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Eventmanagementproject 160629145525
Eventmanagementproject 160629145525
Eventmanagementproject 160629145525
PROJECT REPORT
ON
EVENT MANAGEMENT
Sahiba sehgal
BATCH: 2015-2016
Under the guidance of
MRs. Survinder walia
Bharati Vidyapeeths
School of Distance Education, (BVIMR)
A-4, Paschim Vihar, New Delhi-110063
DECLARATION
This is to certify that I have completed a Project tit "EVENT MANAGEMENT under
the guidance of SURVINDER WALIA in the partial fulfillment of the requirement for
the award of Bachelors of Business Administration of Bharati Vidyapeeth University,
New Delhi. This is an original piece of work & I have not submitted it earlier elsewhere.
Sahiba Sehgal
PREFACE
It is designed in such a way that student can grasp maximum knowledge and can get
practical exposure to the corporate world in minimum possible time. Business schools of
today realize the importance of practical knowledge over the theoretical base. The
research report is necessary as it provides an opportunity to the researcher in
understanding the industry with special emphasis on the development of skills in
analyzing and interpreting practical problems through the application of management
theories and techniques. It is a new platform of learning through practical experience.
ACKNOWLEDGEMENT
I would like to take this opportunity to express my sincere thanks and gratitude to my
college BHARATI VIDYAPEETH for all their guidance, inspiration, constructive
suggestions which helped me in the project.
The successful start of this project was made by their guidance and co-operation.
I also owe my heartfelt gratitude and deep regards towards my guide MRS.
SURVINDER WALIA for leading and directing me at every step of the project. I would
like to thank her for her invaluable help and for her crucial role throughout the course.
Last but not the least I would like to thanks all the people who directly indirectly who
have helped and encouraged me in completing the project effectively and timely.
(Sahiba sehgal)
Table of Content
1. INTRODUCTION
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13
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19
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23
28
30
31
36
37
38
39
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3. RESEARCH METHODOLOGY
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44
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45
3.4 METHODOLOGY
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47
47
50
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66
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75
4.10 APPICABILITY
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6. RECOMMENDATIONS
91
7. CONCLUSION
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8. BIBLIOGRAPHY
93
9. ANNEXURE
94
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Board of directors
Nivedita yadav
Aakash Sarma
Saurabh
Sr. HR
Vice President
CEO
INTRODUCTION
VISION ARTS GENERATE Quality Business Leads
VISION ARTS ENHANCE Your Profile
VISION ARTS CREATE New Business Opportunities
Everyone Knows Us as EVENTS
Extinction event, when a large number of biological species die out in a relatively
short period of time
Functions of management
Management operates through various functions, often classified as planning, leading
controlling, organizing and staffing.
1. Planning: Deciding what has to happen in the future (today, next week, next
month, next year, over the next five years, etc.) and generating plans for
action.
2. Leading: Exhibiting skills in these areas for getting others to play an effective
part in achieving plans.
3. Controlling: Monitoring checking progress against plans, which may need
modification based on feedback
4. Organizing: Making optimum use of the resources required to enable the
successful carrying out of plans.
5. Staffing: Appointing skill and unskilled workers, and efficient personnel.
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EVENT MANAGEMENT
11
Marketing Tools
The marketing mix, an organization can use can be classified into four categories:
Place
Product
Price
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Promotion
Tools of Promotion
Advertising
Public Relations
Direct marketing etc.
Advertising
It is the method of communicating the message. The event manager can modify the
message. It includes the following:
Give-Away
Radio
Internet
Television
Press
: Newspapers, Magazines
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Who will make public statements to the press when there is an emergency? The PR
campaign is a plan to gain maximum positive publicity for the event. For an event it
would include:
Data collection:
1. Preparing a media list of suitable targeted media.
2. Preparing a contact list and club list, interested people and opinion leaders often called media talent - who can be called on to make suitable comments or
actions which promote the event.
List ideas for continuous exposure such as interesting media ready stories,
competitions, public appearances, stunts, speeches, feeding the chooks.
When these lists are prepared, the ideas prioritized and the story angles determined, the
journalist, editor or producer is contacted to ascertain the exposure potential of the item.
These publicity items are then placed into an overall promotion schedule. The critical
path is ascertained to ensure growing interest in the event.
Although PR involves the event's relation to the public, it is the relations that the event
manager develops with the media that can create interest in the event. It implies
developing an image with the media - finding out what they want and how best to supply
it.
If the manager does not have time to do this then the event organization should consider
hiring a PR company.
Direct Marketing
This is delivering the promotional message directly to the interested individual. The basis
of direct marketing is the establishment of a strategy to best reach those individuals.
The mail out is the most common traditional method. The database can be created from
previous events through competitions, inquiries, guest books, and point of sale
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information or just by asking the participants if they would like to receive information on
other similar events.
Event Marketing is not a substitute for any of the other components- it is a complement.
It takes an imaginative mix of all the communication tools available to extend the impact
of the event.
If an organization uses Event Marketing, they still need to use the other parts of the
promotion mix before, during, and after the event.
An example of this could be how a car producer can have advertisements to inform about
a new car launch, and then use events to get people to test drive the new car, and then
follow up with direct marketing with a discount coupon.
One of the main advantages with Event Marketing compared to the other channels is that
the objective can both be direct sales, and image building, depending on how it is used.
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EVENT MARKETING
An event is a live multimedia package with a preconceived concept, modified or
customized to achieve the clients objective.
REACH
LIVE INTERACTION
Right
Communication
From the
client
WITH
EVENT
S
Live
Audienc
e
CREATES
Desired
Impact
17
This is a diagrammatic representation of the above definition. The model implies that an
event is a package which interacts between the target audience and the client to achieve
the desired impact.
Event marketing involves arranging feedback for the creative concepts during and after
the concept initiation so as to arrive at a customized package for the client, keeping the
brand values and target audience in mind.
Marketing plays an important role in pricing as well as identifying opportunities to define
and retain event properties by gathering marketing intelligence with regard to pricing,
timing etc.
In fact, ideally event marketing involves studying the brand prints; understanding what
the brand stands for, identifying the target audience, its positioning and values, and
liaison with the creative conceptualizes to create an event for a prefect mesh with the
brands personality.
If one knows how to organize an event he should also know how to market it.
If there is something very peculiar or special about the event then that main point
has to be highlighted.
A product launch for example requires a sales promotion campaign either before
or after the launch. In that case the product is advertised through banners and
media and even door to door services.
Effort is taken to ensure that people sit up and take notice of the event. Sometimes
it could be an event like an award ceremony, which is to be shown on television
and different companies make a beeline for sponsoring their respective products
in the due course of the program. This is the way publicity and promotions work.
A key issue for Event Marketing is having the right human resources
communicating the brand values. The importance of having the right people
working that truly understand the brand was emphasized by almost all the
interviewees.
