18 Event Planning
Dr Shantanu Ganguly
I. Objectives
The objectives of the unit/module are to:
• Define events, events management and events planning in libraries,
• Outline event details for any kind of event,
• Discuss about carrying out marketing research in event planning,
• Describe the need for planning any future event, and
• Carry out event evaluation process.
II. Learning Outcomes
After going through this unit/module, you would learn the need for event management and event process, objectives of event, event details, event positioning, event planning strategy, etc. You would also learn about the application of marketing mix in event management, logistics management, health, safety and risk assessment, and event evaluation process.
III. Structure
1. Introduction
1.1.Definition
1.2. SMART objectives for events
2. Event details
2.1. Event place & time
2.2. Contact during event
3. Event positioning
3.1. Event research and analysis
4. Event planning strategy
4.1 Targets of the event
5. Financing
6. Proposal format
6.1 Types of event
6.2 Size of the event
6.3 Purpose of the event
6.4 Requirements of the event
6. 5. Feasibility study
7. Application of marketing mix in event management
7.1. Product
7.2. Price
7.3. Place
7.4. Promotion
7.5. People
7.6. Process
7.7. Physical evidence
8. Logistics management
9. Health, safety and risk assessment
9. 1. Risk assessment – the 5 steps
9.2. Identify the hazards
10. Event evaluation process
11. Summary
12. References
1. Introduction
In today’s dynamic information era, communicating and sharing information and knowledge is an utmost important component. If one does not share or inform his or her knowledge, it will remain dormant forever. In this connection, organising an event is an important communication tool to reach the unreached. The definition of an event includes any planned activity where any structure (permanent or temporary), open area, roadway, fenced or unfenced space will contain a number of persons greater than that normally found in that area or location at one time. This activity may affect the location or surrounding area prior to, during or after the event.
This event-planning module is developed, to assist people and organisations that become involved in the management of events. Therefore, public and commercial events and projects are increasingly taking the step of appointing professionally trained personnel to senior positions. The field of Event Management is a business subject with a strong project focus. The skills and knowledge gained in the study of Event Management can be used in a diverse range of contexts and can cover a wide range of interesting areas including business, sport and the arts. Most significantly, governments and local councils are developing extensive policies and procedures supported by legislation, making legal compliance and risk management important roles for the professional event manager. All these trends work towards the development of Event Management as a professional practice, and contribute to Event Management being one of the most exciting environments in which to work.
1.1 Definition
According to the management guru Peter Drucker, “Business has only two basic functions—marketing and innovation.”Dr. Drucker understands that every business enterprise, whether not-for-profit or for-profit, must carefully research, design, plan, coordinate, and evaluate its marketing strategy to consistently achieve the goals of the enterprise.
Event Management is a professional field of practice that requires sophisticated skills in strategic planning and analysis, risk assessment, marketing, budgeting, cash flow planning, event proposaldevelopment and many other topics. The project nature of events, as well as the range of risks theycarry (including financial risk), ensures that skilled and knowledgeable management personnel are required. Indeed, many major projects in today’s dynamic world are one-off events requiring these skills.
“Events are temporary occurrences …They have a finite length, and for planned events this is usually fixed and publicized.” (Getz 1997)
“To the customer or guest, a special event is an opportunity for a leisure, social, or cultural experience outside the normal range of choices or beyond everyday experience” (Getz, 1997).
A special event is a one-time or infrequently occurring event outside the normal program or activities of the sponsoring or organising body. The event planning models do assist with planning. In the fast moving world of events with perhaps ever decreasing planning time, shorter lead in times and a more competitive environment, it is vital that organisations utilise and maximise all their resources efficiently and effectively and manage and control their time management.
It is not possible to evaluate an event, or to judge whether it has been a success or not, without having set right at the beginning, criteria and objectives. Without these, there can be no yardstick to measure performance. Measurement within events is the key.
Researching stakeholders, clients, delegates, customer requirements and how to develop an idea into a package and ultimately into a well-designed event should also develop a clear list of objectives. These are manageable steps of measurable achievement. They should be set, agreed and understood by everyone involved –this will lead to a clear focus, co-ordinated effort and unity of purpose. A useful acronym to remember these objectives is SMART.
