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Attachment 2/1 The Changing Roles of the Conference & Event Professional & Planning Process - PG - 2014-1.pdf

University of Westminster

Centre for Tourism MA Events and Conference Management

Events and Conference Planning 2013/2014

Rachel Ley

People have changed;

• Better educated/qualified

• Diverse backgrounds

• Better connected

• Globally aware

• Technically competent

• More demanding

Music events

Festivals & Cultural Events

Conferences

Away Days Exhibitions & Trade Shows

Seminars

Team Building Congresses

Webinars

Corporate Hospitality

Incentives

Outdoor Events

Sports Events

Training Events

Product Launches

Road shows

Awards Dinners

Experiential Events

Investigator Meetings

....’Fests’

Meetings AGM’s

Receptions

Fun Days

� Growing importance of events and meetings: ◦ More recognised as a fundamental part of the internal/external communications strategy

◦ Powerful mechanism to connect with increasingly disparate audiences driving change for more

◦ It’s easier to hold a meeting or event! ◦ Events market is diverse; plenty of ‘tools’ to suit most needs

◦ Meetings/events are more accessible ◦ Technology / Digital ◦ Immediacy of purchasing ◦ Globalisation

� Technology / Digital advances

� Media influences

� Social Media

� Sustainability

� Economic Climate

� Global professionalism

� Align best practices

� Develop concepts to meet the needs

� Learn from experiences (e.g. London 2012!)

Organisers who have a formal part of their role dedicated to events: � Conference/Congress/Meetings/Events Planner � Conference/Congress/Meetings/Events Organiser � Event Director/Manager/Executive/Assistant/Co-ordinator etc � Event Organiser

Other functions where the role of organising can appear! � Marketing � Sales � HR � Product Development � PR � Etc...

� Increasingly seen as a specialist role

� Clarity: ◦ Internal Planner = one who works in-house for an organisation or ‘end client’ (corporate or association) and therefore only works with one type of organisation or delegation

◦ External Planner = either:

� Independent planner, agency or PCO

� (PCO = Professional Conference Organiser)

� Supplier based planner; usually seen within hotels or venues

� Seen as service driven

� Administratively heavy

� Logistic specialists

� Territory of women

� Unrecognised as a ‘profession’

� Strategic

� Consultative

� Creative

� Tactical

� Entrepreneurial

� No longer the territory of women

� A broader skill base required....

� Entirely possible to be asked to: ◦ Assist with goal and objective setting

◦ Establishing, measuring and evaluative return on investment

◦ Adopt and cascade communication and marketing strategies

◦ Advise and manage content

◦ Evaluate financial viability; including revenue/income and expenditure strategies

◦ Etc.........

� How are Planners paid: ◦ Internal Planners; via payroll as a paid member of staff

� Independent/PCO’s: 1. Fixed fee for agreed services

2. Percentage of project turnover

3. Hourly against a vendor agreement

4. Commission

� Time = money!

� “As the transformation of meetings takes place, the role of the meeting professional must also change. Planners will expand their focus to include a more strategic role in the on- going development of their organisations. One way the meeting professional may do this is to become an ‘interaction specialist’, a highly educated, strategic marketer who facilitates the communication processes that lead to new ideas and ways of accomplishing key organisational objectives”.

� David C. Scypinski, Senior Vice President of Industry relations at Starwood Hotels and Resorts Worldwide

� Scenarios....

A one day conference; meeting in the am, team activities outside in the afternoon....

....but nothing arrives....what do you do?

You are managing a conference at a conference centre; the delegate hotel is a 20 minute coach trip from the centre. The conference finishes ONE HOUR early. There are no coaches...what do you do???

The night before your conference starts, a delegate commits suicide in the hotel. What do you do?

Your conference is going very well, everything is to time; then your main speaker is delayed by nearly an hour getting to the venue.....what do you do....what is important?

You are managing an incentive travel event; whilst there, one of the delegates’ wives has a baby back at home....how do you deal with it?

� Leadership Responsibility

� Teamwork Calm

� Motivation Numerate

� Organisation Literate

� Negotiation Stamina

� Diplomacy Change mgt

� Creativity Tenacious

� Lateral thinking Attention to detail

� Communication Sense of Humour!