The human dimension of Event Marketing is what creates the uniqueness to the
brand in an event, especially for high-involvement purchases.
In the capital goods industry, where high involvement decisions are taken and
more reliable information is needed, interaction serves as a great function. When
buying a car, the consumer is making one of his/her biggest investments, the
consumer is more sensitive and might require more than one-way communication
to convert to another brand.
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By questioning the Mental Models people see matters from a different perspective and
openness. But in order to be able to question the Mental Models we first must realize that
there has to be something to gain by questioning them.
Most managers today only see the brand as the companys logo and corporate identity
program, but in the future the company brand will have to communicate what an
organization is and what it stands for. Therefore the manager must change the
interpretation of the brand.
It is as important to win a distinctive place in the perception of a companys actual and
perspective customers, as it is the same with the employees.
Since it is the human dimension that adds the value to a customer in an event, all
members and functions in the organization must not only be market orientated in general
but also market orientated in combination with the brand values? It is a common fact that
people are different and cannot adjust to all situations.
Several interviewees supported this when mentioning that there has to be a match
between the individual values and the company values.
One crucial factor might be the individuals ability to learn, since the individual must not
only understand the added values in the brand identity but also learn to interpret the
different situations that might occur during an event, and combine the behavior to the
specific situation.
It is the individuals perception of the current situation together with how he/she
translates the added values to fit to that specific situation that will help or not help the
company.
Integrated Organization
When working with Event Marketing it is important to have a well-integrated
organization, therefore we agree, That internal marketing builds service quality.
By learning how different components in a system interact will increase the
understanding of how the entire system works. Understanding just one component by
itself that is isolated from the others will not be enough.
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A company itself is a complex system that is connected by a series of contacts and the
components in this system are highly integrated.
Since we are a part of this network, we most often only see specific components and are
puzzled by that we cannot find good solutions to our greatest problems. System thinking
is a term that contains knowledge and different tools, which can help us, understand and
influence the entire patterns in an organization.
The large no. of launches also leads to need to overcome the another-product.
The need to therefore catch the attention of the target audience at the time of
launch becomes very important.
Special service camps of exhibitions are the perfect events that provide the
opportunity for a two way interaction and error free communication.
For Example, IMTEX, the Industrial Machine Tools Exhibition, is an event used
by most machine tool manufactures to explain and highlight the new and
improved features of their product.
Citibank is an elite bank where people do banking with pride. Hence, other premium
brands would like to associate themselves with the same audience so as to benefit from
the rub-off effect.
An exhibition-cum-sale event organized exclusively for Citibank credit card holders,
small merchandisers get to do business with the Citibank customers, as well as build and
maintain a premium image for them. Here Citibank acts as the event organizer and small
merchandisers acts as participants so that they can associate the personality of their
products with the personality of Citibank customers.
Creating and maintaining brand identity
2. Image Building
By building trust.
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Events bring the target audience together, thereby creating opportunity for test marketing
of products for authentic feedback.
The seller can identify exactly the traits and other characteristics that are desired. For
example, marketing events that the Frito-Lay Company used before it launched its
WOW! Brand of potato chips.
Increasing customer traffic in stores
Events can be conceptualized to increase customer traffic. They can be modified to make
available, concepts ranging from retail store specific events to mega events like one day
international cricket tournament. For example, Nescafe 3-in-1 treasure hunt, cosponsored by McDonalds is a combined effect in increasing the customer traffic as well
as increasing the awareness among the upper class of the existence of new McDs outlets.
Enabling sales promotion
Weekly events conducted by Crossword Bookstore helps in generating more revenue
during the weekends.
Motivating the sales team
The need for interaction is not restricted to external customers only. End consumers are
not always the focus of live media exercises. This is especially popular amongst FMCG
companies.
For Example, during the cricket world cup held in England HSBC introduced a unique
pattern of motivating the sales force by awarding them runs instead of the traditional
points system. This resulted in conversion of almost all of its employees into sales
person.
There are many other marketing tools that can build brand-awareness and create
image. Authors seem to mix up the concept of sponsorship and Event Marketing,
although there
When using Event Marketing, the organization works with the event as part of the
marketing strategy. When sponsoring an event, the organization buys exposure
during the event at different levels of the event itself.
International Events Group (IEG) defines sponsorship this way: The relationship
between a sponsor and a property in which the sponsor pays a cash or in-kind fee
in return for access to the commercial potential associated with the property.
By using the commercial right, the sponsor could associate the brand and have an
effective selection of the target group to market themselves to.
The association makes the brand synonymous with the sponsored happening, and
thereby the sponsoring has been called association by event.
Today sponsorship is one of the worlds fastest growing forms of marketing and
together with Event Marketing they begin to play a more dominant role in many
companies marketing budgets.
Given below, model shows one way to look at where traditional sponsoring fits in
compared to Event Marketing.
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When the organization is sponsoring an event, (upper left corner) there is always a
business agreement between at least two parties, which Event Marketing does not
necessarily have. Usually this is the case when there is a sport competition such as the
Olympics or a World Championship. This kind of sponsoring limits the possibilities for
the organization to market their products since they have no control over the happenings
at the event, etc.
There is a concept called the double lever effect, which explains the relationship between
different events. When organizations move to EM (1), EM (2) and EM (3) the
organizations increase their control and also the risk is increased. When the control is
increased, there is also a larger possibility for organizations to use the event integrated
with the other marketing strategies.
The given fig shows how it comes to be a double lever effect:
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As we can see, there is a risk in Event Marketing. There is no possibility to test the event
for the target group, and everything has to work during the event. The risk associated
with the event could be one of the reasons why some organizations choose to use preexisting events instead of own events. Preexisting events are events that are created by
someone else for another purpose.
celebrations, award ceremonies, exhibitions, sporting events and many other community
and social event fit into this category.
Example: Annual Trade Fair organized in Delhi, Chandipur Beach Festival
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The audience for a promotional activity might be sales staff such as travel agents, who
would promote the tour of the clients or potential purchasers. The media is usually invited
to these events so that both the impact and the risk are high, Success is vital.
4. Meetings & Exhibitions
The meetings industry is highly competitive. Many conventions attract thousands of
people, whereas some meetings include only a handful of high profile participants.
5. Festivals
Various forms of festivals are increasingly popular providing a particular region the
opportunity to showcase its product. Wine and food festivals are the most common events
falling under this category. Religious festivals fall into this category as well.
6. Family
Weddings, anniversaries, divorces and funerals all provide opportunities for families
together. Funerals are increasingly are becoming big events with non traditional coffins,
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speeches and even entertainment. It is important for the event manager to keep track of
these changing social trends.
7. Fund Raising
Fairs, which are common in most communities, are frequently run by enthusiastic local
committees. The effort in the organization required for these events are often
underestimated. As their general aim is raising funds, it is important that rides and other
such contracted activities contribute to, rather than reduce, revenue.
