Lesson 7

INTRODUCTION

This lesson aims to explain why the industry needs regulators, who these regulators are, and the roles
they play.

COURSE LEARNING OUTCOMES

After this lesson, the learner is expected to:

1. Identify the roles of associations as regulatory bodies;

2. Identify the services provided by convention and visitors bureaus;
3. Identify the roles of the government in the events industry; and
4. Explain why the industry needs regulators.

DISCUSSION

Who Are the Industry Regulators?

Associations as Regulatory Bodies

Some associations regulate the staging of some events in order to maintain certain standards. They
likewise do studies and train their members to improve the service that the members deliver. Here are
some examples of these associations:

Union de fair Internationales (UFI), established in the late 19660s, is an international network
representing 248 member organization-composed of 200 exhibition organizers and venue owners and
48 associations of trade show partners from 74 countries. Since it was founded, UFI has been conducting
educational seminars on different topics. It has also been conducting surveys and studies on subject of
common interest of its members and accredits and helps promote shows staged by its members, as it
advocates the effectiveness of trade shows as a marketing tool. Another association, the Bureau of
International Expositions (BIE) governs the staging of the world Expositions (Epos or World Fairs). It was
established by an International convention signed in Paris on November 22, 1928, with the following
goals: (1) to oversee the calendar, bidding, selection, and implementation of the world Expositions: and
(2) to establish a framework allowing countries to cooperate under the best conditions as organizers of
expositions or as participants through national pavilions. The BIE regulates two types of expositions: (1)
Registered Exhibitions which are commonly called Universal Expositions: and (2) Recognized Exhibitions
which are commonly called International or Specialized Expositions, and are generally smaller than
registered expos. Both types are staged about five years apart from each other. To date, 154 member
countries have adhered to BIE Convention.

Convention and Visitors Bureaus

Convention and Visitors Bureaus (CVBs)- also known as conference and/or tourism boards in many
countries-are primarily non-profit, usually membership organizations representing a specific destination
and assisting in its strategic development. A destinations representing a specific destination promoted
buy a CVB can be a country, a state, or a city. It is the CVB’s responsibility to encourage local associations
to host international events and to undertake overseas marketing activities directed at international
associations, corporate executives, and event managers, CVBs serve as the official contact point for
event managers, tour operators, and individual’s visitors: they can provide comprehensive, up-to-date,
and unbiased information on the destination they represent. Their services are free of charge and they
save event organizers the time and effort, as they are a one- stop-shop of services for local tourism
interest, however, a CVB does not actually organize meetings and conventions; it helps meeting
planners and visitors learn about the destination and area attractions and make the best possible use of
all the services and facilities the destination has to offer. Depending on the size of the bureau and the
magnitude of an event, here are some of the services which CVBs can provide:

1. Assist in- but not fully take charge of – all areas of the event preparation and provide organizers
which reference materials:
2. 2. Establish room blocks at local hotels;
3. Keep track of room counts as well as other meeting coming in the area: in this way, they can
help event organizers avoid conflict with other events:
4. 4. Help locate an event venue, check its availability, and arrange for site inspections or provide
assistance in site inspections and familiarization tours; moreover, as CVBs have first and
familiarity with the hotels with meeting space in the areas, they can help planners match
properties to specific meeting requirements and budgets;
5. Link event organizers with suppliers, like car rentals and tour operators;
6. Market the destination to attendees through tourism promotional materials they can provide
shell brochures and shell posters with blank spaces on which to overprint information about the
event, thereby encouraging attendance;
7. Act as liaison between the event organizer and local officials which may include assistance in
securing special permits, street closure, use of state-owned parks and/or museums, etc.;
8. Assist obtaining special letters of endorsement and welcome message from high- ranking
cabinet Members, and in some cases can bring officials to speak at an event;
9. Suggest about ways attendees can maximize their free time as well as in developing spouse
programs and pre- or post-event tours; and
10. 10. Assist in the development of and signing of cooperation agreement or contract between the
local and the international associations which defines the terms of the event and assistance in
developing a workable arrangement between the host association and professional event
organizer.

The Government’s Role in the Events Industry

World Bank (1991) defined governance as the exercise of political authority and the use of institutional
resources to manage society’s problems and affairs. Government plays important roles in the events
industry, such as:

1. Development of needed infrastructure, particularly relating to access;

2. Peace and order;
3. Creation of polices and incentives; and
4. Destination management services.

It is only the government which can definitely develop roads, bridges, long and commuter train lines,
ports and airports, which are infrastructure necessary to bring event attendees to the venue.
Government agencies like the Philippine National Police maintain peace and order, while the
department of Tourism promotes the Philippines as a MICE destination. The government also creates
policies and incentives to encourage organizers to hold big events at a particular country or city.

