Academic Events & Conventions

UNIT 1
COMPONENTS & PROCESS TO PLAN ACADEMIC
EVENTS AND CONVENTIONS
TOPIC 2
BUDGET

Ing. Diana Terán M., MSc.

 Learning objective
• Students will be able to interpret the factors that affect
the budget in order to get revenues.
 Answer this question:
What is a budget for you?
Mentimeter: www.menti.com and use the link
https://www.menti.com/7huse5ewjh
You can write up to 3 words to describe it.
● Determine Budget Philosophy Prior to developing an event budget, it is
necessary to clarify the organization’s financial objectives and budget
philosophy. There are three budget philosophies:

1. Make a profit, meaning revenue received exceeds expenses paid out

2. Break-even, meaning that revenue minus expenses equals zero
3. Lose money, meaning expenses paid out are in excess of revenues
received.

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SUBTOPIC 1: FACTORS AFFECTING BUDGET
SALES: An event may feature ancillary events
for which tickets may be sold, such as a fun
run, a golf tournament, or a concert.
Attendee registration: This source of revenue
is the amount charged the attendee to
participate in the event.
Exhibit sales: Exhibit sales often constitute the
largest portion of an event’s revenue ,
assuming the event features an exhibition.
Advertising: A well-thought-
out advertising strategy
produces additional revenue
for the event.
Sponsorships: Next to exhibit
sales, sponsorships can be one of
the largest sources of revenue for
the event, if properly packaged
and aligned to sponsor needs.
 DEFINING COSTS AND EXPENSES

To prepare a budget for the meeting,

convention, or other event, it is essential
to identify all possible expenses. Organize
expenses into categories and then classify
them as either fixed or variable expenses.
In some organizations, indirect costs are
also included.

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 TYPICAL EVENT EXPENSES
• Accommodation Expenses
• Event Technology Expenses
• Exhibition Expenses
• Facility and other fees
• Food and beverage fees
• General or administrative expenses
• Marketing and promotion expenses
• Programming expenses
• Registration costs
• Transportation expenses
• Green Initiative Options: Budgeting
for the Greatest Green Impacts
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The event professional gathers all available historical
information and documents from prior events that contain
financial information essential to preparing the current
budget. If the event is a first-time event, the event
professional should research other events to assist in
structuring the budget to maximize profit.

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FACTORS AFFECTING BUDGETS
INTERNAL FACTORS
• Include higher organizational expenses, inadequate
collections, inferior accounts receivable practices,and
aggressive revenue projections in the budgeting process.

EXTERNAL FACTORS
• Include economic downturn, unanticipated competition that
results in lowered sales, market conditions (inflation rate,
stock market condition), and unanticipated legislative changes
such as a change in taxation rates.
 SUBTOPIC 2: PROJECTING REVENUE
Once all expenses have been forecast, the minimum amount
of revenue to break-even is also known.
 SETTING REGISTRATION AND EXHIBIT FEES

Many factors are involved in the decision as to what to

charge for registration and exhibit fees. The organization’s
budget philosophy, the projected expenses compiled for the
budget, and what the market will bear (or at what point will a
fee decrease the likelihood of attendance).
EXAMPLE
Add an expense item to the budget for complimentary
registrations, ensuring it is at cost and not at the listed revenue
for registration fees. For example, if the cost of an attendee
registration is $350 and ten complimentary registrations are
extended, the line-item entry would be $3,500.
 CALCULATING THE ATTENDEE REGISTRATION FEE

First, construct the attendee registration fee to a break-event

point, using one of two
methods:
• When the number of attendees is known or projected but
the fee is not known, and
• When the fee is known or projected but the number of
attendees is not.