8. Miscellaneous
Some events defy categorization. Potatoes, walnuts, wild flowers, roses, dogs, horses,
teddy bears all provide the focus for an event organized in United States.
Organizer
Venue
Target
Audience
EVENT
Media
Client
Key Elements of Event Marketing
Event Infrastructure
Core Concept: Search for new top class modeling talent through a contest and
pageant interspersed with entertainment.
Core People: Participants i.e., models taking part in the competition during
entertainment slots such as well known classical musicians, Pt. Shiv Kumar
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Sharma accompanied by Ustad. Shafat Ali Khan and popular music by Sweta
Shetty and Stereo Nation.
Core Talent: Physical looks and proportions.
Core Structure: Annual event of beauty pageant.
Importance of Infrastructure
Indian business events, particularly large trade fairs, are underdeveloped as a result of
poor infrastructure outside Delhi. New exhibition and convention centers developed in
Chennai and Hyderabad will help spur the industrys growth. If a new facility of
international standard can finally be built in Mumbai, this will generate a huge
opportunity for business media companies.
Smaller, traveling events, road shows which move around the countrys many secondary
markets will also be significant income generators for some business media firms.
Event Venue
The two types of venue are as follows:
In-house Venue:
1. Any event that is executed within the premises of the company or
institution or in the private homes or proprieties belonging to the client is
called an in-house venue.
2. The use of such venue is reserved for the employees of the company or the
residents of the campus.
3. Most in-house venues do not need to be paid or even if a payment is
involved, it may be open for favorable negotiation.
4. The main advantage of in-house venue is the huge saving in the costs
incurred in hiring the venue.
External Venue:
1. Any venue over which neither the client nor the professional organizer
have any ownership rights is called an external venue.
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2. These are venues open for the general public. Example: Hotels, Stadium
etc, etc
1.10 ENVIRONMENTAL SCANNING
Taxation Policy
Governmental stability
Trade regulations
Unemployment Policy, etc.
Economical factors
Interest rate
Recession or Boom
Customer liquidations
Inflation rate
Growth in spending power
Rate of people in a pensionable age
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Balances of Sharing
Socio-cultural
Values, beliefs
Language
time orientation
lifestyle
religion
education
literacy
Technological factors
Internet
Electronic Media
Research and Development
E-commerce
Social Media
Rate of technological change
Environmental factors
Waste disposal
Energy consumption
Competitive advantage
Pollution monitoring, etc.
Legal factors
Product safety
Advertising regulations
employment law
Health and safety
Product labeling
Labor laws etc.
Porter's five forces analysis is a framework that attempts to analyze the level of
competition within an industry. Porter referred to these forces as the micro environment,
to contrast it with the more general term macro environment. A change in any of the
forces normally require business unit to re-assess the marketplace given the overall
change in industry information.
Porter's five forces include - three forces from 'horizontal' competition: the threat of
substitute products or services, the threat of established rivals, and the threat of new
entrants; and two forces from 'vertical' competition: the bargaining power of suppliers
and the bargaining power of customers.
Porter developed his five forces analysis in reaction to the then-popular SWOT analysis,
which he found unrigorous.
Here suppliers refer to the event manager or the person who is organizing the event.
Buyer refers to that person for whom the event is taking place or who is the organizer of
the event.
Event manager needs to be updated at every point of time i.e. he should know which
event company is entering in the market. What policies their competitors are using?
Event manager should have competitive advantage i.e. something more or special then
his competitor.
FINANCIAL ANALYSIS
Below mentioned tax rate of 24 % which hits the occasion the hardest, which is nearly
one quarter of the total sales. As occasions continue to grow, these numbers will become
references rather than influences.
General assumptions
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Implementation process.
Also to study Event Management for organizing and managing the event in best
way:
1. The objective of this study is to understand the event management as a
communication tool.
2. Launching a product or a service.
3. Communicate to a particular target audience.
4. To make proper strategy , plan and execution of an event
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Primary research detailed discussions with event management firms and the
corporate clients.
Subsequent additions were made to the interview schedule to suit the specific
events under study.
The secondary information was gathered from various marketing journals and
books on event marketing, sales promotions and publicity. Daily newspaper
reading in order to keep track of various kinds of events also proved helpful.
It revels certain issues in event marketing which need further attention and some
suggestions have been given to make the Event Marketing industry more effective
in order to utilize its full potential and be mutually beneficial for the Event
Marketing agency, the Corporate and the customer.
Fifth Edition of Global Study Shows Steady March of Events Business at the Dawn
of a New Era
Five years of research has shown that events can play a strategic role in driving
business value within every organization.
Corporate executives, both in and out of the world of meetings and events, now
see the benefits that face-to-face interactions can provide to their bottom line.
Current customers and prospects can benefit from meetings and events as they
provide the greatest opportunity to learn about a companys brand, value
proposition and (new) products/ services.
Companies can derive business value from events to strengthen product or brand
awareness; differentiate from the competition; educate or train employees and
ultimately increase sales.
Three key indicators in Chart 1 show, however, an interesting change from 2005:
1. The importance of event marketing has remained virtually constant from the prior year.
2. The proportion of the overall marketing budget dedicated to event marketing decreased
slightly from the prior year.
3. The perceived future importance of event marketing has declined less than 3% from
2005. While these results at first glance could be considered disappointing, none of these
indicators should be taken as a sign of a downward trend within the event marketing
industry.
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In fact, these are clear signs of an industry that is stabilizing and showing signs of
maturation.
3.1 The Role of Event Marketing Remains Important In the Marketing Mix
As the world economy continues its 2006 recovery, companies face everincreasing financial pressures to generate additional revenues and improve profit
margins. Globalization has created a myriad of new opportunities for companies
but has simultaneously brought with it new challenges in terms of newfound
competitors vying for the same pool of clients and the inherent need to
communicate one cohesive message to the diversifying marketplace.
It is not surprising therefore to see that almost one third of the marketing professionals
surveyed this year stated that their top marketing concern currently is reaching new
customers. Building brand awareness was respondents second most frequent concern,
coming in at a distant 13%.
Due to the increased competitive pressures, companies large and small, local and global
must therefore constantly evaluate the mix of marketing tactics to ensure the best possible
approach at reaching both current and potential customers.
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It is perhaps because of this need to freshen the marketing mix that we see survey
respondents state that event marketing was either a lead tactic or vital component of the
marketing plan slightly less than half the time (49%) a slight decrease from last year
insofar as it was less of a vital component and taken more under consideration with other
mediums.
The current marketing mix shows in Chart 2 a slight decline as compared to last
year, almost 50% of respondents stated that the future importance of event
marketing was either increasing or increasing strongly. Furthermore, an additional
40% of respondents stated that the future importance would remain constant. This
stability in event marketings role is corroborated by the fact that event marketing
represents more than 25% of survey respondents overall marketing budget, which
is only slightly less than a one percent reduction from last years figure.