1.2 SMART objectives for events
• Specific to the event
• Measurable in statistical terms
• Achievable or Agreed by those involved
• Realistic or Relevant to the resources available
• Timed around the event
schedule(Walt 1988)
2. Event Details
2.1 Event place & time
The choice of event site and preparation for the same is crucial to a successful event. It needs to be sufficiently large to accommodate the size of the audience expected, taking account of the space that will be occupied by structures, the activities and the facilities provided. The suitability of the site will also depend on the ground conditions, access routes, the provision of services, and any environmental constraints such as the potential for noise disturbance if there are houses or workplaces close to the venue.
A site-layout map should be drawn up showing the position of all the activities/attractions, the facilities and structures, the circulation routes and entrances and exits. There should be sufficient, well dispersed exits to allow for safe and rapid evacuation and a specific non-pedestrian route may need to be identified for emergency vehicles.
It is important to provide details of the set up as well as the actual times for the event to ensure minimizing multi-access and assist with the scheduling of works in the area.
2.2 Contact during event
The Organising Secretary is the ultimate event manager and he is responsible for the overall management of the event. Their role and responsibility includes organising, resourcing, creative directing, human resource management, negotiating, financial management, public representation, trouble shooting and liaison. The event manager must be contactable throughout the event planning, conducting and evaluation processes. Under the guidance and supervision of the Organising Secretary, an event secretariat is constituted, from where all the activities related to the event will be channelized. The secretariat is the only point of contact.
Events are marketed by most organisations/institutions/associations/societies to their members and supporters. Many additional event types may be produced, based on the specific disciplines of each association. A list of different types of events is given below:
| Table 1: Different categories of Events | |
| Conventions | A conference is a meeting of people who “confer” about a topic.Academic conference, in science and academia, a formal event where researchers present results, workshops, and other activities Business conference, organized to discuss business-related matters. News conference, an announcement to the press (print,radio, television) with the expectation of questions, about the announced matter, following. Trade conference, or trade fair,organized like a business conference but with wider participation and providing the opportunity for business people and the general public alike to network and learn more about topics of interest through workshops, viewing whitepaper presentations, and meeting vendors of similar or related services. |
| Exposition | A setting forth of meaning or intent. A public exhibition or show, as of artistic or industrial developments. |
| Seminars | A seminar is a form of academic instruction, either at an academic institution or offered by a commercial or professional organization. It has the function of bringing together small groups for recurring meetings, focusing each time on some particular subject, in which everyone present is requested to actively participate. |
| Awards | Conferring award to somebody or some group people for the |
| Presentation | outstanding excellence. |
| Community Service | Events organised by the certain community people. There is |
| Events | periodicity of the event. Such as in India, Diwali is a community event. |
| Symposia | An event or meeting to discuss a particular subject. |
| Educational and video conferences | Educational events organised using application of ICT through
virtual environment such video conferencing or Skype etc.
|
| Receptions | An informal get-together to celebrate. |
| Sport and recreation programmes | Programmes/events periodically organised for sports and entertainment in schools, colleges and in organisations. |
| Political rallies | Canvassing the political issues before the election. |
| Tours and study missions | Educational tours are organised by institutions, colleges and schools to achieve certain objectives or mission. |
| Training Programmes | Capacity building programmes organised by institutions, colleges and schoolson thematic areas. |
3. Event Positioning
Event marketing relies on the proper positioning of the product. No event can be effectively sold until a marketing plan is developed. The marketing plan will likely be the predicate that determines success or failure. And the key to a successful marketing plan is “positioning.”Positioning is the strategy of determining, through intuition, research, and evaluation, those areas of consumer need that your event can fulfil.
• What types of events is the competition offering?
• What level of investment are they requiring of their attendees?
• Who is attending, and who is not?
• What niche are we trying to fill?
• What makes us different and how can we seize upon our unique qualities to market our events? And what markets will be receptive to our event concept?
The event organising secretary should be able to answer the questions, which have the greatest opportunity of fulfilling expectations.
3.1 Event research and analysis
We learned earlier that a key component of the five Ps of marketing is market research and analysis. Before one can effectively design and market an event, there is the need to determine the desires, expectations, and anticipations of the audience to whom that marketing will be directed. The event may be an original production or a historic, traditional annual meeting but research must be ongoing. By researching markets in depth, the organising secretary will be able to respond to changing needs as well as to resolve small problems before they become major ones.
3.1.1 Qualitative and quantitative research
There are two basic categories of research instruments with which we should be familiar, namely, quantitative and qualitative surveys. Either can be considered for both pre-event and post-event research. And qualitative methodology is extremely effective during the event itself. The major difference between the two is, quantitative research allows little room for interpretation as it is a snapshot of attitude or opinion based on numerical or analytical ratings systems. It is typically faster because it is easy to execute and tabulate, less expensive, and not as open to conjecture as qualitative research instruments.