� Continued diversification

� Client influence will drive the change for demonstrable qualifications

� Education pathways/awareness + number of available courses - worldwide

� Professional certification (Certificate in Meeting Management and Certified Meeting Professional)

� University degree courses

� Litigious world

� Corporate Manslaughter

� Professionalism of industry as a whole

� Complexity of events is growing; thus practical requirements changing

� Documentation, documentation, documentation ◦ Critical path / production schedule / timeline

◦ Budget / cash flow

◦ Service Orders (Banqueting Event Orders..)

◦ Working document

◦ Contact lists

◦ Programme / Itinerary

◦ Floor plans

� With the brief..... ◦ Clarity around the brief

◦ Be sure you know what is being asked

◦ Ask questions; challenge the information

◦

◦ Sometimes the solution is not obvious, but finding some form of solution is part of the role.....

� 200 people

� One and a half day conference

� Within one hour of London

◦ What questions would you ask to qualify this brief?

� 1,000 people from all over the UK

� Awards dinner

◦ What questions would you ask to qualify this brief?

� Itinerary of day

� Budget

� Contact reports / meeting notes

� Risk Assessments / Crisis Mgt plans

� Marketing / PR Plans

� Working documents

� Contact lists

� Service Orders

� Floor plans

� Briefing documents

� Post reconciliation budget

� Evaluation

Attachment 2/2 Site Selection - choosing a destination and a venue - PG - 2014-1.pdf

University of Westminster Centre for Tourism

MA Conference and Events Management 2013/2014

Rachel Ley

� DESTINATION: ◦ Where an event takes place

� VENUE or SITE: ◦ Which specific property the event takes place within

� Geographical suitability � Purpose of the conference or event � Profile and size of the audience � Accessibility – travel distance to country AND venue / transport infrastructure

� Range of accommodation available � Social and economic climate � Time/day/date/duration � Budget/currency exchange benefits/tax � History of the conference

� Purpose of the conference or event

� History

� Range of accommodation and availability

� Range of meeting / event space requirements

� Programme components

� Travel time from the point of departure

� Time/day/date/duration

� Budget

� Convention Bureau (CVB)

� Venue booker/finder

� DMC’s

� Internet

� Trade press / trade shows (IMEX, EIBTM, Confex etc)

� Travel guides

� Embassies

� Travel agencies

� Your colleagues and peers!

� Works differently to corporate clients – source of bid

� Often lead by the CVB � Focus is on Country and City � Bid often takes a long time � Requires the PCO to be the ambassador for the country/city + extended working knowledge / expertise

� Mixed country options rarely presented

� Bid is often multi-country/city

� Requires global expertise or access to it

� DMC/local CVB sometimes used, but not always

� Proposal must usually include entire package, i.e. flights, accommodation, ground handling etc

� Competition is high

� Corporate rationale needs to be considered

� City Centre or Urban

� Airport

� Resort and

� Country (Try to encourage openness from clients and expand the criteria, e.g. ‘within an hour of an airport/motorway)

� Convention Centre

� Hotel

� Conference or Training Centre

� Academic Venues

� Unusual site or venue

Convention Centres: � Usually used for large numbers of delegates, a blank canvas, creative

solutions possible but can be expensive.

Hotel: � Often fixed in what you can do, but can produce results at short notice,

infrastructure in place.

Conference or Training Centres: � Limited opportunities for creativity, infrastructure in place, great for simple

solution, day long solutions.

Academic Venues: � Limited availability, large complex campus, cost effective, ideal for long

events for cost conscious clients

Unusual Sites/Venues: � Time and budget needed to implement infrastructure, often a one-off

experience.

� Brand and image

� Capacity

� Flexibility

� Facilities

� Service

� Cost

� Site inspections/venue recce

� Proposal contents

� Negotiation

� Contract etiquette

� Production

� Conference / event

� Familiarisation trips & continuous learning � Other support – i.e. Hilton days � e.g. www.meetpie.com – venue negotiation seminars

� Eventia – www.eventia.org.uk � CIT – www.citmagazine.co.uk � MPI – www.mpiweb.org.uk

Attachment 2/3 Conference Food & Beverage Operations - PG - 2014-1.pdf

University of Westminster

Centre for Tourism

MA Event Management

Rachel Ley

� The ability to plan an excellent food and beverage programme that compliments the event content is key to creating a measurable and enjoyable experience for all event attendees.

� This session will focus on: ◦ Identifying how catering can affect the success of the event

◦ What practical and operational considerations must be put in place.

Establish: � Who is attending � How many are attending � Purpose of the event � Programme components surrounding � Demographic and culture � Space available

� And don’t forget your staff!

