Eventbekes en

Event Management
Eric Van Cauwenberge

Szent István University Békéscsaba

Event Management - Topics
• Definition of an event
• Definiton of an event – Categorization
• Definiton of an event – Typology
• Characteristics of events
• Managing events:

Event Management – Topics -
Managing events
o Making a start
o Events planning
o Financial management and the budget
o The event: venue-finding, logistics and ambience
o Marketing and public relations for events
o Managing the event as a project
o The organization manager and the team: during the
event
o Close-down, evaluation and legacies

Definition of Event

That phenomenon arising from those non-routine
occasions which have leisure, cultural, personal or
organizational objectives set apart from the normal
activity of daily life, whose purpose is to enlighten,
celebrate, entertain or challenge the experience of
a group of people

5

Definition of event - Categorization

7

Definition of event - Typology

9

Event example

• Csabai Kolbászfesztivál

28-31/10/2011

Characteristics of events

12


Uniqueness: key element of all events, each
one will be different
 Participants, surroundings, the audience or
any number of other variants will make the
event unique

Eric Van 13
Cauwenberge

Perishability: if we regard events as unique,
they cannot be repeated in exactly the same
way
 It relates also to the use of facilities
 Every event will be very time dependent

14

Intangibility: with events the activity is more
or less intangible
 This intangibility is entirely normal for service
activities
 It is important for event organizers to bear in
mind that even the smallest tangible item will
help to sustain people’s idea of how good an
event has been

15

Ritual and ceremony: many modern
ceremonial activities are “fossilized” or
reinvented versions of old traditions
 The original tradition might have had some
key role in the ceremony, now lost, but the
ritual of doing it still continues
 Often the ritual ceremony is there because it
does, in fact, emphasize the continuity of the
tradition
16

Ambience and service: Ambience is one of
the most important determiners of the
outcome = experience
 An event with the right ambience can be a
huge success
 An event with the wrong ambience can be a
huge failure
 At a personal event the ambience may be
created by the people who are there
17

Personal contact and interaction: in service
situations customers have frequent contact
with staff and this often determines the quality
or otherwise of the experience
 People attending events are frequently
themselves part of the process
 A room decorated for a party may look nice,
but will not come to life until it is full of guests

18

Labour-intensiveness: the more complex and
the more unique, the more likely it is to be
more labour-intensive, both in terms of
organization and of operation
 The organizational issue relates to the need
for relatively complicated planning to enable
the service delivery to be efficient

19

Fixed timescale: events run to a fixed
timescale, unlike routine activities which can
carry on indefinitely
 The timescale could be very short or very
long
 Many events are actually composed of a
sequence of short bursts of activity, with
pauses or breaks in between

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Managing events

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Managing events
o Making a start: getting started has two
aspects: finding people to do the job and
sorting out or screening the idea = concept
• The initial stage depends on what kind of activity is
going on – what the objectives are
• Events can be personal, leisure, cultural,
organizational, entertainend
• It may be organized by volunteers or by
professionals
24

Managing events
o Events planning: Planning is vital to the
success of events, because of their
complexity, their ununsual requirements
• Objectives and getting started
• Financial and marketing planning
• Organizing and preparing the event
• Implementing: running the event
• Divestment/legacy
26

Managing events
Objectives and getting started
 What is the event intended to do? to celebrate, to
entertain, to fund-raise, to create ROI?
 Demand and operational planning: the issue of
demand may not seem directly relevant
 For allmost all events demand and the potential
market are an issue
 Sometimes just a question of numbers

27

Managing events
Financial and marketing planning
 The organizer should be able to quantify the size of
the event – how many people are coming, whether
there is any competition or complimentation?
 The issue of pricing is very important – some
inexperienced organizers underestimate the various
costs – the ticket price has to be based on it
 All events require marketing planning