On the other hand, qualitative research is more in depth, a study of opinions, objectives, visions, and experiential and performance observations. It is more time consuming, often more expensive, and more interpretive than the quantitative approach. Again, both are often used simultaneously, as well as separately, and can be effective for pre-event marketing and planning strategies as well as post-event evaluations.
a. Quantitative Research
In most cases, this research is conducted on paper, electronically such as Internet applications. A survey questionnaire can be designed to deliberate following questions:
• Potential areas of discussion and debate
• Contemporary areas which needs more attention during the event
• Probable speakers of the event
• Format of the event – event within the event such as parallel sessions, workshops or side events within the mega event.
b. Qualitative Research
What are the objectives of this event? What are the ranges of interests in the markets we are trying to attract? These are the kinds of questions that compel qualitative research, the probing inspection of attitudes, opinions, interests, and organizational directions. By its nature, this type of research is more time consuming and expensive, as well as more open to vary and sometimes conflicting interpretation by analysts. Qualitative research instruments are subjective. Even the subsequent feedback of the conference also produces overall qualitative research results.
4. Event Planning Strategy
There are some fundamental questions to be addressed before an event planning.
• Firstly, why must we organize the event? – Objectives need to be listed.
• Is that the best way to achieve what we want to achieve? – Format of the event.
•When arc we planning to organize the event?– Suitable time such as month (climatic factor is very important)
• Have we agreed it with directly related persons? – participant level
• Where will the event take place? – Appropriate location of the event.
• If the place we shall use will provide everything we need? – logistics support.
• How much will organization of the event cost? – event budget break-up.
• How shall the funds be raised? – funding opportunity.
• Will the media be interested in it? – media involvement.
• Will the sponsors be interested in it? – unique selling proposition (USP) of the event.
• How many events of the kind are there? – competitors in the market.
With regard to the type and size of the event its separate elements receive a different degree of importance. If we expect a success it is necessary to evaluate its probable strategic factors: determination of its purpose and creation of the trademark; establishment of target groups, analysis of market potential; definition of cost, product and distribution mechanisms; promotion, communications, advertisement potential; identification of PR instruments; determination of probable sponsors. A format structure has been provided which define factors of the successful conduct of the event. (Fig. 2)
Many events fail because of wrongly set targets, i.e., their type and content, target groups and their interests; in what aspect this event is different from others, what makes it exclusive, etc. It will help very much to do the job constructively and systematically and in the aftermath the rate will be higher and potential for similar future work brighter. The targets must be measurable. They should be divided into both qualitative and quantitative:
• Qualitative targets: satisfaction of participants, resource persons
• Quantitative targets: number of participants, income and expenditure.
Quantitative targets like number of participants are easily reckoned. Qualitative indices like rate of satisfaction with the level of catering to the participants. Thus it is worthwhile to hold an opinion poll. If it is possible to define that there is demand for this or that service for the next events, it means that they were worth the investments. The sponsors also are interested that their endeavour input is evaluated and weighed in a more proper manner. For them, the Return on Investment (ROI) is an important factor.
5. Financing
One of the most important and difficult tasks, is to manage the financing side of the organization of an event. It is not possible to hold an event without financing. If proper funding is not obtained then the quality of the event would be severely affected. For sourcing the event some important steps are given in Fig. 4.
Once the budget is finalised and the scope of the event chosen, the next step is to specify the type of financing needed for the balance of the budget. In any type of event there are always two types of financing, viz. internal and external.
Internal financing: This is basically the funds belonging to the organization itself, resulting from previous events which were profitable and from the membership fees and private funds from the organizer.
External financing may come from participation fees received from the participants and attendees in the event. Moreover, it is necessary to know the contribution from institutions, however rough the estimative may be, before the final fees are set. Fees usually tend to cover 50% of the total cost of the event.
6. Proposal Format
6. 1 Types of event
In order to achieve the purposes of the event, we are to organize, it is a priority to define the type of event.
What do I want to organize?
The event could be:
• Scientific
o Congresses, conferences, seminars, etc.
• Cultural
o Exhibitions, guided tours, concerts, etc.
• Corporate
o Conventions, Incentive travel, FAM trips, Trade Fairs, etc.
• Institutional
o Flag Day, Historic Commemorations, etc.
• Sport
o Competitions, Charity matches, sporting activities, etc.
• Ceremonies
o Weddings, banquets, etc.