Another sign of the evolution of companies marketing mix appears in the budget
allocations for events. Much like in 2005, 59% of respondents stated that the majority of
their event marketing budget is currently allocated to trade shows while 35% are spent on
conferences. This latter figure shows a dramatic drop from the prior years figure of 47%
and further augments the current shift towards a focus on lead acquisition.
43
Chart 3 shows that almost one in four respondents to the 2006 survey believes that
event marketing provides the greatest ROI in Marketing.
Although the figure is almost identical to last years estimate (and decreasing over time),
it is a statistical bragging right that event marketing has held for the last three straight
years, as well as four of the five years of this study (see Chart 4).
The most common reasons given for event marketings high returns on investment come
from the fact that it provides the greatest opportunity for direct, in-person, face-to-face
contact (58%).
It also provides the best opportunity to reach a targeted audience (45%). Survey
respondents also attribute event marketings high ROI to the fact that it provides one of
the only opportunities to reach a large and engaged audience in one venue (28%).
Turning to specific types of events, the survey results show that Trade shows (40%)
followed by conferences and seminars (21%) are the external events that are believed to
provide the greatest ROI due primarily to their ability to attract new customers.
When asked to look at their internal events, respondents cited education/training events
(41%) followed by sales or marketing meetings (28%) as the internal events those are
deemed to provide the greatest ROI.
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Seventy-one percent of respondents to this years survey (see Chart 5) cite that they do
engage in some post-event measurement activities. Not only is this a significant increase
from last years 60% mark, it is also the highest rate of measurement recorded in the
history of this study.
This is a clear sign that event marketing professionals and CMOs continue to need to
demonstrate the ROI that comes from producing successful events as greater financial
scrutiny comes from corporate finance departments.
The survey data shows that not only has the number of companies who measure increased
considerably from last year, but there has also been a slight increase in the marketing
budget allocated to measurement up one tick from last year to 12%.
When asked what key performance indicators (KPI) companies were measuring, over one
third of respondents (36%) cited number of qualified leads, with overall communication
effectiveness and sales increases each receiving 31% of the votes. The most common
tools used to calculate these KPI were sales reports (28%), onsite surveys (26%) and post
event surveys (24%).
Although measurement should not be considered a panacea for event marketings need to
demonstrate value, this years survey does show one striking benefit of measurement. As
can be seen in Chart 6, companies who do engage in some form of measurement are three
times more likely to see an increase in their budgets than those who do not engage in any
measurement. This data is further proof that tangibly demonstrating the value of an event
marketing program can significantly increase the chances of getting increased funding.
45
Between May and June 2006, almost 900 individuals in marketing management positions
from North America, Europe and Asia Pacific in industries including automotive, high
technology, healthcare, and financial were interviewed via telephone with hopes of
bringing clarity to the events component of the marketing mix as it compares to other
elements in a marketers arsenal. The results of the 2006 survey have a +/ 3% margin of
error.
Initial
Concept
Canvassing
Conceptuali
-zation
Customization
Costing
Final Concept
Carry-Out
EVENT
Example:
47
Event
: Holi
Event Category
Event Organizers
: A2Z Events
: RANG BARSE
Place
: Mumbai
Venue
Year
: 1997
Duration
: 2 Days
Target Audience
No. of Audience
: 1500
Ambience
: Rural Mela
Costing
: Rs. 7 lakhs
Event Type
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Many corporate were approached with the initial concept to sponsor the event. The leads
generated through canvassing for sponsors and negotiation with venue owners gave a
strong impetus and indication of success for a particular variation. A leading soft drinks
company could be persuaded to fully sponsor the event.
Customization
The target audience of the soft drink company was pre-dominantly was fun-seeking
youth. The initial concept needed to be changed from a family oriented event to a
youthful event. The budget was needed to be drastically reduced to Rs. 2lakhs per center
and the event was to be simultaneously conducted in 5 locations spread across the
country.
.
. The direct communication with the customer is one of the main advantages with Event
Marketing compared to other marketing channels. In the definition of Event Marketing, it
is said that an event is an activity that gathers the target group in time and room. This
means that the event is eliminated from the noise.
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Dominant
Relative Position
Strong
Favorable
Tentative
Weak
Introduction
Growth
Maturity
Decline
51
Events
Traditional Modes of Communication
With Regard to the competitive position of events as a medium and the life cycle stage it
is in vis--vis other marketing communication media, it is clear that:
Traditional ways of marketing communication in the Fig are moving from the growth
phase into the maturity stage. Their effectiveness is lost due to cut throat competition
which is leading to undesirable clutter in all kinds of media including internet.
An event as a medium is in a favorable position now and will continue to remain so in the
near future and tend towards becoming stronger. Event as a strategic marketing
communication tool would gain significant followers
=1
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The ideal situation in real life is very rare since the external reach gets drastically
reduced in terms of reaching out to the target audience and mostly impractical in most
cases.
This is because the target audience is derived from the target population which is
invariably very large. It is impractical to assume that all the constituents of the target
population can make it to the event. The above ratio is usually found to be greater
than 1 in practice.
External Reach
Actual Reach
>1
2. Measuring Interaction
In most event categories, compared to reach, it is much harder to access the
interaction between the audience and the event and the benefit that accrues to the
client. A certain amount of quantifiable data can be of help in measuring interaction
for an event from the clients point of view.
These are as follows:
No. of interaction points
The no. of direct and indirect interaction points that have been planned and
arranged for an event provide the important measurement tool. The greater the
no. of interaction points the better for the client.
No. of interactions
The opportunity for interaction between the client and the audience before,
during and after the event is also a very tangible measurement criterion. The
greater the opportunity for increasing the no. of interaction, the better for the
client.
Quality of interactions
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Event Marketing is often used to create brand awareness, image and identity for the
products. This section shows that depending on the brand-awareness and how the
product is positioned, they can sell more products. Event Marketing can have both a
communicative as well as a teaching approach for the customer.
Identity
Identity is what the organization wants to stand for. The differences between identity
and image are that identity is as mentioned earlier what the franchiser intends to
represent, while the image is how the consumers experience the brand. The Image is
on the receivers side, while the identity is on the senders side.
Image focuses on how certain groups perceive a product or brand and refers to the
way these groups decode the signals transmitted by the product service and
communication of the brand. The purpose of identity, on the other hand, is to specify
the brands meaning, aim and self-image. In regards to Event Marketing it could be
said that the organization sends away an Identity at the event and the customers
receive it as an image of the product or organization.
Using Event Marketing can also differentiate the product for the customer by making
the value of the brand stronger for the customers identity. Identity comes from Latin
and means same.
The event in Event Marketing can be seen as a value community. In regards to Maslows
thoughts, humans have needs that need to be satisfied. The Value community creates
groups, where three concepts for group development need to be filled in order to create
group belonging. Event Marketing can offer the individual a short-track to belonging by
letting the individual attend an event. Through the event, the happening and the message
will give the individual a picture of him/herself, and a sense of belonging with other
individuals.