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STEP ONE
Identify expenses as fixed, variable, or indirect. Fixed costs do not
change depending on the number of attendees, while variable
costs do. Indirect costs can be either fixed or variable, but are not
part of the attendee registration fee calculation.
For example, if the event professional orders LCD equipment for
each of the rooms in which speakers will make their presentations,
the equipment will be ordered based on the size of the room, not
the number of attendees, and is therefore a fixed cost. Food and
beverage, on the other hand, is a variable cost.
For example, if lunch on day one of the event costs $55.00 per
person inclusive, then that number is multiplied by the number of
anticipated attendees for that day to arrive at the total variable
cost for that expense line item. Here, the cost varies with the
number of attendees.
STEP TWO: Calculate fixed costs. Identify and total all
fixed costs, such as event signage, marketing expenses,
website development and maintenance, and event
technology. For this example, total fixed costs equal
$100,000.00.
STEP THREE: Calculate variable costs. Identify and total
all variable costs such as food and beverage, speaker
and VIP lodging, and the production of on-site attendee
programs. For this example, total variable costs equal
$145,000.00.
STEP FOUR: Add fixed costs and variable costs. Add the
total fixed costs and total variable costs together. For
this example, the total is $245,000.00.
STEP FIVE: Divide the total costs ($245,000.00) by the
number of attendees (1,000) to equal the per person
cost ($245.00).
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 ESTABLISHING SPONSORSHIP, ADVERTISING, AND
PROMOTIONAL FEES
Determining sponsorship fees is not an easy task. The event
professional conducts research into what competitors offer their
sponsors (and for what benefits), the role sponsorship dollars play in
achieving the event’s financial goals, and how to pair the needs of
potential sponsors with the event’s financial goals.

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EXAMPLE

16
Is Sponsorship Right for My Company?, describes sponsorship as
a “financial or in-kind
support of an activity, used primarily to reach specified business
goals.”
In Is Sponsorship Right for My Company?, Friedmann delineates
six measurable sponsor goals.
1. Image enhancement
2. Driving sales
3. Increased visibility with positive publicity
4. Good corporate citizen role
5. Differentiate from competitors
6. Enhance business, consumer, and VIP relations
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 TYPES OF BUDGETS

Zero-based: This is Incremental: This Line Item: This type of Performance/Function.:

budgeting that budget is prepared budget is commonly This budget focuses
emphasizes what will using a previous prepared and can be primarily on what
happen in the future period’s budget or either zero-based or functions are performed
and aligns with goals actual performance as a incremental. and is useful in
and objectives. basis and then makes developing unit costs.
incremental changes for
the new budget period.

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 BUDGET APPROVAL PROCESS
The budget approval process varies with the organization and
organizational structure.For some, the approval process is
submitted to one level of decision makers, while in other
organizations, there may be two, three, or more levels of
management, for example:

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 SUBTOPIC 3: MONITORING THE BUDGET
The event professional works closely with the finance department to
monitor the budget performance, preferably on a monthly basis. The
financial statement necessary for this monitoring is the one that
shows budget versus actual performance for year-to-date. This review
helps when decisions to modify the budget need to be made.

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 EVALUATION
Once an event has concluded, post-event analysis and
reporting are conducted in order to wrap up details of
the event and to make informed assumptions for future
events based on current performance. The budget diary,
if correctly maintained, provides valuable information,
as does reconciliation of the master account discussed
elsewhere.

Once these evaluations are complete, reports, including

the post-event report, are prepared and include
successes, recommendations for improvements, and
even enhanced policies and procedures.

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 RETURN ON EQUITY
Return on equity (ROE) measures an organization’s efficiency at
generating profits from units of shareholder equity (net assets). The
measurement, typically stated as a percentage, is the rate of return on
ownership interest of shareholders. A 15 to 20 percent ROE is
considered good. The formula for calculating ROE is net income
divided by shareholder equity (net assets).

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POLICIES AND PROCEDURES
To ensure that budget and finance matters are clear to all involved, it is
necessary to develop policies and procedures for those working with
budgets and other financial matters. For the event professional in
particular, this means the establishment of policies and procedures that
directly affect the event. Policies include at least the following:

• Establish and publish a written refund policy

• Refund policies for both attendees and
• Exhibitors are essential.