Think about ‘worst case scenarios’:

� Too many people

� Space too small

� Insufficient food / beverage

� Inappropriate food / beverage

� Dirty facilities

� Queues too long

� No where to sit

� Inattentive staff

� Briefing, selecting and contracting caterers

� Dealing with special requirements

� Pre-event catering management ◦ Tastings

◦ Menu planning / checking / labelling

◦ Final numbers

� On-site management ◦ Health & Safety

◦ Waste Management

� ……..Dealing with the unexpected!

� Timing – arrival / departure…and eating � Dress code � Transfers (if applicable) � Seating plans � Programme � Toilets � …….Help!

� Where would you?

� Location

� Culture

� Duration of conference or event

� Quantities

� When to negotiate: ◦ Quantity not quality

◦ Number of courses

◦ Crew food

◦ Dressing

◦ Food complexity

◦ ….but take care; you get what you pay for…..

� The prestigious final night Gala Dinner of a three day/two night conference ◦ 550 people

◦ Pan-European delegation

◦ 50:50 split male:female

◦ Age range: 30 – 45’s

◦ Location is Glasgow

◦ Programme components: welcome cocktail, welcome speeches, four course meal, five Awards, band

� 50% of you are caterers � 50% of you are event managers

� Caterers must: create a list of questions and considerations against the information given

� Event managers: create a brief for the caterer based on the information from the brief

� Together you must: ◦ Create a running order for the evenings ◦ Develop the floor plan to include what goes where ◦ Describe how the menu would be used ◦ Describe what entertainment, dressing, theming etc you would use ◦ Describe the staffing levels and operational considerations you would put into place

� Variety

� Appropriateness

� Operationally viable

� People always remember the food!

Attachment 2/4 Meeting Content and the Role of the Meeting Architect - 2014-1.pdf

Rachel Ley

University of Westminster

Centre for Tourism

� In the context of events; contentcontentcontentcontent is everything that happens inside the meetings themselves and is usually aligned to the event objectives.

Thus there must be a reason reason reason reason for the Meeting or Event

There must be areason for the Content

Education or learning ***

Communication or networking ***

Motivation

� The importance of format; pace; energy; balance

� Bringing a group of people together results in the consolidation of ideas, thoughts, feelings and actions (good and bad) How do we harness an educational outcome with this information?

� ...consider the format and tools available

� ….at their own rate!

� Some people are analysts; some think in pictures

� Sometimes take experiences from event content that is personal to them and can surprise you.

� This means that you cannot possibly please all people at all times…..

� Suggested formats for educational content:

◦ Top down = Presentation

◦ Horizontal = Discussion

◦ Bottom Up = Crowd Sourcing

Or ◦ Presentation by an expert

◦ Peer to peer discussion

◦ Collect feedback

� Passive traditional presentation

� Reactive voting systems etc

� Active Q&A?

� Interactive Q&A / social media

� Collaborative on-line communities/blogging

� Co-creative wiki-workshop

� Participative! Delegates create a tangible product using the educational content of the meeting in a competitive environment

� Most formats don’t go far enough….

I hear and I forgetI hear and I forgetI hear and I forgetI hear and I forget I see and I rememberI see and I rememberI see and I rememberI see and I remember I do and I understandI do and I understandI do and I understandI do and I understand

� Result of a chance encounter

� Un prompted

� A trusted relationship that is built from human-to- human contact cannot be manufactured by technology

� Innovation is most commonly a result of likeminded people coming together….

� Do not underestimate the powerpowerpowerpower and valuevaluevaluevalue of networkingnetworkingnetworkingnetworking

� Professional

� Expertise

� Respect

� Fun

� Evaluation

� Connection

� Tying

◦ PERFECTPERFECTPERFECTPERFECT

� A person who translatestranslatestranslatestranslates the needs of the meeting owner into design elementsdesign elementsdesign elementsdesign elements and building blocksbuilding blocksbuilding blocksbuilding blocks for that meeting.