This shows that part of the brand advantages lies in the possibility to influence the
individuals identity, and to make possible his/her relation to other individuals and in this
way strengthen their value community. By doing this, there is a possibility to differentiate
the brand from other brands. The brand is seen as an independent method of competition.
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Image
Image is how the customer understands and looks upon the product, and a definition is
how the consumers experience the brand. An event can give the customer a clear
picture of the corporate identity that the company is striving for. Usually the image
consists of different key factors that the customer receives during different times and in
different places.
These key factors could be the communication that the organization has the physical
environment, products, service, ethics, social responsibility, engagement in social and
local happenings, and the behavior of representatives from the organization
Image Building
The experience at the event may of course result in direct sales, but normally they help to
build image and create positive associations around the brand that will lead to more sales
later on. Image can create lots of competitive advantages compared to other brands. This
is especially true when the differences between the brands are small. A positive image can
lead to not only increased sales, but it can also strengthen the relationships with all
interesting parties within and outside the organization, facilitate new employment,
increase the tolerance of customers, and facilitate crises. However, even though the main
objective with the event is not to change or build image, there is always a possibility for
the customer to change his/her opinion and image of the organization.
Positioning & Branding
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When a company has decided to use Event Marketing they need to understand how Event
Marketing can change the perception of the product in the customers mind, and the
positioning of the product.
According to Kotler, it is extremely important to have a specific positioning in the
customers mind, due to the fact that if a similar product has the same positioning there is
no need for the customer to buy your product.
It is important to create an image and a correct positioning for customers that create
differentiation between products. The positioning distinguishes brands from each other
and creates a place on the market and in the consumers minds for a particular project.
The idea behind positioning is to create brand awareness, which ideally leads to longterm brand loyalty. The positioning is a two-stage process, indicating which category the
brand should be placed in and the differences between the brands in this category.
Products are becoming more and more alike.
A company needs to change its product from competitors products. An organization has
three main perspectives for differentiation. They are: total perspective, more value for
money, produces trustworthy products at a reasonable price, product perspective, offer a
better product that is newer, faster, cheaper, with unique selling attributes, and customer
perspective, to know the customer better, and thereby reply to their needs faster.
The last perspective, the customer perspective, involves the relationship between the
customer and the organization. An event is the physical meeting between customer and
organization, and thereby Event Marketing can be used as a tool to build relationships
and create differentiation.
The idea behind positioning is to create brand awareness. Direct advantage of using
Event Marketing is that it creates high brand awareness around the product. The value of
the brand lies in the mind of the potential buyers, and not with the business itself.
Branding is part of the marketing strategy and product differentiation. The brand can
communicate more directly with the consumer than the product itself can; if the brand is
seen as having a personality and symbolizing certain values.
This is due to the fact that the brand has an emotional appeal to the consumers. A trend
within Event Marketing is to involve more cultural aspects at events.
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The cultural aspects of events are not used extensively today. He further argues that
culture and brand strategy go hand in hand. Over time, a relationship between the
customer and the product can be developed into brand loyalty. This loyalty is
characterized by a positive attitude towards the brand, and over time continued purchase
of the same brand. A company seeks high brand loyalty because it creates stability and
provides an opportunity to gain high market share and profit. The development of brand
loyalty can be seen as a three-step model.
The first step is to create an interest for the product in the consumer. When time has past,
the consumers will simplify their buying detour through the product and the connection
between the brand and the target audience is strengthened. The third step is where brand
recognition is created, which is important for creating the long-term brand loyalty.
The Complexity of Evaluating Event Marketing
An event is concerned with a message, an interaction and integration. A message creates
something valuable for the customer, and gives the customer some kind of knowledge or
experience. The interaction between the organization and the customer will create a good
or better relationship. The integration part is concerned with how the Event Marketing is
part of the other marketing strategies.
Event Marketing are not being evaluated to full extent due to lack-of time, ignorance and
due to the fact that it is hard to evaluate it. Some of the interviewed persons agreed with
this theory, and believed that ignorance made evaluation complicated. Furthermore,
evaluations not conducted due to lack of time. The interviews also discussed that Event
Marketing is only one of the possible marketing channels that can be used when
marketing a product, and it is hard to evaluate it separately from the other marketing
tools. The more complex the marketing strategy, the harder it is to see what influenced
the customer to buy the product. Other reasons why it could be hard to evaluate the event
are because someones experience cannot be valued on a scale, and the interaction as a
relation is not measurable.
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Furthermore, depending on all other marketing aspects it is hard to see why the customer
has a specific feeling for a product.
Kotler claims that the easiest marketing channel to evaluate is direct marketing. By using
direct marketing it is easy to follow up exactly where the customers have seen the
coupons, brochures etc. However, none of the interviewed persons mentioned that it
would be easier to evaluate direct marketing than Event Marketing.
It is as easy to argue against direct marketing as being the perfect measurable evaluation
technique as it is to argue that Event Marketing should be trickier to evaluate. This is due
to the fact that there is a possibility that the customers could be affected by other parts of
the marketing as they are when it looks like it is the direct marketing that has made them
buy a product. As long as more than one tool of the marketing mix is used and there is
always a possibility that the customers can be affected by them, and thereby there is no
100% accurate evaluation tool.
The reason why it might be considered hard to evaluate an event depends on the fact that
it is hard to evaluate the intangible aspects of the event. When asking the interviewed
people to elaborate on intangible factors, such as the weather affecting the event, most of
them were sure that just the weather was not of importance for the success of the event,
and therefore there was no need to try to evaluate it.
There are many factors that cannot be evaluated, and that instead the focus should be on
the factors that can be evaluated.
This could be interpreted in the following way: since there is no possibility to evaluate
the event comparing to the external social happenings, the only way to elaborate on the
example weather is to work with the weather and use it. If possible, the external factors
should be eliminated, but if that is not possible the event should try to use them and
thereby work for the event.
Example:
Event
Venue
: Sydney, Australia
Category
: Competitive Sports
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Event Organizer
: IOC
Client
Theme
Measurement Criteria: Reach increase for cable mediums MSNBC & CNBC, %
increase revenues for client.
Reach
External
Actual
Event Evaluation
Advertisements sales increase from $ 680 million at the 1996 Atlanta Olympic Games to
$ 900 million for the Sydney Olympic Games 2000. MSNBCs reach in terms of the
subscriber base expected to increase from 59 million to 70 million. CNBCs reach in
terms of the subscriber base expected to increase from 74 million to 80 million.
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Amongst the various categories corporate interest have been concentrated on competitive
events, especially so on cricket. Such events have a broad based character and high media
coverage. This implies high reach and added excitement through live coverage on various
popular channels.
