of invitation packets to private dance competition companies and made as many sales phone calls as possible. She also reviewed audition tapes and selected dancers for the bowl game halftime shows. Once she had most of the dancers signed up for the bowl game they would perform in, Suzanne’s work shifted to customer service and show production. A few months prior to each event, Suzanne traveled to each city with the dance directors and/ or chaperones to give them a preview of what would happen during the event with their dancers.

Finally, the events took place. Suzanne became an event director during the actual events. Suzanne traveled to the destination city a few days before the dancers arrived to confirm with hotel group sales managers, cater- ers, rehearsal site workers, and bowl game executives. She met and directed her on-site staff (choreography team and event staff). The workdays of the events could be long and exhausting, full of excitement and anticipa- tion. Much of the time was devoted to rehearsals, with some fun activities also included. Catered lunches, beach parties, and evening dinner/dance parties for the group at famous spots like Mardi Gras World in New Orleans are a few examples of some activities. The dancers enjoyed every minute of their week, including the long, hard rehearsals in the sun (or rain, or even snow, depending on the city). Game day (or show day) was always the most exciting of the days. After much hard work and preparation, the dancers went out on the field for their five minutes of fame. They performed, along with famous guest stars and the BGA-recruited marching bands, to a live stadium audience in the tens of thousands and often to a national television audience. This was when the posi- tion as director of BGA Performance really pays off. The excitement of the show outweighed all the frustrations and challenges of actually putting it all together. It was extremely rewarding to watch the young people have the time of their lives! For Suzanne, the next day was usually spent traveling to the next bowl game city and starting the process all over again.

After working on bowl game halftime shows for about six years, the 2002 Olympics came to Salt Lake City, Suzanne’s hometown. Having worked with the dance choreographer and other directors of the Olympic opening and closing ceremonies team for bowl game shows, she took a position as senior production coordinator, volun- teer cast, with the ceremonies production team. Suzanne helped manage a team of 15 cast coordinators, who worked with more than 4,000 volunteer cast members and 200 production staff volunteers. Suzanne facilitated communication between choreographers, stage managers, producers, and the cast. She managed all aspects of casting for the ceremonies, from recruitment to auditions to performer selection to the actual live performance. This was truly an opportunity of a lifetime for Suzanne.

i n t r O D u c i n g s u z a n n e b a i L e Y (Continued)

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Cup is an ongoing competition, as the qualifying rounds take place over the three years before the final rounds in which the championship is awarded. Close to 1 million people actually attend the World Cup, and millions more tune in via television or the Internet.

the Super Bowl is an annual competition between the two best american football teams. It is a tradition that the game is held on “Super bowl Sunday,” typically occurring in late january or early February. Over the years, this day has become a holiday to many americans. Super bowl is one of the most- watched U.S. tv broadcasts of the year and not just for the game. people also tune in to see the much-discussed commercials, on which millions of advertising dollars are spent. people also tune in to watch the halftime show, during which some of the most popular musical artists perform.

the World Series is the fight for the title of best baseball team in the United States. the series is played every year starting in October between the champions of the american League and national League and caps off the Major League baseball (MLb) postseason. today, the series winner is deter- mined through a best-of-seven playoff. the winning team is awarded the World Series trophy, and each player receives a World Series ring.

there are four major men’s golf championships known as the Majors. the Masters Tournament is an annual gathering of the world’s best golf players at the augusta national golf Club. Champions of the Masters are automatically invited to play in the other three majors for the following five years, and earn a lifetime invitation to the Masters. the United States Open Championship is a men’s open championship held in june of each year. the U.S. Open is on the official schedule of the pga tour and the european tour. the U.S. Open takes place on a variety of golf courses. the Open Championship (british Open) is the oldest of the four major championships in men’s golf. It is played annually on a links course (located in coastal areas causing frequent wind, on sandy soil, often amid dunes, with few water hazards and few if any trees). the PGA Championship is the final champion- ship of the year, held in august. Champions of the pga are also automati- cally invited to play in the other three majors for the next five years and are exempt from qualifying for the pga Championship for life.

there are a number of boat races held on an annual basis. the America’s Cup is perhaps the most famous of yachting races. In addition to the yacht races, it is also a test of boat design, sail design, fundraising, and managing people. the races are held in a series that currently involves a best-of-nine series of match racing (a duel between two boats).

Cruise lines are also creating specialized sports cruises, enabling specta- tors and participants to enhance their skills, to meet professional athletes, to attend major events, and simply to immerse themselves in their favorite sports.

where Do event Planners work? • hotels/resorts

• private corporations

• associations

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• Caterers

• the government

• private clubs

• Convention centers

• bridal businesses

• event production companies

• nonprofit organizations

• advertising agencies

• Self-employed

required Skills and abilities for event Management Special events management, like any other form of management, requires certain skills and abilities. the act of carrying out a successful event takes more than just an idea—it takes leadership, communication, project manage- ment, effective negotiating and delegating skills, the ability to work within a budget, the ability to multitask, enthusiasm, social skills, and even the ability to make contacts. the following sections will provide an overview of skills critical to effective event management.