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 REFLECTION 1: Closing Thoughts
• WHAT IS THE FIRST STEP IN DESIGNING A
BUDGET?
• IS IT ADVISABLE OR NOT TO HAVE STRATEGIC
PARTNERS?
• A DISADVANTAGE OF NOT MEASURING
EXPENSES PROPERLY WITHIN THE BUDGET?
• HOW CAN A BUDGET BE INCREASED?
 RECAP ACTIVITY
Create a budget of your event and imagine how much you
would need to spend and invest to make it happen.

REMEMBER:
Share your document in the drive link given by your teacher.
27
 Academic Events & Conventions

UNIT 1
COMPONENTS & PROCESS TO PLAN ACADEMIC
EVENTS AND CONVENTIONS
TOPIC 1
IDENTIFYING YOUR STAKEHOLDERS

Ing. Diana Terán M., MSc.

 Learning objective
• Students will be able to recognize what a stakeholder is
and how to meet their needs.
 Answer this question:
What is a stakeholder?
Mentimeter: www.menti.com and use the link
https://www.menti.com/fnsxu6c9rr
You can write up to 3 words to describe it.
Your opinion
 REFLECTION 1: Opening Thoughts
1. What do you think a stakeholder is?
2. Can you name examples of internal and external
stakeholders?
3. Briefly describe the needs you imagine a stakeholder has.
 Subtopic 1: Stakeholder definition
“Any group or individual who can affect or is affected by
the achievement of the organization's objectives”
(Freeman, 1984: 46).
Two atributes:
(1) a claim and
(2) the ability to influence
an institution.
Subtopic 2: Internal & External Stakeholders
Internal stakeholders are groups or individuals that are directly working
within an organization. Some of them might have a legal and/or moral
stake in the organization, but the unique similarity between internal
stakeholders is that they operate within the organization. Some examples
of internal stakeholders include business owners, managers, and
employees.
External stakeholders are groups or individuals who are not directly
working within an organization, but are affected in one way or the other
by the decisions or activities of the organization. Examples of external
stakeholders include government officials, clients, sponsors, vendors,
suppliers, community, special interest groups, participants, and the
press/media.
Subtopic 3: Meeting the needs of stakeholders
Stakeholders are a great asset to event planning. They also bear some form of
risk as a result of their having invested some form of capital, human resources,
financial resources, and/or something of value, into either the event or the city
in which the event is taking place. Hence, there are challenges that event
professionals should be aware of and be ready to deal with in order to enjoy the
benefits of having stakeholders. Challenges are almost inevitable. The more the
stakeholders are associated with an event, the more the challenges they present.
This is simply because the interests of all the diverse stakeholders are not
necessarily the same.
REFLECTION 2: Closing Thoughts
1. What is the importance of each stakeholder to our event?
2. What is the interest of each stakeholder in our event or
organization?
3. What opportunities and challenges does each stakeholder
present?
4. What kind of programs or activities will satisfy each
stakeholder?
Recap Activity

https://wordwall.net/resource/24730093
16
 Academic Events & Conventions

UNIT 1
COMPONENTS & PROCESS TO PLAN ACADEMIC
EVENTS AND CONVENTIONS
TOPIC 4
MARKETING OF MEETINGS, EXPOSITIONS, EVENTS AND CONVENTIONS

Ing. Diana Terán M., MSc.

 Learning objective
• Students will be able to decide the marketing mix for the
advertising of an event.
 Answer this question:
What is marketing?
Mentimeter: www.menti.com and use the link
https://www.menti.com/kxjq37cc7g
You can write up to 3 words to describe it.
Your opinion
 REFLECTION 1: Opening Thoughts
1. What do you think about the marketing?
2. Can you give an example of marketing?
3. Briefly describe the importance of marketing in the media.
Subtopic 1:Effective marketing communication
One task of the event professional is to make sure that all of
the messaging in the marketing campaign is coordinated.
● If the target audience receives promotional messages with
different themes and styles, it will confuse them.
● Repetitive messaging and consistent design is useful in
getting an audience to remember and sign up to attend the
event.
● The best way to develop messaging is to identify what event
qualities and features are most important to the target
audience and then develop a message that reflects those
qualities or features.
 SUBTOPIC 2:ADVERTISING
THE BROCHURE OR INVITATION
• The invitation might be either a direct mail hard-copy
invitation, or it may be a web-site version.
• The event professional needs to be sure to include the key
words like: “Who, What, When, Where, Why, and How.”
• It’s important to emphasize the personal benefits of
attendance. Using phrases like “you will learn,” or “you will
gather new insights” help to show the event benefits.