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Managing events
 For many events there will be both an income and
expenditure – good financial control is important to
the success
 The setting of objectives is important and also the
key to what has to be done financially
 The budget may be no more complicated than a list
of revenues and costs or it may be vastly
complicated – what is the financial objective?
Making money or cover its costs?
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Managing events
 We have assumed that income is derived from
people buying tickets
 There might be other sources of income
 It is a misconception that an event will easily attract
sponsorship
 Local authorities or other funding agencies might be
willing to put money into an event
31

Managing events
o The event: venue-finding, logistics and
ambience
 Support functions, such as food and drink, music
and entertainment, technical and related activities
and services can be very complicated – different
types of events will require different support
services
 The location of the event, the range of potential
venues available will be critical to success
33

Managing events
ambience
 Site visits are useful, but the organizer needs to
have a reasonable idea of event requirements
before visiting venues – the first impression is
important
 The event may have special power requirements, it
might need additional utilities (e.g. telecoms, gas,
water, sewerage, waste removal)
34

Managing events
ambience
 Logistics in events terms includes activities such as:
ticketing and enquiries, arrival and departure of
visitors, the flow of people, equipment, suppliers,
artists and crew arround the venue
 The organization of catering varies according to the
type of venue – there is a choice between in-house
catering and contracted-out catering
35

Managing events
ambience
 Bars for events are of two types: paid and cash –
VIP’s have free drinks – guests may cover their first
drink
 There is also the related issue of drinks served
during a meal
 Technical services that venues are expected to
provide are becoming sophisticated

36

Managing events
ambience
 The backdrop, or staging is of major concern –
backdrop may be a matter of considerable technical
expertise incorporating stage design elements
 Lighting’s main purpose is to provide ambient
lightning, to highlight artists or speakers, to light
backdrops and to enhance the atmosphere

37

Managing events
ambience
 Provision of professional sound systems is often
necessary
 There are also issues of sound re-inforcement
needed to go with visual tools and multimedia
presentations, to provide atmosphere
 Cleaning and clearing are issues sometimes
neglected

38

Managing events
ambience
 Ambience is often significant to the creation of a
good event
 Visitors respond to stimulus of their senses of smell,
sight, touch, hearing and taste

39

Managing events
o Marketing and public relations for events:
careful marketing planning and effective
marketing are required for activities
 Target market refers to the people who could be
coming to a particular event
 The issue for the events organizer is how much is
known about the potential target market and
whether this can be used to marketing’s advantage

41

Managing events
o Marketing and public relations for events:
careful marketing planning and effective
marketing are required for activities
 Part of the process of identifying the target markets
involves knowing where your visitors will be coming
from
 The most important is that this knowledge enables
some thought to be given to how to promote the
event to a particular group

42

Managing events
o Managing the event as a project: in setting
objectives these can be tested using the
SMART formula
 Specific
 Measurable
 Achievable
 Realistic
 Timely
44

Managing events
o Managing the event as a project
 Legalities and Insurance: include licensing, health,
safety and insurance requirements which are the
key to secure operations
 System set-up and ticketing: you can use various
methods of channels – central ticket office or the
use of a ticketing agency
 Operational activities: organizer’s office, receiving
of supplies, transport and parking, welcome visitors

45

Managing events
o The organization manager and the team:
during the event: the organization and staffing
vary considerable
 The key members of staff might be the only paid
staff, others can be volunteers
 Volunteers are people who choose to contribute
their time, skills, effort and experience without pay,
to benefit a cause or the community in which they
live

47

Managing events
o The organization manager and the team:
during the event: the organization and staffing
vary considerable
 Finding staff can be conventional but recruiting
volunteers can be complicated
 The co-ordination of a wide range of disparate and
even unusual activities, facilities and services can
be overwhelming

48

Managing events
o Close-down, evaluation and legacies
 the most obvious close-down activities are the
physical ones: the big clear-up once the doors have
closed and the last visitor has gone
 There should be a meeting of the various interested
parties to evaluate the event
 The evaluation should use all the various sources of
information available