Leadership skills as a leader, the event manager will wear many hats. the first is to inspire the staff and volunteers by providing valid reasons as to why they should want to assist in achieving the established goals for the event. In this role, the event manager will also act as a salesperson. the second hat represents the event manager’s responsibility to provide tools for the staff and volunteers to achieve the goals. this includes training and coordina- tion. the third hat the event manager will wear will be that of a coach. the event manager as a leader will act as mentor and provide a support system to build a team. Staff and volunteer motivation is an important fac- tor for effective event management. Leadership ability is the number-one skill for successful event managers. the goal of an event manager is to become a leader who can direct a team of employees and/or volunteers who will respect, admire, and follow your direction to accomplish the established goals.

effective event leadership can transform the people on your team. empowering your event team to find their own solutions will benefit both the people and the event. It will allow the team members to create new opportunities for themselves and stimulate personal growth. For the event, empowerment will enable goals and objectives to be achieved quickly.

LearnIng ObjeCtIve 4 Outline the skills and abilities required for event management.

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Following are suggestions given by Dr. joe jeff goldblatt, CSep, for event leadership:

• event leadership enables your team members to find the motivation to continue achieving the event goals and objectives.

• You cannot motivate others; they must motivate themselves by identifying clear personal goals and objectives.

• volunteers are the lifeblood of most events. recruiting, training, coordi- nating, and rewarding are critical to the success of this activity.

• the three styles of event leadership are democratic, autocratic, and  laissez-faire. each style may be used during the course of the event.

• policies, procedures, and practices serve as the blueprint for event decision making.6

ability to communicate with Other Departments the success of an event manager greatly depends on the ability of involved individuals to communicate effectively with one another. Communication can take different forms: oral, written, and electronic. It is very important for event managers to become effective communicators in order to main- tain clear communications with all staff, volunteers, stakeholders, and other departments.

Written communications are an essential tool for record keeping and providing information to be mass distributed. another way to communicate with other departments is through a meeting.

Delegating One person cannot do everything, but managers seldom delegate enough. this contradiction is typical in the events business. the secret is to plan ahead of time and allow time for tasks to be delegated to others to help facilitate the smooth operation of an event. For successful delegation, a cli- mate of trust and a positive working environment are needed. also required is a committed associate who will complete the delegated task and who will communicate effectively throughout the process.

Project management skills event planning and management can be time consuming. therefore, a good planner should have effective project management skills to be equipped to balance all of the elements of one event (or more if there are other events going on at the same time). project management is the act of completing the project(s) on time and within budget. project management is a perfect fit for the special events industry, where the entire event or components of an event can be managed as projects. Following are management tools by

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george g. Fenich that may be used to assist in event project management:

• Flow charts and graphs are used for scheduling certain programs that will happen at the event. Look at any program of a meeting, and you will see start times and end times of a particular seminar, when the coffee break is to occur, when and where the lunch will be held, followed by the resumption of the meeting. a charting of the scheduling of the activities helps to guide your attendees and guests.

• Clearly defined work setup and breakdown sched- ules are necessary for any event. these provide the event manager with an opportunity to deter- mine tasks that may have been overlooked in the initial planning process for the event.

• policy statements will need to be developed to help guide in the decision-making process and the fulfilling of commitments to various people and groups in the course of planning and managing an event, such as human resources, sponsorships, security, ticketing, volunteers, and even to paid personnel for the event.7

negotiating skills negotiation is the process by which a meeting planner and supplier (e.g., hotel representative) reach an agree- ment on the terms and conditions that will govern their relationship before, during, and after a meeting, conven- tion, exposition, or event. effective negotiators will enter the negotiation with a good idea of what they want.

a seasoned negotiator gives the following tips:

• Do your homework. Develop a “game plan” of the outcomes sought, and prioritize your needs and wants. Learn as much about the other side’s position as you can.

• Keep your eyes on the prize. Do not forget the outcome sought.

• Leave something on the table. It may provide an opportunity to come back later and renew the negotiations.

• Do not be the first one to make an offer. Letting the other person make the first move sets the outside parameters for the negotiation.

• bluff, but do not lie.

• When there is a roadblock, find a more creative path. thinking “outside the box” often leads to a solution.

• timing is everything. remember that time always works against the person who does not have it and that 90 percent of negotiation usually occurs in the last 10 percent of the time allocated.

Meeting planners coordinating events during a meeting.

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• Listen, listen, listen—and do not get emotional. Letting emotions rule a negotiation will cause one to lose sight of what result is important.8

the planning and execution of a special event may involve the negotia- tion of several contracts. the most important is generally the one with the facility or event site. Contracts with other services may include destination management, entertainment, catering, temporary employees, security, and audiovisual equipment, to name a few. event managers should keep the fol- lowing two words in mind to strengthen their negotiating skills and position: information and flexibility.

a D a Y i n t H e L i F e O F t i n a s t O u g H t O n

events assistant at the Waldorf astoria Orlando and hilton bonnet Creek

A day in the life of an events assistant is never the same. While I might be doing similar tasks on a day-to-day basis, everything is very different as you encounter each client. Each day is certainly an adventure that always leaves you thinking about what will come next. This is an adventure I love.