1.1.1.1. IIIInvestigate

2.2.2.2. DDDDesign

3.3.3.3. EEEExecute

4.4.4.4. AAAAssess

IDEAIDEAIDEAIDEA the acronym for the four stages

Identify and clarify objectives

(and terminology) through questioning

Decide concepts/vocabulary that will make the Meeting

effective; content flow, experience, facilitation style,

venue message etc

Debate and ratify the relationship with the meeting with other

aspects of business plans and strategy

2. Design

Define the words or vocabulary to summarise the

objectives you are planning to achieve

Design the content flow, visualise it in a drawing

How you want them to experience or

interpret the content

Then consider; timing, format, guidance, tools, resources

techniques, consultancy, methodology, technology etc

3. Execute

� Using the model below it is possible to gauge the level of interactivity you may need to incorporate into your event. Essentially the higher you score on any event element to the right hand side, there is likely to be a need to deploy some interactivity rather than assuming it will take place naturally and unaided.

www.crystal-interactive.co.uk

Event Planning!

� Going full-circle ◦ Measurement/evaluation design

◦ What happens to the results?

◦ What happens with the information from the results?

◦ Next steps……

� Marketing and communications

� HR

� Audio Visual / Technology

� Training

� Adult Education

� Facilitation

� Virtual Meetings

� Theatre

� MindMeeting – www.mindmeeting.org

� Crystal Interactive – www.crystal-interactive.co.uk

� Involve – www.involveuk.com

� iManage – www.imanageperformance.com

Attachment 2/5 Evaluation - measuring return on investment - PG - 2014-1.pdf

University of Westminster Centre for Tourism

MA Conference and Events Management

Rachel Ley

� Definition of “evaluation”

“to ascertain or set the amount or value of” or “to judge or assess

the worth of”

� Return on Investment = ROI

� Meetings demand measurable results for all key stakeholders: ◦ For the originator / client

◦ For the attendee

◦ For the organiser

� Begin with the end in mind….

� Validation ◦ demonstrating strategic value to/for the client ◦ highlighting the value of professional organisation ◦ providing an added value service

� Defining the value of a meeting? ◦ Tangible results i.e. financial gains, objectives

achieved ◦ Intangible results?

1. Identify and meet with stakeholders

2. Establish measurable objectives

3. Determine measurement tools

4. Develop the content of the event

5. Report the results

� Different stakeholders have different objectives…but the meeting must have a primary purpose

� Meetings are usually designed to affect peoples:- ◦ Reactions ◦ Learning ◦ Behaviour ◦ Business Results

� 5 Principals of setting objectives – SMART

◦Specific

◦Measurable

◦Attainable/achievable

◦Relevant/realistic

◦Time-based

‘All 25 members of the X Product Sales Division to improve their knowledge of Y product by 25% by the end of the conference’

Education

***

Communication

***

Motivation

� Comprehensive measures are required to assess the total value of a meeting; from budget targets to learning objectives – consider:

◦ Pre and Post Research

◦ Qualitative and Quantitative

◦ Response rate

◦ Measurement Criteria

◦ …remember, people want to be listened to….

� Alternative measurement tools:- ◦ Phone surveys ◦ Focus & Advisory groups ◦ Pre & Post-event knowledge evaluations ◦ Examinations & tests ◦ Secret shoppers ◦ Opinion polls ◦ Audience response systems ◦ Tracking results ◦ Web-based surveys

� Tips on measuring ROI

� Develop question topics

� Select the question and response formats

� Select the wording

� Determine sequence

� Layout and appearance

� Pilot testing

� Think about the analysis

� A proper accountancy term for evaluating the success of an investment by comparing its cost with the expected gains

� ROI (%) = £ Net Programme Benefits x 100

£ Programme Costs

� Company X’s annual sales conference in London this year cost £230,000, including the cost of time for those attending. Examination of sales and other data showed the estimated benefit of the conference, due to an increase in performance and a reduction in staff turnover, was a total of £430,000

� ROI (%) = £430,000 - £230,000 x 100 = 87%

£230,000

� Company Y recently held a Senior Manager meeting. The cost of the meeting, including time of those attending, was £190,000. The calculated benefits from the conference were £135,000

� ROI (%) = £135,000 - £190,000 x 100 = -29%

£190,000

� Always allow time to collate ROI results and analyse

� Report ROI appropriate to the recipient

� Reporting ROI as part of the post event debrief meeting

� Consider the best format of reporting and sharing results

� A basic report will including information on:- ◦ Budgets

◦ Revenues

◦ Delegate numbers

◦ Overall evaluations

� An integral part of the event management process ◦ Objective review of all aspects of the event ◦ Eliciting feedback ◦ Learning from participant evaluations

� Specific areas for evaluation:- ◦ Budget reconciliation ◦ The planning process ◦ Supplier performance

� Understand what you want to achieve – begin with the end in mind….