Why does the government provide this support for the events industry? The industry contributes a lot to
the country’s economic development. For example, Hong Kong collected this much fiscal income in 2006
from the events industry alone.

 Profits tax: HK$510 million (US$65.4 million)

 Salaries tax: HK$280 million (US$35.9 million)
 Hotel tax: HK$130 million (US$16.6 million)
 Airport tax: HK$50 million (US$6.4 million)

Note: The above information is taken from the International Association of Convention and Visitors
Bureaus (IACVB), which is now known as Destination Marketing Association International (DMAI 2013);
thus, this information must be taken in the context of an international Event.

The benefit gained in the events industry may easily cover costs for development, which will result in
better provisions for the local of the country and the region.

Discussion Question:

1. Why should associations regulate the staging of the events?

2. What are the benefits of being accredited by industry associations?
3. Cite local examples illustrating how associations act as regulatory bodies in the events industry.
4. Identify the services provided by convention and visitors bureaus.
5. Identify the roles of the government in the events industry.
6. In your own words, explain why the government supports the events industry.
7. In your own words, explain why the industry needs regulators.

Assignment:

Visit www.tpb.gov.ph/mice-main/services and compare the services offered by the Tourism Promotions
Board with Those of other convention Bureaus. What are the Similarities and differences?
 Lesson 8

INTRODUCTION
There are three words to remember when organizing an event: (1) Plan, (2) Do, and (3) Check.
This unit discusses 1-2-3, as well as 1.1,1.1.1…up to the nth detail; but no matter how tedious
the planning process gets, just keep your focus on these three words- (1)Plan, (2)Do, and
(3)Check- and you will never get lost. There is no “nest time” for an event. Neither are there
practice sessions. Thus, careful planning and execution are a must.
Scoping or environmental scanning is the first step in every planning function, not only for the
events Management,. Scoping refers to the process of looking around you and finding out what
you have and what is lacking. This lesson provides tools for scoping activities and explain the
importance of this step in events management.
COURSE LEARNING OUTCOME
Upon completing this unit, the learner is expected to plan and execute a class event.
After this lesson, the learner is expected to:
1. Define scoping or environmental scanning;
2. Outline the environmental scanning process for an event;
3. Perform scoping activities for the class event; and
4. Explain the importance of environmental scanning.
DISCUSSION
Environmental Scanning
Step Zero: The Organizational Structure
In environmental scanning, the first thing to do is look inward. We must first understand who
the members of our own organization are and what their strengths and weaknesses are, what
resources are available or what we have access to, and how we can address gaps. There are
three things to consider in scoping:
MAN----------MONEY----------MACHINE
No special event can be implemented without resources, such as funds to cover food and venue
rental, people to serve the guest, and machines or tools, such as light and sound systems. It is
therefore important to know how much of these resources are available for an event and how
to optimize them.
Let us talk about manpower first. From a classroom perspective, the first thing to do in events
management is to create an organizational structure, and that is electing the chairperson or the
event manger and creating the working committees.
In practice, however, the organizational structure already existed in the beginning of the
project. For example, in an event management company, the basic business structure with the
manager and staff is already in place; the same is true for corporations and associations which
have their own events departments.
Nonetheless, this pre-existing organizational structure is subject to review to fit the
requirements of each project. Additional units may create and additional manpower may be
employed or volunteers may be recruited should the project be bigger than what the present
organization can handle.
In view of this state of “not-really-being-the-first-step” in the events management cycle, let us
call this Zero. At this stage, the organizational management principles discus cussed in Unit IV
will be helpful. Here is an example of simple organizational structure for classroom use:
C h a ir p e r s o n
Program
Logistics
Finance
Marketing
Registration
Figure 8.1 Organizational Structure
Why does the organizational structure look like this? What will each committee do? The answer
to these questions will bring us to lesson 10: planning and consequently, organizing. Note that
step Zero is only recommended to address the unique needs of an events management class for
beginners, particularly the time constraints. How then do events management companies
survive with a lean workforce? To answer this, let us look at staffing and recruitment.
Man: Staffing and Recruitment
Among the three types of resources mentioned (man, money, and machines), human resources
is the most difficult to utilize, yet it is the most valuable resource of an events management
company. Staffing is therefore another important function of an event manager. The process
involves recruitment, selection, assignment, and development of the organization’s human
resource requirements.
Employment in events management can be classified into three types: (1) permanent, (2)
volunteer, and (3) temporary.
Permanent employees are the strategic human resources of the company; this group requires
an intensive selection process, a well thought-out compensation package, and a skills
development plan. Because they hold the institutional acknowledge and contracts, they are
valuable assets for the company.
Volunteers include on- the-job-trainees (OJTs) from universities and other non-paid staff who
provide free assistance to satisfy personal objectives; examples of other non-paid staff are the
guides and interpreters in international events, like the Olympics and World Expo.
Temporary hires are those hired on a contractual or per project basis, directly or through a man
power employment agency. It is essential to have a carefully planned strategies to the
orientation and training of volunteers and temporary staff in order to integrate them into the
organization as quickly as possible. Timing is important. Hiring temporary staff too soon or too
late can affect the event.
Money and Machines: The Feasibility Study
The event concept paper prepared in Lesson 1 Gives the general purpose and direction for the
event. From this point on, more details shall be added to the plan. This can be done by
narrowing the options through a feasibility study. A feasibility study looks into whether an idea
can be done or not, given the current situation and available resources.
After selecting the top project idea. Each group must then do a feasibility study for their
assigned project idea as follows:
1. Data Collection:
1.1 Demand Questions:
Guide Questions:
 Is the event needed or attractive?
 By or to whom?
 Why?
 Who are potential sponsors, supporters, and participants?
1.2 Supply information
Guide Questions:
 If we will stage the event, who will provide us with our logistical
requirements?
 Will there be support from school, friends in the industry, and others?
  Are suitable venues available?