As an events assistant at the Waldorf Astoria Orlando and Hilton Bonnet Creek, my first and most important task is to assist the events managers with anything they need. There are four managers who I assist on a daily basis: Those managers are the assistant director of events, two senior event managers, and an event manager. I report to the event manager on a daily basis.

Through our meetings, my job is to help pre-plan any event that will be taking place at one of our sites. Once I understand what the event entails, I place all of the specifications, or “specs,” the client has requested onto ban- quet event orders, or BEOs. BEOs are like the road map for any event. The BEO will take you from point A to point B while ensuring the client’s every request is fulfilled.

There are two types of BEOs: food and beverage, and meeting. If I put together a food and beverage BEO, it would consist of every food item for each meeting, reception, break, or event that will be taking place. The banquet department will use this BEO information to know when, where, and what to set up for each event. Meeting BEOs will include information regarding the setup of the room, audio visual equipment, electric services, and any other specific needs the client has requested.

While working closely with the logistics of events, I also assist with transporting VIP clients that will be stay- ing at one of our hotels. This includes arranging appropriate modes of transportation to and from airports and our hotels, fulfilling client requests, ensuring amenities provided meet the client’s expectations, and other duties such as screening the client’s telephone calls.

On a monthly basis, I also set up in-house meetings for both properties. Each department has monthly meetings, and it is my job to block times, block rooms, create the space, organize BEOs, and so forth. This also includes orien- tation for new employees; if human resources needs a space to introduce employees to the property and begin the training process, I must ensure that their needs are met for the space.

Because each event is never the same, communication and organization are the most important qualities to have when working as an events assistant. Clients may change their mind, something may not go as originally planned, and being able to adapt to situations while satisfying the client is the core of my job. If you can multitask,

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coordinating and Delegating skills the management of staff and volunteers involves coordinating their duties and job performance to enable you to accomplish the goals of the event. as the manager, you are responsible for assigning supervisors or group leaders to oversee the performance of the employees and/or volunteers. It is impor- tant to provide coaching and mentoring when working with staff and volun- teers to arrive at the event’s goals and objectives. When employees can see the purpose and value of their work as well as the outcomes of their work, they usually become more excited about achieving the goals and objectives.

budgeting skills budgeting is an activity that allows managers to plan the use of their finan- cial resources. In the event industry, the event planner may be working with a fixed budget determined by an association, a SMerF group, or an indi- vidual (a wedding or an engagement). In other cases, the budget may be more flexible—a large corporation, for example, that has greater financial resources. budgeting is a required skill in all hospitality fields, including the special events industry.

the financial history of previous identical or similar events, the general economy and your forecast of the future, and the income expenses you rea- sonably believe you can expect with the resources available are all factors to be considered in creating an event budget. even though most event man- agers will view the budgeting aspect as the least interesting in their job, it is an area that should be carefully managed and is critical for success. the better you become in your budgeting skills, the more you will be able to use resources for other, more creative activities.

ability to multitask because of the nature of the business, an effective event manager should have the ability to multitask. During the planning and staging of the event, your ability to administrate, coordinate, market, and manage will be put to the test. Your job is ultimately to conduct and take control of whatever needs to be done to carry out your goals and objectives. You may encounter several

react quickly to situations that may become problematic, and balance working well with others and communicating effectively, you can become successful in this line of work.

I truly enjoy every aspect of being an events assistant. No day of work is the same, and being dedicated to what I love to do has helped me succeed with this job. My efforts as an assistant and the love for my career ensure that each event is as successful as the next.

a D a Y i n t H e L i F e O F t i n a s t O u g H t O n (Continued)

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problems arising at the same time, and an effective solution would be to del- egate tasks accordingly.

enthusiasm as you’ve probably heard time and time again by now, in any hospitality field the risk of burnout is high and the work is demanding. at the same time, however, the rewards are great and so is the satisfaction when the event is a complete success. as perfectly stated by norman brinker, past chairman of the board of brinker International, “Find out what you love to do and you’ll never work a day in your life. . . . Make work like play and play like hell!”9 enthusiasm and passion, drive and determination: these are all qualities that will contribute to the success of an event manager/planner. as shown in the profile of Suzanne bailey, the special events industry is an “exciting, exhausting, and fun place to work.” For those with the right enthu- siasm and passion, it can be a truly rewarding career path.