� Next…!

Attachment 2/6 Risk & Crisis Management - PG 2014-1.pdf

University of Westminster

Centre for Tourism MA Conference and Events Management

Rachel Ley

 200pax travelling to your event

 50% of delegates are delayed because of a freak snowstorm in their country of departure

 Client is corporate organisation

 Conference is internal

◦ Brainstorm the problems ◦ Brainstorm some key solutions ◦ What about communication ◦ Who is responsible?

 400pax at an association event

 Night before the event a delegate commits suicide

◦ Brainstorm the problems

◦ Brainstorm some key solutions

◦ Communication?

◦ Who is responsible?

 50pax event – private dinner

 Corporate client

 When you turn up, the restaurant has double- booked….

◦ Brainstorm the problem

◦ Brainstorm some key solutions

◦ Who is responsible?

 1,000pax conference at conference centre

 One week before the conference, there is a big fire at the venue

◦ Brainstorm the problem

◦ Brainstorm some key solutions

◦ Communication?

◦ Who is responsible?

 “As a professional, you have a legal, ethical, and financial responsibility to make certain that the event and its operations maintain the highest standards of safety possible”.

Silvers 2004:171

 Risk: ‘the potential for an occurrence that would keep an event from meeting its goals and objectives’

 Risk management: ‘actions taken in advance to prevent or reduce this potential’

 Crisis: ‘an occurrence which threatens to keep the event from meeting its goals and objectives’.

 Safety and security of delegates and staff must be the top priority

 Then: property and the financial investment in the event

 Also: your professional reputation and the reputation of your company/organisation

 The first priority is to identify and define the risks, to assess their likelihood, and to consider how they would affect the organisation and operation of the event

 Negligible risks can grow in likelihood over time

 Consider different risks at different stages in the planning process

 Reducing risks involves planning (choice of destination, venue, etc), budget, and research

 Human: trading/financial risks; health, safety and security matters; management failures – including habit, inertia, and ignorance

 Natural: weather conditions, natural disasters …

 Political: political change, terrorism, labour disputes…

 Policies and procedures. 4 basic rules

 1. Reduce or prevent risk  2. Transfer the risk: whose responsibility?  3. Devise contingency plans  4. Distribute the risk

 Personally check the areas of most concern (HAZARDS …) ‘Risk management walk-through’

 Create special procedures and systems: internal and external communications (media)

 Train and brief staff: site layout, schedule, chain of command and communication, emergency procedures …

 Take out insurance (public liability, weather…)

 Consult with experts: fire/police officials

 Identifying who has responsibility for a crisis is a complex issue, involving:

◦ the venue

◦ the conference planner

◦ the suppliers

◦ the delegates

 Exhibitors – booths  Organisers – common areas  Suing is costly - and often unrewarding  Proving contractor negligence can be very

difficult  The small print on a supplier’s contract…  In the final analysis, the responsibility for the

welfare of delegates rests with the meeting planner.

 In the CONTRACT between the venue and the planner, venues often make the conference planner responsible for a wide variety of risks

 The planner can transfer responsibility down to the delegates and to the suppliers in a written AGREEMENT

 These are plans which have been prepared for use when a crisis occurs

 Evacuation plans …

 If in doubt….write it down, record it, communicate it.

 Have various sources of revenue

 Take out INSURANCE: cancellation/interruption insurance, weather insurance

 Ensure all plans are communicated to everyone involved.

 Make it your business to know everything about everything……

Attachment 2/Conference Planning 1314-2.doc

University of Westminster

Centre for Tourism Research

MA Events and Conference Management

Module Leader: Claire Humphreys

4TRS7B8 Conference and Events Planning 2013/2014

_____________________________________________________________________________________

1. Introduction

Conference and Events Planning focuses on the processes involved in organising, contracting and bidding for corporate and leisure event business. The module blends academic content and practical activities through lectures, practitioner contributions through guest speakers and a practical coursework assignment requiring students to plan and bid for an event.

2. Module Aims

To develop a thorough understanding of relevant business principles and theories, and, based on these, to develop a critical awareness of the complex range of business skills and techniques that are required by those with responsibility for organising corporate and leisure conferences and events either on behalf of clients or for their own organisations.

To review the range of problems that can arise in the conference/events organising process and to critically examine examples of good practice in anticipating and solving such problems.