Post-event benefits trough highlights aid in the event recall over and above the normal
benefits that an event can offer. The fact that interaction is given short shrift is an
anomaly that needs to be corrected. Competitive events are closely followed by events for
artistic expression, then by exhibitions, special business events, cultural & charitable
events in that order for popularity with event-savvy sponsors.
One of the big advantages of the exit interview, when done early in the business event, is
that it allows mid-course correction of any problems uncovered.
Post-Event Surveys
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2. Qualitative Tools:
Qualitative metrics, while not projectable to the entire population, can be helpful in
assessing your performance. Following are a few of the more beneficial qualitative
approaches.
Mystery Shopping
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identify the relative importance of the trade show visit in helping to secure orders from
specific customers.
Competitive Analysis
Assessing the presence of the competition is best approached qualitatively. Check the
trade show guide to see who among your competitors is exhibiting, speaking, or
sponsoring events.
Assign competitive sleuthing duty to several of your booth staff and other company
attendees, if possible. Provide them with a form to fill out that covers such items as booth
size and location, products featured, staff size, visitor experience, etc.
A good marketing plan summarizes of w family i.e. who, what, where, when, and how
much questions of the company:
Who are the target buyers?
What sources of uniqueness or positioning in the market does your product have?
Where will you implement your marketing spending plans?
When will marketing spending plans occur?
How much sales, spending, and profits will you achieve?
The financial projections contained in our business plan are based on the assumptions
contained in our marketing plan. It is the marketing plan that details when expenditures
will be made, what level of sales will be achieved, and how and when advertising and
promotional expenditures will be made.
The major elements of a marketing plan:
The situation analysis describes the total marketing environment in which the
company competes and the status of company products and distribution
channels.
The opportunity and issue analysis the major external opportunities and threats to
the company and the internal strengths and weaknesses of the company, along
with a discussion of key issues facing the company.
The goals and objectives section outlines major company goals and the marketing
and financial objectives.
The marketing strategy section provides the company's marketing strategy
statement, summarizing the key target buyer description, competitive market
segments the company will compete in, the unique positioning of the company
and its products compared to the competition, the reasons why it is unique or
compelling to buyers, price strategy versus the competition, marketing spending
strategy with advertising and promotion, and possible R&D and market research
expenditure strategies.
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The sales and marketing plan outlines each specific marketing event or action plan to
increase sales. For example, it may contain a summary of quarterly promotion and
advertising plans, with spending, timing, and share or shipment goals for each program.
The sales and marketing plan outlines each specific marketing event or action plan to
increase sales. For example, it may contain a summary of quarterly promotion and
advertising plans, with spending, timing, and share or shipment goals for each program.
Some of the ways to market your product or service are
Write letters (on issues and news items that have SOME relation to your business)
to the editors of local papers.
Have give-away (e.g. bookmarks or pens) that are useful and give details of your
business.
Send news releases about your products and your business to local papers, radio
and TV shows.
Take out an ad in a publication of a local group.
Offer to make presentations, on a topic related to your product or service at
appropriate fora.
Keep your eyes open for "specialized" newsletters, newspapers, or other
publications which might welcome an article written by you.
Get on the Internet and connect to the world with your own home page.
Remember marketing is the face you show to public, highlighting uniqueness and quality
of the product. Check the content and layout before releasing an advertisement or
distributing pamphlet. Marketing is becoming an ever important tool in the present
competitive scenario, tell what your product or services can do, but don't promise what
you cannot deliver.
ALTERNATIVES
ARISING
FROM
ENVIRONMENTAL
ANALYSES
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The following SWOT analysis captures the key strengths and weaknesses within the
company, and describes the opportunities and threats facing Corporate Retreat
Professionals.
Strengths
Weaknesses
The concentration of a small niche of the market that will limit the potential size
of the market.
The difficulty of generating awareness and visibility of the company in its first
few years of operation.
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Opportunities
Being one of the first service providers concentrating on this specific niche.
Threats
A slump in the economy that could have a ripple effect on service providers.
Competition
Currently there are three other companies that offer event planning specifically to
corporations. They, however, tend do events that are more general in scope such as parties
to reward customers or employees, or events to change the company's image. There is no
company that specializes in event planning of corporate training and product release
events. There are companies that offer corporate training, but these companies provide
the actual training and do not do any of the actual event planning/ logistics of the entire
event.
There is also no company that specializes in product release events. There are companies
that do provide this service, but they do not specialize in it. Because event planning is a
tight market, CRP will benefit from specialization.
The buying pattern for the larger corporations was, in the past, to have an in-house
solution. This pattern is disappearing in favor of outsourcing as there is the constant drive
for gains in efficiency, something outsourcing can offer.
Maintenance Strategy
Arising from a situation of strength and favorable opportunities, the maintenance strategy
provides reasons to carry out activities that maximize available advantages. This is the
perfect position to be in. Beyond this, every activity gets focused on maintaining the
winning edge and the lead over competitors. The event company here can well afford to
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be aggressive knowing very well that it has the relevant strengths to back its claim on the
opportunity.
Developmental Strategy
To gain advantage of potential opportunities while not having sufficient strengths calls
for gaining a winning edge by using tactical retreats where irrelevant yet not giving up.
It requires passive and defensive strategy, which attacks relevant opportunities in such a
way as to cover up on weakness.
Pre-emptive Strategy
This strategy is usually used by entrenched market leaders on new entrants. Potential
threats are nipped in the bird by exercising the full power of the companys strength.
This is a very powerful and aggressive strategy as it requires foresight to fully understand
the threats looming on the horizon. Selecting which one to tackle requires careful study
since some points of strength could get eroded if used unnecessarily.
Survival Strategy
This strategy is used to ensure that the company is alive for a battle on another day when
it will have the requisite strengths to grab its share of opportunities in the market. It
allows one to make drastic decisions in the face of harsh environment.
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Sustenance Strategy
This is a strategy to be used when faced with no options but to take on the adversary with
the existing arsenal of event concepts that may be out dated or still current but nearing the
end of its life cycle.
It becomes essential that the event company manage its resources and advantages in
terms of CSFs that have been identified with greater efficacy. Successful concepts need to
be brushed up and revamped to meet customer expectations in the face of competitive
offerings.
Accomplishment Strategy
This strategy is viable when an existing concept is doing better than any of the
competitors equivalent offering. This strategy, therefore, essentially says that sticks to
the winning concepts and exploits the fact that competition cannot offer a similar quality
concept and thereby wants to avoid a head-on conflict by itself. The danger here is that
competition may use any of the other strategic alternatives available to a challenger to
combat the situation.
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Venture Strategy
This strategy envisages making use of the first mover advantage by creating new
concepts of competition by creating niche markets. This may even involve a re-definition
of market segmentation.
By maximizing user benefits and creating path breaking trend setting concepts the event
company positions itself to take a lead vis--vis competition by being first in the market.
This is a double-edge strategy in that failure is as devastating as the benefits of a
successful launch.