effective social skills Social skills are an important trait for any management position, including one in the special events industry. Social skills are critical in making those you do business with feel comfortable, in handling situations appropriately, and in eliminating barriers that get in the way of accomplishing your goals. Communication is a critical social skill as is another social skill—listening. Social etiquette is another skill that can make or break a career, and it is a practiced skill that can be acquired. Social etiquette is defined as exhibit- ing good manners established as acceptable to society and showing con- sideration for others. professionals in the hospitality industry, including the special events field, must be proficient in proper social etiquette. Service is one of the largest products offered; therefore, social skills and etiquette are required to be successful. proper social etiquette is required in planning special events, and correct social manners are key to business success.10 effective social skills are also critical to leading a motivated group of staff and/or volunteers. how well you communicate, coach, instruct, lead, and lis- ten is a reflection of how well you will succeed as a manager.

ability to Form contacts Many of us have heard the phrase, “It’s not what you know, but who you know.” Does this statement hold any value in the special events industry? It certainly does. an event may require various services, vendors, suppliers, or products. here’s how it works: an event planner prepares a specification of what is required and requests potential suppliers to submit their prices. the event planner then goes over this information with the client, and they make a decision as to who will provide the services. Over time, event planners quickly find out who is the best provider and therefore the one with whom they prefer to work.

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▶ check Your Knowledge

1. What does the International Festivals & events association (IFea) provide?

2. Describe the skills and abilities needed for successful event management.

3. Define the process of negotiation.

Special event Organizations Like other hospitality industries, professional associations are a key contrib- utor to the professional development of the special events field. professional associations provide training and prestigious certification to their members, and membership provides an opportunity to network with other profession- als in the field. Furthermore, associations can help members connect with vendors that provide products and services relating to special events.

LearnIng ObjeCtIve 5 Identify the main professional organizations and associations involved with the special events industry.

The International Special Events Society (ISES) was founded in 1987, and it has grown to involve nearly 5,500 members wh o ar e active in over 50 chapters around t h e w o r l d . 1 1 Th e o r g a n i z a t i o n includes professionals represent- ing special events producers (from festivals to trade shows), cater- ers, decorators, florists, destination m a n a g e m e n t c o m p a n i e s, r e n t a l companies, special effects experts, audiovisual technicians, party and convention coordinators, hotel sales managers, specialty entertainers, and many others.

The ISES was founded with the objective to “foster enlightened per- formance through education while

c O r P O r a t e P r O F i L e

International Special events Society

Members of the International Special Events Society organize events like the Macy’s Thanksgiving Day Parade.

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promoting ethical conduct. ISES works to join event and meeting professionals to focus on the ‘event as a whole’ rather than its individual parts.”12 The organization has formed a solid network of peers that allows its members to produce quality events for their clients while benefiting from positive working relationships with other ISES members.

The ISES awards a designation of Certified Special Events Professional (CSEP), which is considered to be the benchmark of professional achievement in the special events industry. It “demonstrates a continuous dedication to enhance individual and professional performance,”13 as stated by ISES. Visit the ISES web site at www.ises.com for further information.

The mission of the International Special Events Society is to provide its members and stakeholders with:

• Collaborative networking • Education and professional development • Inspiration • Outward awareness and credibility14

professional associations also provide their members with help in creating a business plan and other forms of consultation. job banks and referral ser- vices are even provided by some associations. the following sections provide a brief overview of the key associations relating to the special events industry.

international Festivals & events association the IFea has provided fundraising and modern developmental ideas to the special events industry for almost 60 years. the IFea began the program to enhance the level of festival management training and performance with a Certified Festival and event executive (CFee) program in 1983. those seek- ing to achieve this distinguished title are committed to excellence in festi- val and event management, are using it as a tool for career advancement, and are in search of further knowledge. the CFee program is an eight-part process that includes a core and elective curriculum as well as festival and event management experience, achievements, and assessment.15 the organi- zation currently has more than 2,000 plus professional members,16 who are informed of industry developments through IFea publications, seminars, an annual convention and trade show, and ongoing networking.17

the benefits of joining this association and meeting the CFee require- ments include the ability to negotiate a better income or financial package, recognition by other industry professionals, and the inside knowledge that it provides for the festival industry. visit the IFea web site at www.ifea.com for further information.

meeting Professionals international Meeting Professionals International (MPI) is a Dallas-based association with nearly 18,500 members.18 MpI believes that “as the global authority and resource for the $102.3 billion meeting and event industry, MpI empowers

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meeting professionals to increase their strategic value through education, clearly defined career pathways, and business growth opportunities.” MpI offers professional development in two certification programs:

• Certified Meeting professional (CMp)

• Certification in Meeting Management (CMM)

the CMp program is based on professional experience and academic examination. after gaining certification, the professional may use the CMp designation after his or her name on business cards, letterheads, and other printed items. additionally, studies show that CMps earn up to $10,000 more annually than non-CMps.19

the CMM program is directed toward senior-level meeting professionals and provides an opportunity for continuing education, global certification and recognition, potential career advancement, and a networking base.20 visit the MpI web site at www.mpiweb.org for more information.