3. Learning Outcomes

On successfully completing the module, students will be able to:

1 Demonstrate a sound understanding of relevant business principles and theories of project planning pertaining to the planning of conferences and events

2 Demonstrate a comprehensive understanding of the range of business skills and techniques that contribute to the organising of successful conferences and events

3 Critically analyse the logistical and strategic tasks that constitute the successive stages of conference/events planning

4 Critically review the elements that constitute the design and content of conferences and events, and demonstrate a full appreciation of the internal and external factors which can determine their design and content

4. Teaching Programme and Organisation

The module is led by Claire Humphreys and will be delivered in collaboration with Rachel Ley, a Professional Conference Organiser. All lectures will begin at 2.30pm.

Thursday 16th January Introduction to the module CH

The changing roles of the conference and event professional RL

The planning process

Reading: Bowdin et al (2011) Ch 15

Carey (1999) pp9-45

Daniels and Loveless (2012) ch 8

McCabe et al (2000) pp 234-260

Toh, et al (2005)

Silvers (2012) pp 4-27

Van der Wagen (2010) pp211-224

Thursday 23rd January Site selection: choosing a destination and a venue RL

Reading: Crouch and Louviere (2004)

Carey (1999) pp 72-86

Silvers (2012) pp 60-87

Rogers (2008) pp 184-195

Thursday 30th January Industry engagement CH

Thursday 6th February Conference and event food and beverage operations RL

Reading: Carey (1999) pp122-130

Daniels and Loveless (2012) ch 11

McCabe et al (2000) pp 279-287

Silvers (2012) pp 280-300

Astroff & Abbey (2006) pp 429-463

Thursday 13th February Design and content planning, Meeting Architecture RL

The event tender process

Reading Vanneste (2007) Chapters 5 and 7

Elsborg & Ravn (2006) pp 11-50

Van der Wagen and White (2010) pp 487-495

Allen (2002) pp 47-117

Thursday 20th February The financial, budgetary and legal aspects of RL

conferences and events

Reading: McCabe et al (2000) pp 343--368

Carey (1999) pp 99-111

Van der Wagen and White (2010) pp 336-348

Thursday 27th February Evaluation: measuring return on investment (ROI) RL

Assignment tutorials

Reading: Carey (1999) pp53-62; pp 213-216

Davidson (2003) pp A-151–A-156

Silvers (2012) pp 413-416

Thursday 6th March Independent Study – Group assignment preparation time

Independent site visit to Confex (12-13 March). You can register online to attend this event.

You will be able to get insight into a variety of products available to enhance events.

Thursday 13th March Risk assessment and crisis management RL

Strategic human resources management for the events industry

Reading: Carey (1999) pp 199-207

Tarlow (2002) Chapter 2

Silvers (2012) pp 330-366

Van der Wagen and White (2010) pp 160-182, 252-268 and 271-284

Goldblatt and Matheson (2009)

Thursday 20th March Ethical issues RL

Reading: Carey (1999) pp238-241

McCabe et al (2000) pp 365-367

Vatner J & Frazier C (2005)

Rogers (2008) pp 313-324

Allen (2003) Chapter 1

Thursday 27th March Assignment Presentation CH/RL

Thursday 3rd April Independent study – individual assignment

Tutorials available on request (CH)

5. Assessment

This module will be formally assessed in two ways:

· Theory-focused Essay (50%)

TEAM PROJECT (50%)

For many Professional Conference Organisers (PCO's) and event management professionals, the opportunity to host an event on behalf of a company or association is only achieved following a detailed bidding process. Successful bidding relies on understanding the objectives of the organisation/event and translating these into a proposal which will meet the desired outcome. This project asks the team to bid for an event, based on the scenario below. There are two elements to this project:

1) Written submission of proposed event (tender document) – Submit no later than 6pm on Thursday 13th March 2014.

2) Presentation outlining proposed event - in class on Thursday 27th March 2014

Scenario:

You are assuming the role of an events agency and have been asked to submit a proposal which addresses the event objectives for the client. You must host this event in London.

Client Profile:

The client is an American computer gaming company.

Event Objective:

The client has just introduced a range of new games aimed at the ‘Over-Forties’ market, using app technology on IOS/android mobile phone and tablet platforms. The client wants to hold an event which brings together their European senior sales team. During the event product training will be provided, to aid knowledge and understanding of the new product range. The event will also include a gala evening, at which awards will be made to those achieving top sales on last year's products.