The visual design of marketing communication materials is equally as important

as the words chosen. The appearance and style of marketing materials should
vary based upon the different audience types and the message to be conveyed.
The key to good design is consistency and readability.

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Using Photographs in Marketing Materials
» Photographs and pictures in marketing
materials can help make your event more
personal.
» As the old adage goes, “A picture is worth
a thousand words.”
» However, the event professional needs to
be careful to obtain permission or
copyright to use images.
Photograph Resolution and Printing
» Photos and logos that are copied from
websites will often be blurred when used
in print materials. That is because they
are the wrong size, resolution, or file
type.
» It is important that the marketing
advertisements be printed with quality to
avoid that the brochures are pixelated
and this does not detract from the quality
of the event that will take place.
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 Subtopic 3: Public relations
Every event is a bit different, and every event may require a different strategy for capturing an
audience. The experienced event professional starts by clearly setting marketing goals that align
with the overall event goals.
KEY MARKETING POINTS
● Case study
● Mission
● Marketing objectives and marketing research
● Target markets
● Messaging
● Strategic Alliances
● Critical path time line
 EXAMPLE

MISSION AND MARKETING OBJECTIVES

 TARGET MARKETS AND MESSAGING

MARKETING RESEARCH AND STRATEGIC ALLIANCES

CRITICAL PATH TIME LINE
SUBTOPIC 4: SALES INITIATIVES
Taking initiative means doing something without waiting to be told. In a sales
environment, being proactive is critical to generating leads, customers and
sales. As the manager of a sales team in a small business, you must create
effective ideas, relay them to the respective employees, and implement them in
a way that leads to success.
FOR EXAMPLE:
• Create Development Plan
• Categorize Customers
• Involve Customers
• Empower the Team

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CREATE DEVELOPMENT PLAN
• Creating a development plan and
holding periodic progress meetings
enable you to study the route you will
take to generate customers and to
consult with the team about their
progress.
CATEGORIZE CUSTOMERS
• By categorizing your customers, you can
take the action that’s appropriate for
them, identify their marketing and cater
to their varying needs while improving
your profits.
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 INVOLVE CUSTOMERS
• By involving customers in important
decisions, you make them feel that you
value them and respect their opinions.
EMPOWER THE TEAM
• Your sales team can make or break the
company. Encourage the sales team to
take initiative by taking action on
problems, challenges and opportunities.
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REFLECTION 2: Closing Thoughts
1. What is the importance of marketing to our event?
2. What is the interest of marketing in our event or
organization?
3. What opportunities and challenges the marketing
present us?
4. What kind of programs or activities you can do it with
digital marketing?
 Recap Activity

DESIGN AN INTERACTIVE LOGO FOR YOUR EVENT IN CANVA APPLICATION

https://www.canva.com/es_es/
18
 Academic Events & Conventions

UNIT 2
Academic Chair and Article

TOPIC 1
PEER REVIEWERS’ PROFILE

Ing. Diana Terán M., MSc.

 Learning objective
• Students will be able to recognize the different profiles
that a peer reviewer has.
 Subtopics
Subtopic: 1.- Single-Anonymous
Suptopic: 2.- Double-Anonymous
Subtopic: 3.- Open peer
Subtopic: 4.- Post-Publication

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 Answer this question:
What is peer reviewing?
 SUBTOPIC 1: Single-Anonymous
In this type of peer review the author does not know who
the reviewers are. This is the most common form of peer
review among science journals.
 Pros
• The anonymity allows the reviewer to be honest
without fear of criticism from an author.
• Knowing who the author is (and their affiliation) allows
the reviewer to use their knowledge of the author's
previous research.