Every event is different and it requires a different structure with different sources of financing. Their goals are different and while some events produce considerable benefits, others will barely cover costs. For example, a sport event is likely to be financed mainly through sponsorship from the sport related organisations and institutions, etc. On the other hand, a scientific event will most probably be financed by the participants’ fees and the scientific institutions or the university behind the organization.
6.2 Size of the event
Another basic question is the size of the event, i.e., the number of participants. It is important to decide whether it is going to welcome a vast audience or just a selected group and, for example, domestic or foreign participants as the final programme, administrative procedures (like clearances for the VVIPs and VIPs) and social activities will depend on the size and characteristics of the event.
Moreover, both income and expenses will vary according to the dimension, i.e.,local, national or international of the event, and so will the different sources of financing. Finally, the character of the event will also influence the possible economic support given by public or private institutions.
6.3 Purpose of the event
What do I want to organize?
A short, descriptive report should be made including the purpose, needs and characteristics of the event to be held.
When is it due for?
Timing is crucial as it implies not only the event and its organization, but also the time required to obtain funding and the other similar kind of events are organised.
What character will the event have?
The Budget
Once the type of event has been established, we need to know if it is possible to carry it out and to do that we need to make a budget with the income and the expenses.
6.4 Requirements of the event
A draft budget will be drawn and modifications will be made along the organization of the event. This takes a long time beforehand and is basically theoretical.
Halfway through the organization, a second budget has to be made. It is usually closer to reality, with updated rates, although the number of participants may still be unknown, as well as the final sources of financing.
Eventually a final budget has to be made. It will be real and operational and a logical consequence of the second. We should highlight here the importance of the fact that unexpected costs will be appearing along the organization of the event. These are extraordinary expenses that arise throughout the development of the event and that may take up to 20% of the total costs.
6.5 Feasibility study
An itemized budget should include the technical requirements, suppliers and necessary services for the development of the event. According to the funds expected for the event, decisions should be made about the logistical, organizational, staff and formal requirements, as well as the size of the venue to be held, time of the year and length of the event.
Every aspect of the event should be included in this study. It is necessary to know whether it is possible to organize and hold it, bearing in mind the minimum goals and the percentage of these goals over the total costs, so as to know whether the final benefits would be obtained. A strategy to obtain funds will be designed so that the event can be successful. This strategy should attract private or public sponsors, as well as participants.
We need to check that there is a demand that will accept our project. We also need to know how to achieve the necessary funds and whether the event will have any sort of profit margin.
7. Application of Marketing Mix in Event Management
7.1 Product
The successful event marketer is at first the consummate of his or her product. The product may be an educational program, a county fair, or a full-fledged convention. There are essential you must know and questions you must ask of the event.
What Is the History of the Event?
Many veteran marketers will attract participation because they can sell the celebratory essence of the event. The greatest part of event marketing is the opportunity to create history, by attracting people into a synergistic activity that can define the organization and its goals.
What Is the Value of the Product?
Marketing an event requires that the message emphasizes the manner in which the participant will benefit. The promise of increasing productivity, maximizing profitability, or simply having a great time can be legitimate benefits that can persuade a person to buy the product or attend the event.
What Makes the Product Unique?
What makes this event different from others? Why should one choose to invest time and money in this event, as opposed to the competition that surrounds it? Marketers that can identify the return on investment (ROI) that can be expected by the participants, the special experience that will be offered, and the added value of attendance are those who will successfully market the event. This will require research into the markets and into the objectives of the organization. Only then can the uniqueness of the product be identified and described in all of the marketing media utilized.
7.2 Price
Primary among the responsibilities of the event marketer is an understanding of the financial goals of the sponsoring organization. Once this is determined, market research will illustrate the competition’s pricing patterns: Who is offering a similar product, to whom, and at what price? Price may be secondary to perceived value. It is in this area that the event marketer can play a major role. Some events are designed to make money, pure and simple. Others are strategically developed to break-even financially. What is the Cost of Doing Business? Price must reflect the total costs of goods and services, including the cost of marketing itself. What are the Financial Demographics of the target audience? Such as to analyze market’s ability to pay for the event. This sounds simple, but it is critical to the marketing effort. Market research will help determine the ability and willingness of attendees to pay ticket prices at various levels and, therefore, influence the planning of the event itself.