The event is also seen as a thank you to the sales staff so incentive elements should also be included in the programme and must be seen as a unique experience that rewards the guests for their efforts. A total of 2 days (including travel) have been set aside for this event, and it is planned for November 2014. The client will assume full responsibility for the content to be delivered during the training session but you must make arrangements for an appropriate venue for a 120 person training session and gala awards night.

Participant profile:

The participants will include 12 Senior Managers, drawn equally from the client's three European sales offices - in Paris, Frankfurt and Vienna. The senior managers each head their own sales team (comprising usually of about 9 employees) and these sales staff will also be attending the event. In total this comprises 120 pax. Four marketing staff from the San Francisco-based head office will be attending to act as event hosts, along with the US-based Vice-President of Sales, who will be attending to present the awards.

Their ages range from 46-66 years. The gender divide is roughly 70% men and 30% women.

Budget:

The budget for this event has not been disclosed, however this is an important consideration. All services presented throughout the event must be of a high standard, however the event must not appear extravagant or wasteful. Estimated pricing will be sufficient for the purpose of this bid and you must disclose all the costs of the event including the cost of your service as an agency.

Submission of Coursework: Online Submission using Blackboard

Your coursework must be submitted electronically via Blackboard. Your work will be scanned automatically through a text matching system (designed to check for possible plagiarism). You will also be able to access your feedback (strengths and weaknesses of your work as well as an annotated copy of your script) and grades via the blackboard grade centre. The deadline for submission is 18.00 – You can still upload your work after this time but the computer system will automatically record any work submitted after 6pm as late. See your course handbook for information relating to penalties for late submission.

A faulty internet connection is no excuse for late submission, therefore you are strongly advised to upload your work no later than 17.00 on deadline day (you can submit earlier than this date).

Work must be submitted as a pdf (you can save a word file as a pdf using the 'save as' function, changing the document type to pdf). You should include your family name in the title of the document you upload.

To submit your coursework through Blackboard Assignment

1. Go to the ‘Assessment’ tab (on left)

2. Click the link to the correct assignment

3. On the next screen in Part 2 find the button titled 'browse my computer'. Click on this link and find the file you wish to upload (your essay). Once you have clicked on the file the title appears listed below the 'browse computer' button. Note: Do NOT click 'Do not attach' link after uploading because this will remove your file.

4. On this same page in part 3 click 'submit'

You will receive an email confirming your submission. This will include the date and time of the submission.

6. Assessment criteria

The coursework is assessed according to the following criteria:

1. Research and Knowledge: Evidence of a thorough investigation, comprehensive and appropriate research undertaken, use of academically credible sources, and a sound knowledge of the topic.

2. Understanding and Analysis: Understanding of the topic displayed, well focused on the topic, analytical rather than descriptive, with sound conclusions drawn from arguments and data.

3. Structure and organisation: Logically structured and clearly argued.

4. Standard of presentation: Information and ideas presented in a clear and reasoned manner.

7. Reading list

Essential Reading

· Allen J (2002) The business of event planning: behind-the-scenes secrets of successful special events, John Wiley & Sons

· Allen, J. (2003) Event planning: ethics and etiquette, Ontario, John Wiley & Sons

· Astroff M & Abbey J (2006), Convention Sales and Services, 7th Ed. Las Vegas, Waterbury Press

· Carey, T. (Ed.) (1999) Professional Meeting Management: A European Handbook, Meeting Professionals International.

· Bowdin, G., McDonnell, I., Allen, J. & O'Toole, W. (2011) Events Management, (3rd Ed), Oxford, Elsevier/Butterworth-Heinemann

· Crouch G I and Louviere J J (2004) ‘The Determinants of Convention Site Selection: A logistic choice model from experimental data’, in Journal of Travel Research, Vol 43, November

· Daniels, M and Loveless, C (2012) Wedding planning and management, Abingdon, Routledge

· Davidson, R. (2003) ‘Return on Investment in Corporate Events’, in INSIGHTS, May, British Tourist Authority

· Elsborg S & Ravn I (2006), Learning meetings and conferences in practice, People’s Press

· Goldblatt, J and Matheson C (2009) Volunteer recruitment and retention: and Australia-USA comparison, IN Baum, T, Deery, M, Hanlon, C, Lockston, L and Smith, K, People and Work in Events and Conventions: a research perspective, Wallingford, CABI

· McCabe ,V., Poole, B., Weeks, P. and Leiper, N. (2000) The business and management of conventions, NJ: Wiley.