Hospitality sales and marketing association international hospitality Sales and Marketing association International (hSMaI) is the largest and most active travel industry sales and marketing membership organization in the world, with over 7,000 members from 35 countries,21 representing hotels and resorts, airlines, cruise lines, car rental agencies, theme parks and attractions, convention and visitors bureaus, destination management companies, reservations sales organizations, restaurants, golf and recreation sites, and much more. Membership is open to anyone involved in one of the sales, marketing, management, educational, planning, or report- ing disciplines within the hospitality industry, including those involved in promoting, producing, or delivering support services to the travel, tourism, hospitality, convention, and meeting industries.22

hSMaI’s mission is to be the leading source for sales and marketing information, knowledge, business development, and networking for profes- sionals in tourism, travel, and hospitality.23 hSMaI offers certification courses for hospitality sales executive, revenue management executive, hospitality marketing executive, hospitality digital marketer, and hospitality business acumen.

Local convention and visitors bureaus a Cvb is a not-for-profit organization that is located in almost every city in the United States and Canada. Many other cities throughout the world also have a Cvb or convention and visitors association (Cva). Simply stated, the Cvb is an organization with the purpose of promoting tourism, meetings, and related business for its city. the Cvb has three primary functions:

1. encourage groups to hold meetings, conventions, and trade shows in the city or area it represents

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2. assist those groups with event preparations and during the event

3. encourage tourists to visit the historic, cultural, and recreational oppor- tunities the destination offers

the Cvb does not engage in the actual planning or organizing of meet- ings, conventions, and other events. however, the Cvb assists meeting plan- ners and managers in several ways. First, it will provide information about the destination, area attractions, services, and facilities. Second, it provides an unbiased source of information to the planner. Finally, most of the services offered by the Cvb are at no charge because they are funded through other sources, including hotel occupancy taxes and membership dues. therefore, it can provide an array of services to event planners and managers. a sample of general services provided by a Cvb includes the following:

• Cvbs act as a liaison between the planner and the community.

• Cvbs can help meeting attendees maximize their free time through the creation of pre- and postconference activities, spouse tours, and special evening events.

• Cvbs can provide hotel room counts and meeting space statistics.

• Cvbs can help with event facility availability.

• Cvbs are a network for transportation—shuttle service, ground trans- portation, and airline information.

• Cvbs can assist with site inspections and familiarization tours.

• Cvbs can provide speakers and local educational opportunities.

• Cvbs can provide help in securing auxiliary services, production com- panies, catering, security, and so forth.

t e c H n O L O g Y s P O t L i g H t

Courtesy of Jay R. Schrock, ph.D., professor emeritus, School of hotel and restaurant Management, University of South Florida, Sarasota–Manatee

Have you ever wondered, when you’ve been to an event that went off extremely well, what happened to make this event so successful? The answer is hard work from dedicated people and the special events technologies that enable them to make the best use of their resources and to ensure the event is a spectacular success. Special events can range from a senior prom, a sports team’s ending reception, a church gathering, or something like the National Restaurant Association’s annual event in Chicago that attracts tens of thousands of people and fills thousands of hotel rooms, as well as one of the nation’s largest convention centers. The technology that drives these special events range from room bookings, contacting event planners, guests, purveyors, equipment companies, multimedia companies, and companies that supply the extra bartenders and waiters for the event.

Event-planning software allows both the event sponsors and the event planner to communicate clearly and in detail about the event title, its location (ballroom A, courtyard, or waterfront lawn), the event date, as well as start and end times with time zones included for those instances where guests may be traveling long distances to

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Sustainability in Special events What drives hospitality and tourism companies to incorporate sustainability standards into their business practices and daily operations? What do these companies gain from employing sustainability standards?

the recent increase in special event tourism has triggered the emergence of sustainable event standards. britain has recently developed a system of standards for event management, which highlights policies and procedures necessary to implement sustainability. event managers can use these stan- dards as a benchmark for how to train employees on proper sustainable prac- tices before, during, and after events. Currently in the United States, aStM International has created a guide for sustainable event management called the Standard Specification for evaluation and Selection of Destinations for environmentally Sustainable Meetings, events, trade Shows, and Conferences, which credits much of its content to the british system of standards.24

Sustainable event tourism refers to the implementation of practices and procedures that help conserve both the natural environment and the special event space. Special event tourism is one of the most lucrative and fastest growing segments of the tourism industry.25 Special events are provided for a variety of reasons, which range from creating market demand for the host location as a desirable destination, generating publicity for the event’s spon- sors, achieving a specific purpose or goal, developing awareness of a partic- ular cause or idea, and so on.26 Whatever the reason may be, special events play an important role in consumer’s images, attitudes and perceptions of host destinations.27 because special events bring tourism to certain locations, it is the responsibility of the event host to employ sustainable practices, in order to preserve local resources and cultural interests.28

attend. The event software will also include detailed descriptions of what kinds of seating and types of tables are required, types and amounts of food, service: buffet style or sit down, the number of guests, and cost per person. Additional data with regard to flowers, head tables, bands, special audio or video equipment, flip charts, or pos- sibly champagne toasts may be needed. All of these data will be included in the planning pages of the software.