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 Cons
● Knowledge of the author may overshadow the quality
of the work - potentially leading to a lack of scrutiny,
especially if it's the work of an author with a dazzling
track record.

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● There is the potential for discrimination based on
gender or nationality. Discrimination based on non-
scientific criteria is clearly unacceptable, but in the case
of perceived discrimination on the basis of nationality it
is often conflated with discrimination on the basis of
bad English. A reviewer might receive too many
manuscripts written in bad English from a particular
country and might subconsciously develop a particular
negative sensitivity to anything from that country.

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For individual researchers, the best way to rule out
this kind of discrimination is to make sure that
your article is written in the best possible English,
thereby demonstrating sensitivity for the time and
effort that a reviewer will expend on assessing it.

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 SUBTOPIC 2: Double-Anonymous
● In this type of peer review the reviewers don't know the
identity of authors, and vice versa. This is the most
common form of peer review amongst social science
and humanities journals.

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 Pros
• Research is judged fairly, keeping bias out of the
equation
• Author and reviewer benefit from some level of
protection against criticism

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 Cons
• Anonymity isn't guaranteed, as it could be
fairly straightforward to discover the
identity of the author (either because of
the area of research, the references or the
writing style)
• Some argue that knowledge of the author's
identity helps the reviewer come to a more
informed judgement - and that without this
the review suffers
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 SUBTOPIC 3: Open peer
● The identity of the author and the reviewers are known by all
participants. There is a growing minority of journals using this
form of peer review but popularity among reviewers is yet to
be proven. Some journals may also publish the reviews
together with final articles, and so readers see both the
identity of the reviewers and their comments. This is only the
case, however, with accepted articles.

13
 Pros
• The transparency of open peer review
encourages accountability and civility,
generally improving the overall quality
of the review and article
• Reviewers are more motivated to do a
thorough job since their names and
sometimes comments appear as part
of the accepted, published article
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 Cons
• Some reviewers might refuse to review for a
journal using an open system, due to
concerns about being identified as the source
of a negative review
• Reviewers could be reluctant to criticize the
work of more senior researchers - especially
if their career depends on them. In smaller
research communities and in some regions of
the world this could be a significant problem
15
 SUBTOPIC 4: Post-Publication
● With this type of peer review, the option for appraisal and
revision of a paper continues - or occurs - after
publication. This may take the form of a comments page
or discussion forum alongside the published paper.
Crucially, post publication peer review does not exclude
other forms of peer review and is usually in addition to,
rather than instead of, pre-publication review.

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 Pros
• This approach reflects the evolving nature of knowledge
• It gives the opportunity for papers to be corrected or improved

17
 Cons
• Some reviewers might refuse to review for
a journal using an open system, due to
concerns about being identified as the
source of a negative review
• Reviewers could be reluctant to criticize the
work of more senior researchers -
especially if their career depends on them.
In smaller research communities and in
some regions of the world this could be a 18
REFLECTION: Closing Thoughts
1. What is the importance of peer reviewing?
2. Which profile do you consider more interesting?
3. Mention 1 pro and 1 con of each peer reviewer profile.
20
 Academic Events & Conventions

UNIT 1
COMPONENTS & PROCESS TO PLAN ACADEMIC
EVENTS AND CONVENTIONS
TOPIC 3
EVENT PROGRAM PLANNING

Ing. Diana Terán M., MSc.

 Learning objective
• Students will be able to evaluate the components of an
event to determine speakers and contracts.
 Answer this question:
What is an event for you?
Mentimeter: www.menti.com and use the link
https://www.menti.com/ex2iadmqzp
You can write up to 3 words to describe it.
 Subtopic 1: Plan Program Components
and Elements
❑ Being able to pinpoint and establish who is likely to attend the event and what
type (s) of content they are interested in knowing.

❑ Initially undertake a full feasibility study on the planned event to ensure that it
is capable of being successful.