STRATEGIC ALTERNATIVES ARISING FROM DEFINED OBJECTIVES
The above matrix provides options that event organizers have an offer in terms of
concepts and their market.
The basic strategic alternatives here revolve around whether the objective is to retain
customers or market development. These objectives further lead to the strategic options
of achieving them either to customization or new concept development.
By offering new concepts to a existing customers, a strategy of increasing business from
increasing clients can be discerned. Similarly by offering an existing event to a new
client, a strategy of increasing productivity of the event concept can be followed.
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PREP MODEL
This framework has its roots, in the fact that, events as a business proposition for
corporatization is relatively nascent in nature. Therefore, the concept of strategic
perspective to growth through and along with clients is a major decision to be taken by an
event agency having major growth plans. This model deals with the strategic options
available by playing off objectives relating to market development against growth in
competition.
PREP Matrix
The above matrix provides the choices before the event company when it comes to a
trade off between clients and competition in terms of assigning priorities in decision
making.
Enrichment Strategy
In a market situation where the event company is forced to compete fiercely for retaining
its market, this strategy is followed. It is used where the need to maintain and improve the
quality of service becomes predominant.
Retaliatory Strategy
This is basically a defense mechanism wherein the event company tries to defend it self
from preditorial strategies of essentially new entrants. This strategy involves taking
action aimed at retaining its existing clientele and potential client base.
Pro-active Strategy
The event company here can explore new client bases and stretch the limit of its concepts
across untried event categories. Every event category has its own special environmental
and competitive structures.
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The above matrix considers two of the most important risk factors as well as the degree to
which it can affect the events company Type of Finance and Planning Lead Time
Events based on time can be divided into pre-planned i.e., events carried out after
thorough planning with enough time for taking decisions and ad-hoc events i.e., those
that are taken up on the spur of the moment. On the basis of finance, events can be fully
sponsored, fully ticketed or partially ticketed and sponsored. Each decision carries with it
an element of risk, the gradations of which can vary from zero risk to very high risk as
shown in fig.
3.14 APPLICABILITY
Differentiation and Focus in Event Marketing
Event Marketing has several advantages with multiple purposes, which normal marketing
media do not have. For example, when advertising in a magazine, a company needs to
decide which message they want to communicate as well as with whom they want to
communicate.
For companies using differentiation as a competitive advantage, spreading several
messages in many different magazines, the result might not cover investment. On the
other hand, for companies using focus as a basic strategy, the cost for gathering
information about the specific target group must match the possibility to actually reach
the right segment. Depending on how Event Marketing is used both differentiation and
focus can be achieved.
There are two major differences when using events. The events are precommunicated; the companies have a possibility to control, who will attend, or the event
just happens; whoever is there has an opportunity to be a part of the event. Of course,
depending on which place the company selects for the event, different types of consumers
will be reached. When using general events; meaning that no single target group is
invited, the company can still gain on the situation since they have a chance to adjust the
added value to specific customers during the event.
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The employees working during the event read the situation and adjust his/her behavior.
Further the event itself might also communicate an added value to other people, although
they might not be interested in the specific event.
On the other hand mean that Event Marketing can also be used when focusing on specific
target groups.
5. Live media also enables interactive communication. Live media scores over
conventional advertising in terms of reach, impact and tangible immediacy of
measurement. Live media communication is a complete sensual experience as
compared to a press advertisement or TV/Radio commercial. This is so because of
press ad is basically a flat piece of paper and a commercial is just an audiovisual
experience. The high recall value of live media communication is also a major
factor.
6. No other media can boast of the ability to provide such massive collection of feed
back instantly as events. Being a live media, it is possible to feel and deduce the
reactions of the audience to the aim or objective that the event was conceived for.
7. Easily customizable nature of events, mean that specific traits of the local
inhabitants can be incorporated in the big picture to ensure that the event is
socially and culturally in tune with the local culture. Thus, the localization of
events is very easy.
8. The advantage in terms of post-event publicity that events can offer over and
above the paid or bartered media is the benefit associated with reports of the event
in the newspaper and news on the electronic media. For such reports there is no
extra cost to be borne neither by the sponsor nor by the event organizer. This is
a double edged sword because, in case the event is not up to the mark or is dogged
y controversies, then the same is also reported impartially.
9. The conversion of good events into television software for future use either by the
sponsors for their commercials or by media house for programming is also a
unique benefit that events offer. Such software become products by themselves
and can be used profitability in the future.
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Where,
a = Product/service you have heard but not checked out yet
b = Product/service you have never heard of
c = Product/service you already use
Interpretation
If people had a positive experience, about the event 88% are more likely to buy a product
just when they were aware of it. Surprisingly, 78% are more likely to enter into the
buying process even if its a new product.
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Where,
a = Product/service you already use
b = Product/service you have heard but not checked out yet
c = Product/service you have never heard of
Interpretation
After a positive experience of the events, women are more likely to purchase a product
they already use while men are a bit more adventures and may even be inclined to
purchase a product that they are not using or havent yet heard about that product.
Interpretation
The female folk are drawn towards the event because they love samples which was
confirmed when 68% out of the female respondents gave the same reply where as the
male counterpart are more interested in exploring the product inside out.
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Interpretation
Fun and free best describes the motivation of younger event attendees while education
and interaction are what the older crowd is looking for.
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Interpretation
26% of the attendees are ready to purchase a product immediately after the event, 25%
within a month and 15% wont purchase the product at all.
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Interpretation
Over all the age groups it was observed that if the product/service is of interest to the
attendees they are more likely to participate in an event. The next best reason for
participation across all age groups is the activity which the attendees enjoy.
Interpretation
68% of the total respondents spend approximately 15 mins on a mobile event and every
less people spend over 30 mins.
Interpretation
Mobile events which demonstrate product features are more likely to generate better
understanding about a company or its product.
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procedures in place to check the value of their sponsorships. How many of those
companies would spend $100,000 on advertising without monitoring every year
stage of the campaign? How many would pay an executive $100,000 a year
without demanding accountability for performance.
6. Sponsorship today should be made as accountable as any other part of the
marketing mix. Some forms of sponsorship have long-term networking goals that
dont lend themselves to immediate measurement. But if sponsorship is linked
directly to a product, measurement should be possible through the only criteria
that ultimately matter, Sales.
7. T.V. and press coverage of the event cannot be equated with success-even if a
companys logo appears often and prominently. Instead, we need to take a close
look at the sales results and see if they go up during the sponsorship period.
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8. Not all sponsorships are readily measurable. There are many, especially in the
non-sporting field, where its almost impossible to establish a direct cause-andeffect relationship between sponsorship and sales.
Carefully planned
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13. Situation analysis and TOMA effect which are done by advertising agencies is not
done by event marketing agencies.