7.3 Place
The location of the event can dictate not just the attendance, but the character and personality of the event as well. This is a consideration for the earliest part of the planning stages. The event site may even be the major draw featured in brochures and advertising. Place should be marketed with a number of important elements in mind as shown below:
1. Proximity to the potential attendees and ease of travel.
2. Availability of parking for a commuter audience.
3. Ambiance and originality of the site.
4. Logistical practicality of staging a particular event.
5. Surrounding attractions/infrastructure for ancillary activities.
6. Degree to which the location fits the character of the event.
7. Safety, security of event attendees.
8. Availability of public transportation (airport, train and local city commutation).
10. Availability of other spaces (meeting rooms, parallel session rooms, secretariat, exhibition etc.).
7.4 Promotion
No marketing program can succeed without an effective communication program. This component plays three vital roles: providing needed information and advice, persuading target audience of the merits of a specific product, and encouraging them to take action at specific times. In service marketing, much communication is educational in nature, especially for new-comers. Communications can be delivered by TV, radio, newspapers, magazines, billboards, brochures, and Web sites (http://www.teriin.org/events/icdl)
Public Relations
Public relations are a major part of the marketing mix. You can advertise anything you want—that is, what you say about your organization and your event. Public relations can determine what others perceive of you and your mission. The essence of a public relations campaign is that it never stops rather, it is an ongoing effort to establish positive perceptions of your organization and its products. The first step in establishing a public relations campaign is to determine what the current perception is. You need not be a public relations professional to practice effective public relations. A media release, feature article, or simple phone call to the editor of a trade publication can result in invaluable publicity for your event. Most publications and newspapers welcome these materials, which they use as “fillers, ”but which appear as news articles. That insert will build the credibility of not only your event, but also your organization.
Some tools of the Trade in Event Public Relations are:
■ Media releases (news oriented)
■ Publicity releases (promotionally oriented)
■ Media kits (including photographs, biographies, press releases,brochures, organizational fact sheets, schedules, speakers’ backgroundsand topics, mission statements, ancillary activities)
■ Phone, fax, and e-mail information for contacts
■ Radio and TV spots/releases
■ Copies of speeches
■ Videotapes
■ Audiotapes
ICT and Event Promotion
With the advent of Internet and application of information and communication technology, application web 2.0, promotion of events has increased by leaps and bounds. Organisations and institutions devising separate promotional strategies for using this virtual media platform to promote the respective events. Some of these common platforms are stated as under:
Table 2: Application of ICT
| Internet | Separate website or portal is designed to project the objectives, vision and mission of the event. This website acts as the virtual secretariat for the audiences. The audiences are able to get all the relevant information related to the event. An FAQ section is must to address all queries of the participants. Separate website or portals are implemented for bigger events, but for small events an announcement in the organisation website and related links are provided to it. |
| An interactive platform is designed in Facebook to address queries and popularisation of the event. | |
| Linked-In | An interactive platform is designed in LINKED-IN to address queries and popularisation of the event for the like-minded community participation. |
| Youtube | Previous events videos are uploaded as part of the marketing process. |
| Online advertising | On payment basis, online advertising of conferences gets worldwide mileage. |
| List-Serves | Continuous marketing and promotion of event can be done using various List-serves. |
| Email Marketing | Creation of database of emails of professionals and regularly sending them brochures, events activities and regular updates. |
| Mobile Marketing | Creation of database of mobile no of professionals and regularly sending them events activities and regular updates through free SMS platforms. |
7.5 People
People refer to all the stakeholders who are responsible for organising the event such as the audiences/participants, management and everybody else involved in it. It is essential for everyone to realize that the reputation of the brand that you are involved with is in the people’s hands. Many services depend on direct, personal interaction between audience and the organisation and organisation secretary. The nature of these interactions strongly influences the audience’s perceptions of service quality. Customers often judge the quality of the event service they receive largely on their assessment of the people providing the service.
7.6 Process
It refers to the methods and process of providing a service and it is essential to have a thorough knowledge on whether the services are helpful to the concerned participants, if they are provided in time, if the customers are informed in advance about the services and many such things. Creating and delivering product elements to customers requires the design and implementation of effective processes. Similarly, poor processes make it difficult for front-line staff to do their jobs well, result in low productivity, and increase the likelihood of service failures.
7.7 Physical evidence
There is a lot of impact when audience receive the printed documents about the events from the organisation such as brochures, pamphlets, etc. to serve this purpose. The appearance of event venue, landscaping, logistics arrangements, team members, printed materials, and other visible cues all provide tangible evidence of a organisation’s service style and quality.