If the event is a large one like the National Restaurant Show in Chicago or the International Hotel, Motel + Restaurant Show in New York, large planning companies will work with both the event planner and the cities involved in putting on these very large special events. This is also true for large music and other themed events. At the individual hotel level, the hotel’s revenue management system software will help determine how many rooms should be blocked or allocated for a particular event. This software will also allow the executive team to look at future bookings and determine how many rooms could be blocked or set aside and at what prices.

Future event management technologies will include faster check-in, live slide sharing, interactions with speakers in Google Hangout–type formats, and making events more mobile-friendly with faster Internet access.

t e c H n O L O g Y s P O t L i g H t (Continued)

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Sustainable event tourism not only provides environmental advan- tages, but financial returns as well. the organizations who are dedicated to incorporating sustainable programs into their business plans can expect to see the greatest return on investment as a result of cost reduction, revenue increase, and so on.29 Some practices that can result in finan- cial gain include conserving energy such as light spill from event and security lighting, turning off lights whenever they are not in use, utilizing low carbon fuels and renewable energy, ensuring appropriate waste and cleaning procedures are followed, utilizing low emission vehicles, reduc- ing vehicle usage, and increasing shared transportation.30 Ultimately, the implementation of sustainable practices can increase the benefits of being in the special events business, as well as the excitement of actually host- ing an event.

the Special events job Market becoming a special events consultant or an off-premise catering/event spe- cialist requires a delicate balance of many skills. experience gained from several avenues will propel you to the heights of success. as with any career, an “experience ladder” must be climbed.

First, allow yourself to gain all the experience you can in the food and beverage aspect of the hospitality industry. If time and resources permit, it is highly recommended that you gain knowledge from a culinary arts program. Second, experience gained as a banquet food server in a high-volume con- vention or resort hotel property is invaluable. also, paying your dues as a guest service agent at a hotel front desk or as a concierge provides you with the opportunity to hone your customer service skills. promote yourself to a banquet manager or a CSM (convention service coordinator), which provides the opportunity to learn and perfect organizational skills—to which end is the ability to multitask and deal with hundreds of details simultaneously. after all, the business of special events is the business of managing details.

the next step is obtaining a sales position. an excellent appointment to aspire to is an executive meeting manager, sometimes called a small meeting manager, in a convention or conference hotel. here, you are responsible for booking small room blocks (usually 20 rooms or less), making meeting room arrangements, creating meal plans, and setting audiovisual requirements. On a small scale, hundreds of details are coordinated for several groups at any one time. From this position, you may laterally move to a catering sales posi- tion within a hotel.

the catering sales position in a hotel will expose you to many differ- ent kinds of events: weddings, reunions, corporate events, holiday events, and social galas and balls. In this position, one either coordinates or has the opportunity to work with various vendors. this is where the florists, prop companies, lighting experts, entertainment agencies, rental companies, and audiovisual wizards come into play. two to three years in this capacity grooms you for the next rung on the ladder.

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now, you can pursue several different angles: being promoted to a con- vention service manager within a hotel, moving into off-premise catering as a sales consultant, joining a production company, or perhaps affiliating yourself with a destination management company (DMC). typically, without sales experience within a DMC, your first experience with them will be as an operations manager. Once proficient in this capacity, you then join the sales team.

after another two years creating and selling your heart out, you will be ready for the big leagues. the palette is now yours to paint your future. how about aspiring to be the next Super bowl halftime creator and pro- ducer? Or perhaps creating the theme and schematics for the Olympics is in your future. Many avenues are available for exploring. Call on your mar- keting ideas, your business sense, your accounting skills, your aptitude for design, and your discriminating palette for creating unique entertaining and dining concepts. Continually educating yourself and discovering fresh ideas through adventurous experiences are essential to designing and selling spe- cial events. Don’t forget to embark on as many internships as you can in the name of gaining knowledge and experience. Show your enthusiasm for what is different and unconventional. Know that creativity has no boundar- ies. visualize the big picture and go for it! Figure 13–2 shows a career path for an event manager.

▶ check Your Knowledge

1. Identify the main professional organizations and associations involved in the special events industry.

trends in the Special events Industry Courtesy of Dr. greg Dunn, Senior Lecturer & Managing Director, University of Florida, eric Friedheim tourism Institute

• Multiscreen Event Experiences. today’s special event attendees experi- ence and share a special event in multiscreen fashion with pre-event, on-site, and postevent ac tivities performed on several devices, including a personal computer, tablet, and/or smartphone. Mobile has become the

Event Server

Manager

Manager of Event

Foodservice

Event Food Preparation

Chef

Supervisor of Event

Foodservice

Event Manager

Event Sta�ng

Manager

Event Experience

as a Cook and Server

Figure 13–2 • A Career Path for an Event Manager.

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single most important part of the primary screen experience for special event attendees. Mobile device scan be used in special events for infor- mation management, registration, attendee communication, and engage- ment, but today’s planners know that attendee technology can maximize attendee experience through enhanced engagement, connection, inter- action, and participation. It makes it easy for attendees to share the experience with those not as lucky to attend the event but still want to be involved.