· Rogers, T. (2008) Conferences and Conventions: a global industry, 2nd Ed. Oxford, Butterworth Heinemann

· Silvers J R (2012) Professional Event Coordination, 2nd Ed. New Jersey: Wiley.

· Tarlow P (2002), Event risk management and safety, New York, Wiley

· Toh R S, DeKay C. F, Yates B (2005) Independent meeting planners: roles, compensation, and potential conflicts, Cornell Hotel & Restaurant Administration Quarterly, November, Vol.46,No.4 pp.431-443

· Vanneste M (2007), Meeting Architecture, Meeting Support Institute (available online at http://www.meetingsupport.org/files/meeting%20architecture%20book%202pp.pdf

· Vatner J & Frazier T (2005), Stolen Thoughts, Meetings and Conventions, http://www.mcmag.com/article_ektid11338.aspx?terms=*idea+theft*&page=1

Periodicals

· Association Meetings International ( www.meetpie.com/publicat/asocmeet/currissu/ascconts.asp )

· Conference and Exhibition Fact Finder

· Conference and Incentive Management ( www.cim-publications.de )

· Conference and Incentive Travel ( www.citmagazine.com )

· Convene ( www.pcma.org/resources/convene/archives )

· Corporate Entertainer ( www.corporateentertainer.com )

· Incentive magazine www.incentivemag.com

· Incentive Travel & Corporate Meetings ( www.incentivetravel.co.uk )

· Meetings and Conventions ( www.meetings-conventions.com )

· Meetings and Incentive Travel ( www.meetpie.com/publicat/mit/currissu/mitconts.asp )

· Successful Meetings ( www.successmtgs.com )

WWW References

www.abpco.org

www.conworld.net

www.cvent.com/resources/

http://meetingsnet.com/sites/select/walkability_growing_attraction_0201/

www.mpiweb.org

www.mpiuk.org

www.pcma.org

INDIVIDUAL ESSAY (50%)

Drawing on relevant academic literature, industry research and trade press, critically evaluate tools and techniques which can be employed to ensure event logistics are executed effectively to achieve the objectives of an event. Discuss, with examples, situations where application of these tools/techniques might be modified.

Your essay must make full use of the sources included in the Reading Lists below, as well as appropriate sources identified in your own individual research. It must be fully referenced throughout and must compare and contrast the views of the numerous authors who have written on this topic.

The essay should be 3000 words in length and be fully referenced using the Harvard system. Your work should be submitted online (instructions below) no later than 6pm on Monday 28th April 2014.

TEAM PROJECT ASSESSMENT

1. Written Submission:

You are required to propose a creative event which will achieve the outcomes desired for this client.

Your written proposal should explain the concept of the event and show clearly how it will meet the objectives outlined. It should also provide:

An introduction to the theme

Details of the event programme in terms of format

Details of the venue selected to host the event, including rationale for the decision

An outline budget estimating costs for the event, along with a short rationale explaining your budgetary approach

The ways in which the event measurement process is introduced

The written submission should be a maximum of 2500 words (In addition to the word limit you may choose to include appendices but information contained in appendices must be relevant and referred to in the main document).

2. Presentation:

You will be asked to provide a short summary of your event proposal. You will be given 10 minutes to detail the key elements of the proposal, particularly highlighting features and benefits of your proposal. This will be followed by questions from the panel.

You should provide a copy of any presentation slides to the panel prior to the start of your presentation.

PAGE

Event planning 3000words due 26th

Attachment 2/1 The Changing Roles of the Conference & Event Professional & Planning Process - PG - 2014-1.pdf

Attachment 2/2 Site Selection - choosing a destination and a venue - PG - 2014-1.pdf

Attachment 2/3 Conference Food & Beverage Operations - PG - 2014-1.pdf

Attachment 2/4 Meeting Content and the Role of the Meeting Architect - 2014-1.pdf

Attachment 2/5 Evaluation - measuring return on investment - PG - 2014-1.pdf

Attachment 2/6 Risk & Crisis Management - PG 2014-1.pdf

Attachment 2/Conference Planning 1314-2.doc

University of Westminster

Centre for Tourism Research

4TRS7B8 Conference and Events Planning 2013/2014

1. Introduction

4. Teaching Programme and Organisation

5. Assessment

6. Assessment criteria

7. Reading list

Further Reading

Periodicals

WWW References