8. Logistics Management
It is the process of “getting the right things, to the right places, at the right time, for the right cost”. It places emphasis not on the different logistic processes but on the connections and relations among them. It balances and integrates numerous activities in time and space in order to achieve high level of satisfaction from the said event. A complete list of logistics management has been defined in the Annexure – 1.
9.1 HEALTH, SAFETY AND RISK ASSESSMENT
Every event has risks and the first step in managing those risks involves examining all areas of your event to determine where risks can occur. This examination is not limited to safety issues, but can ensure that the event is conducted in the safest possible manner and if something unfortunate does occur that the loss does not further impact the organisation either financially or through adverse publicity.
9.1 Risk assessment – The 5 steps
• Identify the hazards
• Determine who is at risk
• Determine if the existing controls arc adequate and amendaccordingly
• Record the findings
• Review the assessment as necessary
9.2 Identify the hazards
A checklist can be a good start to identify the hazards present. Experience, past administrative records and observation skills are all key points here.
10. Event Evaluation Process
Event evaluation is necessary to make the organisers more efficient and effective for organising the event the next time. It is all about finding mistakes and learning from them.
Event evaluation should be done immediately after the event is over or the next day. A meeting should be conducted with the team members to evaluate the event.
Some steps of event evaluation are:
1. Clearly define the evaluation criteria for the event
2. Design an Evaluation Process
• Informal and Formal
• Feedback from client
• Feedback from participants/visitors etc
• Feedback from event management team
• Individual
3. Identify appropriate sources of information/data for evaluation
4. Evaluation and Monitoring
• Summative – at the end of the event
• Formative – considered throughout the event process
- Summary
In the module, we have discussed need for event management and manner in which event planning has to be carried out. Event management is the co-ordination, running and planning of all the people, teams and features that come together to create every kind of event. Defining event objectives at the very start of event planning is very important as it gives the direction in which organisers should proceed to accomplish the objectives. Organizing an event without clear objectives is a huge waste of both time and resources. The number of people involved in organizing an event depends upon the size and scale of the event.
Before organizing an event, we should find out whether there is a market (i.e., audience) for our intended event or not. Before organising any event, a report/checklist has to be prepared. The event report usually contain having information related to:
- Seating and light arrangements
- Promotional materials used
- Blueprint of the whole venue
- Program and food menu
- Contact details of sponsors, partners, clients (for whom the event is organized)
- Service providers
Lastly, event evaluation should be done immediately after the event is over or the next day.
- References and Suggested Readings
- Arleene Pérez and others. 2009, Event Planning Guide. Puerto Rico Convention Center. 84p.
- Hoyle, Leonard H. 2002. Event Marketing: How to successfully promote events, Festivals, Conventions and Expositions. John Wiley Sons. 252p.
- Education Development Centre (EDC) and Youth Employment Summit Secretariat, 2001. Event Planning Handbook. Education Development Centre (EDC). 53p
- O’Toole, William J.2000. Towards the Integration of Event Management Best Practice by the Project Management Process. Events beyond 2000: Setting the Agenda. 12p.
- Secrets to Successful Event Marketing and Management (White Papers). www.cvent.com
Learn More:
(II) Did you know?
1. Events are so important for libraries and libraries need to organize events successfully.
2. Marketing and planning for event is as important as for any other product or service.
3. A library can organize different evens to attract users, mobilize resources and attract attention of the stakeholders.
(III) Work Flow of Organising an Event
Before Event
• Fundraising – which may involve one or more of the following types:
o Merchandising – Selling goods to raise fund.Organizations involved
o Donation – Donations for the events could also be raised through certain online sources
• Payment processing etc. – Certain bodies are present who work exclusively for non-profit organisation payment processing
• Handling registration for the event
• Accounts book-keeping
• Creating event website and keeping it up-to-date
• Recruitment of volunteers – companies
• Marketing for the event
During Event
• Logistical support like food, accommodation, lighting, generators etc.
• Time keeers –
After Event
• Accounting and auditing of records
• Managing mailing list
• Communication with participants
• Communication with institution for which event was organized
Source:
https://www.dolcera.com/wiki/index.php?title=Nonprofit_Event_Management-_Business_Models
(IV )Web Links
http://www.aoifeonline.com/uplds/EventScotlandGuide.pdf
http://www.pondiuni.edu.in/sites/default/files/event-mgt-260214.pdf
http://www.irishrugby.ie/downloads/IRFU_Advisory_handbook.pdf
http://www.cvent.com/en/pdf/sales/od-event-management.pdf
https://www.heacademy.ac.uk/sites/default/files/events_management.pdf