• Personalization. Special event guests want to choose and mold their own event experiences. today’s special event planners offer a choice of activities, seating, food and beverage, music, environment, and vibe in order to get their guests to talk, tweet, and post about the event. Some special event planners are taking this trend to a new level. Some have had great success with the introduction of special event pop-up sta- tions, where the food, décor, or activity comes to the guests rather than the other way around. Other planners have adopted the drag-and-drop venue movement by reusing or reinventing existing spaces to create fresh, immersive experiences. the idea is to keep the energy of the event moving. For instance, instead of guests moving to the appetizer or dessert station or the bar or the game area, a service station pops up near the guests. examples are food trikes or decorated metro-style push carts. Other planners are looking to serve up an “entrenched” special event experience where the attendees are put at the center of the event to make them feel they own, direct, or control the action. activities may include special food and beverage deliveries direct to attendee seats, movie screen filming and direction, or being the event planner of the evening.

• Integrated Special Event Technologies. Special event developers and operators alike are embracing new integrated technology platforms that handle various event functions such as attendee and sponsor registration, web and mobile interfaces, data collection, analysis and report generation, floor plan management, abstract and speaker pre- sentation submissions, event surveys, payment means, and delegate giveaways and promotions activities. planners are also looking for ways to increase attendee interaction and participation by moving away from static handheld passable microphones to throwable microphones, or by developing apps that attendees can download on their smartphones to serve as mini-microphones. Some of the benefits include greater attendee control, reduced fear of speaking, and greater interaction.

• Changing Role of the Event Planner. event planners will continue to evolve from a coordinator and executor of special events to more of a director and orchestrator. Some planners are moving toward a micro- location orientation that delivers greater opportunities to interact with attendees with relevant marketing initiatives. Some are integrating bea- cons, Wi-Fi, simple swipe and scavenger hunts via smartphone, and markers to enable attendees to have control and more fun at the event. Finally, event planners as choreographers increasingly view event guest speakers as performers. Modern speakers often fill the role of facilitator,

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instigator, and community leader yielding more entertaining, interactive, and richer experiences.

• Green Events. environmentally conscious planning for events is in high demand, including using eco-friendly supplies and materials; recycling; providing local, sustainable, and organic food and beverages; utilizing water and energy conservations practices; and omitting pollution and waste production.

Jessica is the event planner for a large convention center. A client has requested an exhibi- tion that would bring in not only excellent revenue, but one that is an annual event, which might lead to future revenue, and one that several other convention centers would be eager to host.

Exhibitions typically take one or two days to set up, three or four days of exhibition, and one day to break down. Professional organizations handle each part of the setup and breakdown.

When Jessica checks the space available on the days requested for the exhibition, she notices that another scheduled exhibition would be blocking part of the space needed by her client.

Discussion Question 1. What can Jessica do to get her client to use the convention center without inconvenienc-

ing either exhibitor too much?

c a s e s t u D Y

not enough Space

Summary

1. Special events differ from daily events, which tend to occur spontaneously, in that they recognize a unique moment in time with ceremony and ritual to satisfy specific needs and are always planned.

2. the special events industry is a growing field that will provide many professional career opportunities in event management and planning.

3. Special events planners and managers have filled a need that was first introduced at hotels and convention centers. they are responsible for planning the event from start to finish.

4. the special events industry can be grouped into several smaller classifications, includ- ing corporate events, association events, charity balls and fundraising events, social

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functions, fairs and festivals, and concert and sporting events.

5. the event-planning process includes the following steps: research, design, planning, coordination, and evaluation.

6. Special events planners can work in a vari- ety of settings. they range from hotels and resorts, convention centers, and private clubs to self-employment.

7. Critical skills and abilities required for a career in special events manage- ment include leadership skills, effective communication, project management skills, negotiating skills, coordinating and delegating skills, budgeting skills, multitasking abilities, enthusiasm, effec- tive social skills, and the ability to form contacts.

8. the special events industry has its own selection of professional associations that offer certification, continuing education,

and networking to their members. the International Special events Society (ISeS), International Festivals & events association (IFea), and Meeting professionals International (MpI) are three of the largest and most recognized professional associa- tions in the field. Local convention and visi- tors bureaus (CvBs) are organizations that can be valuable resources to the special events industry. a CvB has the purpose of promoting tourism, meetings, and related business for its city.

9. the management of time and finances, along with technology and human resources are event-planning tools that can be utilized to your advantage as you pursue a career in this field.

10. the special events industry does not have rigid boundaries. Closely related fields that may overlap include catering, marketing, sales, and entertainment.

Key Words and Concepts

charity balls conventions coordination corporate events corporate seminars event planner event planning fairs and festivals

fundraisers International Festivals & events association (IFea) International Special events Society (ISeS) Meeting professionals International (MpI) social functions

special events industry trade shows weddings and holiday parties workshops

review Questions

1. What are the responsibilities of an event planner?

2. What are the challenges for event planners and managers?

3. Describe three of the classifications of special events.

4. explain the skills and abilities required for event management.