1.3 Competition information

Guide Questions:
 Are there similar events which have been staged in the past and/or
happening soon?
 Is there indirect competition?
 Are there alternative activities?
 How will these affect or enhance your event?
1.4 School rules
Guide Questions:
 What types of activities are allowed or not allowed in school?
 What forms need to be submitted?
 What is the procedure to process all the requirements?
2. Financial Analysis with Rough Estimates of cost and Revenues:
2.1 Financial resources
Guide Questions:
 How much money is needed to stage the event?
 What are the expense items and costs?
 Where will the funds come from? Ticket sales? Sponsorships?
2.2 Other resources
Guide Questions:
 Will the class have access to a free or sponsored sound system, venue,
printer, and other event requirements?
 What other resources and equipment are needed?
3. SWOT Analysis:
3.1. Strengths- positive (+) factors within our control
3.2. Weaknesses- negative (-) factors within our control
3.3 Opportunities- positive (+) factors beyond our control
3.4. Threats- Negative (-) factors beyond our control
4. Conclusion and Recommendations:

 Answer the question: “is the event feasible or not?”

Note:

 The feasibility study does not need to be long. It just needs to contain all the
information necessary to make a sound decision.
 The feasibility study in supporting your claims when you present the project idea
to approving authorities: the Dean, the clients, and the management.
  University students, however, only have maximum of ones week to do the
feasibility study because of the semester/trimester’s length. So, do it fast.

Feasibility Study Format

(Developed by Eloisa Romera)
I. Executive Summary
In one or two paragraphs, summarize the contents of the feasibility study. Highlight the
5Ws and 1H- related information. End the executive summary with conclusion and
recommendations. Underline whether the events is feasible or not.
II. Introduction
The introduction gives a broad sense of the project idea and brief background
information on the host city and/or the university.
III. Objectives of the event, Theme, and Scope
This section must provide the answer to the 5Ws and 1H questions.
IV. Demand Analysis
This section describes similar past events and historical attendance, market
characteristics, potential alliances/sponsors, marketing channels, pricing, possible
revenue sources, opportunities, trends, etc.
V. Competition
This section provides information on similar events and alternative activities which can
replace the event, hence, affecting profit/attendance.
VI. Implementation
This section provides information on availability of resources (i.e., possible locations’
capacity and availability, manpower, technical requirements, tentative schedule, time
constraints, etc.).
VII. Financial Analysis
This section discusses rough estimates of cost and revenue.
VIII. SWOT Analysis
This section discusses the strengths, weaknesses, opportunities, and threats for the
event.
IX. Conclusion and Recommendations
This section contains a declarative statement of whether or not the event is feasible,
and the recommendations address SWOT.
Discussion Questions:
1. Define scoping or environmental scanning.
 2. 2. In your own words, explain the importance of scoping for an event.
3. Identify the three elements or things to consider in scoping for an event.
4. Summarize the steps in conducting a feasibility study into four steps.
Assignment:
Select an event concept and write a feasibility study report using the format given above.
Exercise:
Draw a diagram that illustrates the staffing process and organization for event.