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Event Management Company

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Roadbook Event Management

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Flanders
• is the northern region of Belgium
• has a Dutch speaking population
• 13.522 km2 of surface area
• 6.252.000 inhabitants (462/ km2)
• age structure20 % youths (18-)
60 % working age
20 % senior citizens (65+)

Chart of the Flemish Educational System

Doctor
Min. 120
ECTS
only at universities

at universities and
Min. 60 advanced Master
at university colleges in the framework of an association
ECTS
and at postgraduate training institutions

Min. 60 advanced Bachelor Master – at universities and at university colleges in Min. 60
ECTS only at university colleges the framework of an association ECTS

bridging
course

professional Bachelor academic Bachelor
(profession-oriented Bachelor)
Min. 180 Min.180
ECTS ECTS

only at university colleges at universities and at university colleges in the
framework of an association

secondary school-leaving certificate giving access to higher education

Higher education (196.226)

• Universities (79.158 students)
ACADEMIC BACHELOR + MASTER + PhD
studies are academic
integration of education and research
(fundamental research = major task)
• University Colleges
ACADEMIC BACHELOR + MASTER
studies are academic HOGESCHOLEN
(based on scientific knowledge 117.068 students
rather than linked to specific professions)
PROFESSIONAL BACHELOR

Professional Bachelor
• Study period of three years = 180 ECTS
(professional bachelor degree)

• Courses are practise-oriented and
include practical professional training

• Courses prepare students for specific professions in
industry, commerce, agriculture, health and
rehabilitation, social work, teaching, applied arts,
computer-related fields (ICT)
or the media

Professional Bachelor
10 fields of study

• architecture
• audio-visual and fine arts 10
• biotechnology (3) 4 9
6
• health care (4)
5
• commercial sciences and business 3
management (5)
• industrial sciences and technology (6)
• music and dramatic art
• nautical sciences
• teacher training (9)
• social work (10)

KATHO

Katholieke Hogeschool
Zuid-West-Vlaanderen

Your future @ KATHO
KATHO, the place to be for a broad choice and
interesting offer!
• 8.500 students
• 890 staff members (582 FTE)
• 1.600 graduates
• 700 final projects
• 4 campuses
• 7 departments
• 6 basic study-areas
• 18 practice-oriented basic trainings with 41 specialisations
• 39 centres of excellence
• 70 applied research projects
• 2 master programmes in cooperation with K.U.Leuven

KATHO 8.500 students
• Health care
HIVV Kortrijk and HIVB Roeselare
• Applied Social Studies
IPSOC Kortrijk
• Education
PHO Tielt and RENO Torhout
• Applied Engineering, technology and informatics
VHTI Kortrijk
• Biotechnology
HIVB Roeselare
• Commercial sciences and business management
HANTAL Kortrijk

Commercial sciences and business management

KATHO - HANTAL
•Office Management
• Management assistant
• HR Officer
• Medical management assistant

Commercial sciences and business management

KATHO - HANTAL
•Business Management
• Accountancy and taxation
• Event management
• Finance and insurance
• Logistics management
• Marketing
• Real estate and insurance
• Business management and entrepreneurship
• Automotive management

Essential characteristics

• focusing on the individual student

• permanent updating of staff members

• internationalization

KATHO - INTERNATIONAL
KATHO has more than 250 international exchange
partners worldwide. KATHO is also a valued
member of several Erasmus thematic networks.

Every year we have about 200 foreign students who
come to study at KATHO, a number only equalled by
the number of outgoing students.

KATHO - INTERNATIONAL
Annually, about 150 KATHO lecturers go abroad and
during the International Weeks (organised at
departmental level) we host at least 80 foreign
colleagues.

Our incoming students enjoy a special programme
depending on the department they have selected
and they take part in our weekly, modular courses
on Global Issues of the 21st Century".

Contact
KATHO
International Office
Doorniksesteenweg 145
B-8500 Kortrijk - Belgium

tel. + 32 56 26 41 64
fax + 32 56 26 41 35

internationaloffice@katho.be
www.katho.be/international

KATHO

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