14. Event marketing firms do not have retained accounts as advertising agencies.
15. They also provide poor services as compared to advertising agencies. Hence
corporate prefer to give their accounts for event marketing also to their own
advertising agencies. These advertising agencies may further forward the contract
to the event management firms in case they do not have the infrastructure and
facilities for event management themselves. This results in lesser profits for the
event management firms as a cut off percentage of at least 13.5% is retained by
the advertising agency itself. Hence there is a need to build a more qualified and
professional image of the event-marketing firms to gain corporate trust, and
remove this intermediary to achieve higher profits.
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5.1RESARCH FINDINGS
The present study has been undertaken to get the first hand exposure on the
mindset of people towards Event Marketing concept & their involvement in
events as and when they come across, if any.
A questionnaire was designed keeping in mind the requirements for study &
analysis of my thesis for comparing the hypothesis with the outcome of this
survey.
This survey also gave scope to take necessary steps for organizing an event at
right place, right time and in front of the right target audience.
Event Marketing companies were also targeted and their response was also taken
which added value to my thesis.
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RECOMMENDATIONS
To improve the condition of the event marketing industry and make it more professional
and profitable, the following recommendations have been listed:
1. Understand the corporate objectives, target audience, brand image and positioning
clearly.
2. Do not go overboard with your concept or preference for a certain event.
3. Conduct a situational analysis for appropriate event selection which synergies
with the company objective and brand personality.
4. Create extensive databases of the target consumers in order to conduct pre- and
post-event analysis and evaluation to check the success of the event and consumer
perception, also to assess the top of mind awareness and brand recall.
5. Conduct extensive market research to establish which parts of the program are
working and which ones are not. Those in the first category should be maintained
and strengthened. Those in the second should be relinquished.
6. In all sponsorship activities, it is important to protect the integrity of the activity
being supported. If it is cheapened or its identity threatened, the sponsorship
could rebound on the sponsors head.
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CHAPTER 6. CONCLUSION
Event marketing allows a company to break through the advertising clutter
and target an audience by enhancing or creating an image through an
association to a particular event.
Brand awareness reinforces the product or service, and drives sales.
Property or event, also profits, a financial partner, a supplemented
advertising budget, and added leverage.
Event marketing also offers companies the flexibility to reach specific
geographic and demographic audiences. It is a benefit that allows depth of
exposure, as opposed to the breadth of exposure.
As CMOs continue to face increasing financial pressures, they must
continuously provide higher levels of value, both in pure financial terms
and overall measurement of ROI.
When considering the entire sales cycle, marketing professionals must
think beyond traditional methods and bring transparency and measurement
to their activities in order to demonstrate the fundamental value of their
field. To answer this challenge, the event marketing industry must redefine
itself to recognize the power of the brand to forge deep connections, as
well as also adapt events to contribute to branding in more sophisticated
ways.
The perception of events as a form of media is quickly moving away from
standalone activities to integrated forms of communication. These forms
of communication synchronize with overall marketing goals through new
applications of techniques rooted in traditional event marketing that
project the brand more powerfully. Defining what an organization stands
for, mapping out a clear brand strategy, and then formulating event
activities that align with overall marketing goals is the next great step in
the evolution of the industry.
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ANNEXURE
Questionnaire
Name
Age
Gender
Occupation
1. What
a)
b)
c)
d)
e)
:
:
:
:
2. Assuming you had a positive experience, would you be more or less inclined to
purchase a product or service after having participated in an event?
a) Product/service you have heard but not checked out yet
i. More likely
ii. Less likely
iii. Neither more nor less
b) Product/service you have never heard of
i. More likely
ii. Less likely
iii. Neither more nor less
c) Product/service you already use
i. More likely
ii. Less likely
iii. Neither more nor less
3. What was it that got you to notice or participate in the event?
a) It looked like fun
b) I recognize the company/brand running the event
c) Signs and Banners
d) Somebody invited me to participate
e) The crowd that was already taking part in the event
f) Others
4. Which of the following is your favorite part of marketing events?
a) I get to touch and feel a product/services
b) I get to learn more about a product/services
c) I get to ask questions about a product/services
d) I get a free sample of a product/services
e) I get to have fun by participating in activities
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5. Which would most likely cause you to participate in a product demonstration or event?
a) The product/services matched my interest
b) The product or company was sponsoring an activity I enjoy
c) My friend/relative had a positive experience
d) The event offered an activity I could participate
e) Other
6. How long did you stay at the mobile event?
a) 1-15 minutes
b) 15-30 minutes
c) over 30 minutes
7. Which of the following is true? After leaving the mobile event I understood the
company/product
a) better
b) same
c) less
8. How soon after attending a company-sponsored event at/near a store did you purchase
the product or service being offered?
a) Immediately
b) Within a month
c) Within a week
d) Did not purchase
e) Within 3 months
f) Within 6 month
g) More than 6 months
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If the event is meant to market a certain product, then it is necessary to ensure that the
purchase decision-maker attends the event. It is important to get the message across to the
target audience and therefore enough research about the profile of the attendees is
important to be able to communicate effectively to them about the product. It is important
that least 50-60% of the people attending the event are targets of the product to be
promoted.
It is also important to evaluate the value-added benefits that the venue or the trade show
organizer makes available to your business. Make sure you find out if they allow access
to the attendee mailing list so you can implement a pre-mailing process in order to
promote your one-day trade show special, as well as the location of your booth.
Make sure you get participant contact information before the event as well as after. Other
value-added benefits that can be expected from the show organizer include: being
included in participant email distributions promoting the event, as well as an
advertisement in the event show guide.
Before the event is undertaken, the cost effectiveness of promoting the product through
the event should be questioned by asking yourself event qualifying questions around the
who" instead of the how many.
The giveaways at the event should be relevant to the business being promoted through
the event. And make sure you don't give something away for free just for the heck of it.
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The location chosen for the event is perhaps the most important aspect. Make sure you
don't purchase a cheap booth at a popular exhibition because there are strong chances that
no one will be visiting you, since your booth will be tucked away hidden from all eyes.
The most ideal locations in any exhibition areas are found at the entryway to the event
and near the pathway to the food stations and restrooms.
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BIBLIOGRAPHY
BASIC COVERAGE
Event Management
Principles of Marketing
Marketing Management
Philip Kotler
WEBSITES
www.indiatradepromotion.org
www.exhibitionsindia.com
www.supercommindia2004.com
www.branders.com
www.eventmarketer.com
www.marketersadvantage.net/articles.htm?k=Network%20Marketing
www.mobilemarketingjoblist.com
www.fundsmanagementworld.com/india
www.sbinfocanada.about.com/cs/marketing/g/promotion.htm
www.wilsonweb.com
www.marketingnpv.com
www.india.gov.in/business/growing_business.php
www.frost.com/prod/servlet/events-asia-pac.pag
www.indialine.com/events/automotive.html
www.hindustantimes.com/3g/
www.informatm.com
www.MrSeeker.com
www.google.com
www.slideshare.com
www.shopairte.com
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