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Internet exercises

1. Organization: Meetings Professional International (MPI) Summary: Founded in 1972, MpI provides innovative and relevant education, network- ing opportunities, and business exchanges for meeting planners.

(a) explore the Web site. What certifi- cate programs do MpI offer?

2. Organization: CVENT Summary: Cvent is a leading company that offers software to streamline event manage- ment and enhance event experiences.

(a) Click on “Solutions” and explore Cvent products and services. (b) Look for the event management solutions offered to associations.

apply Your Knowledge

1. Why do you think hotels are the most popu- lar event sites for corporate events?

2. What should the focus of planning a com- munity charity fun run be?

Suggested activity

1. give an example of a large-scale special event for each of the following types: as- sociation meeting, trade fair, music festival, and sports event.

2. What are the key tasks for running a com- munity charity fun run? List all key tasks, facilities, and resources needed to complete them. Formulate an approximate budget for the event.

1. Frank Supovitz, “Foreword,” in joe j. goldblatt, Special Events: Best Practices in Modern Event Management, 2nd ed. (new York: john Wiley and Sons, 1997), iv.

2. blythe Cameson, Opportunities in Event Planning Careers (new York: Mcgraw-hill, 2002), 4–7.

3. event Solutions, 2004 Black Book (tempe, aZ: event publishing, 2004), 22.

4. blythe Cameson, Opportunities in Event Planning Careers, 115.

5. Festivals.com, Culture, www.festivals.com ( accessed March 27, 2015).

6. goldblatt, Special Events: Best Practices in Modern Event Management, 129–139.

7. george g. Fenich, Meetings, Expositions, Events, and Conventions, 3rd ed.: An Introduction to the Industry (Upper Saddle river, nj: pearson education, 2011), 181–182.

8. Fenich, Meetings, Expositions, Events, and Conven- tions, 366.

9. norman brinker, presentation to the national restaurant association, May 14, 1994.

10. judy allen, Event Planning Ethics and Etiquette: A Principled Approach to the Business of Special Event Management (etobicoke, Ontario, Canada: john Wiley and Sons, 2003), 79.

11. International Special events Society, About ISES, http://www.ises.com. Click on about ISeS (ac- cessed june 4, 2015).

12. Ibid. 13. International Special events Society, The CSEP

Program, http://www.ises.com. Click on CSep ( accessed june 4, 2015).

14. International Special events Society, Vision– Mission, http://www.ises.com. go to about ISeS, and then click on vision & Mission (accessed june 4, 2015).

15. International Festivals & events association, http://www.ifea.com/. Search for “CFee program” ( accessed june 4, 2015).

endnotes

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16. International Festivals & events association, About IFEA, http://www.ifea.com/. Click on about IFea (accessed june 4, 2015).

17. Ibid. 18. Meeting professionals International, About MPI,

http://www.mpiweb.org. Click on about MpI ( accessed on March 29, 2015).

19. Cameson, Opportunities in Event Planning Careers, 36–41.

20. Meeting professionals International, CMM, www .mpiweb.org. Click on professional Development, and then click on CMM program (accessed november 27, 2014).

21. hospitality Sales and Marketing association International (hSMaI), About HSMAI, http:// www .hsmai.org. Click on about hSMaI (accessed March 29, 2015).

22. hospitality Sales and Marketing association International (hSMaI), Membership–HSMAI, www .hsmai.org. Click on membership (accessed February 8, 2015).

23. hospitality Sales and Marketing association Inter- national (hSMaI), HSMAI Global, www.hsmai.org. Click on hSMaI global (accessed March 27, 2015).

24. aStM International, Annual Book of ASTM Standards, http://www.astm.org. go to products &

Services, and then click on book of Standards ( accessed March 27, 2015).

25. S. reid and C. arcodia. (2002). Understanding the Role of Stakeholders in Event Management.

26. Michael turney. (2009). “Special events generate publicity but are they effective public relations?” http://www.nku.edu/~turney/prclass/sections / special_ events.html. retrieved on november 17, 2011.

27. L. Chalip, C. green, and b. hill. (2003). “effects of Sport Media on Destination Image and Intentions to visit.” Journal of Sport Management 17, 214–234.

28. roselyne n. Okech. (2011). “promoting Sustainable Festival events tourism: a Case Study of Lamu Kenya.” Worldwide Hospitality and Tourism Themes. vol. 3, no. 3.

29. Mitchell beer, november 14, 2011, “Commentary: new green Standards help Make Sustainability Sustainable,” MeetingsNet.com, http://meetingsnet .com. Search for “new green Standards help Make Sustainability Sustainable” to view this article ( accessed on november 17, 2014).

30. Wikipedia, Sustainable Event Management, http:// en.wikipedia.org/. Search for “sustainable event management” (accessed on november 17, 2014).

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