❑ Whatever the content established by the professional, it is essential that its

relevance to the attendees (also called delegates) is considered in its entirety its
importance.
❑ The date, month, price, budget, and marketing methods will be reviewed
within the feasibility study to establish whether plans for the event should
continue.

❑ A sociodemographic profile of the guests should be made, but also, as far

as possible, deepen their interests, their state of mind and predisposition
towards the event.

❑ The event professional must understand the goals and objectives of those
who are likely to attend and focus plans on achieving these goals and
objectives through all of the above factors.

5
 Pre-Event Research
➢ One characteristic of events is that there is no second chance. Event failure has
serious consequences. It is therefore crucial to plan the event in every detail to
minimize risks, commercial or safety-related. During the planning stage, provided
time and resources.

Pre-event research will give the professional invaluable information on:

CLIENT’S BRAND EVENT HISTORY EVENT RISKS

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An important part of the planning process is the identification of health and safety risks that
may occur in the pre-, during, and post-event stages. To achieve this, event planners must
produce an event safety plan. Best practice recommends the creation of a 7-Point Event
Safety Plan that should include the following:

1. Venue Assessment
2. Site Safety
3. Crowd Management Plan
4. Emergency Plan
5. Traffic Management Plan
6. Risk Assessment
7. First Aid/Medical Plan

Delegates must feel a sense of achievement, development, and progress after an event,
seeing that outcomes will greatly impact on the delegates’ impressions on whether the
event has been successful or not.
 Event Program
Events can and should be seen as projects that should be
planned, managed, and evaluated. Projects have specific
characteristics and are often one-time endeavors, limited by
time and resources that aim at achieving specific goals and
meeting specific needs.
✓ The identification of a successful event concept requires a lot of
creativity and research. The definition of purpose, theme,
timing, audience, and venue can be a very strenuous and time-
consuming process. Once the concept is created, a feasibility
study is conducted to ascertain how viable the event is in its
marketing, operational, and financial aspects.
In a nutshell, the early stages of the planning
process will consider:
• Event concept
• Event breakdown
• Time line
• Budgeting
• Sponsorship package
• Media plan
Once every aspect of the event concept is in place, the
event professionals must decide on how to structure the
event program.
It is the event professional’s responsibility to ensure
those are forecasted and strictly controlled.

9
 THE EVALUATION PROCESS
Is equally important and must be planned at the
early stages of the planning process.
Discussions on how the event evaluation will be
carried out, how information is to be collected, and
how the information is to be used are a key aspect
of event planning. The client may have requested
information to calculate the event’s ROI, to obtain
event data for follow-up business activities, and to
gauge the overall success of the event
CONTINGENCY PLAN
» Refers to the structured process of producing a
backup plan for the event program. It consists of
brainstorming a range of scenarios that may occur in
case of failure of one or more aspects of the event.
Among things to consider are the weather,
unexpected poorer or higher attendance, catering
availability, technical issues such as sound, IT, and
other events.
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Subtopic 2: Determining & inviting speakers
➢ It may seem like a daunting task, however, if the organization’s mission and
brand strategy are clear, identifying the presenters and entertainers becomes
less complex.

➢ Even if financial resources are limited, there are strategies that less-funded
events can utilize to hire and/or recruit the appropriate personnel. An example
of the latter is the use of university faculty members for speaking to groups in
the same locale as the university.

➢ Other methods of finding speakers and/or entertainers include utilizing talent

agents, professional associations, and entertainment directories. However, the
event organizer must be fully aware of the budgetary constraints that exist
when recruiting from those entities as well. Planning an event is akin to
running a business.
Subtopic 3: Contracts & Agreements
➢ The legal obligations associated with events include contracts, the adherence to
legal obligations; protection to property, intellectual and private; and, above
all, that due diligence has been exercised to ensure everyone’s safety.

➢ The professional may be legally liable for loss and damage. As such, liability
means legal liability for actions (or the omission of) that may lead to damage or
loss, including financial obligations.

➢ The planner must conduct an investigation, record in writing the formal

procedures that must be and have been followed. When in doubt, he should
seek legal advice to avoid problems.
 The important points for contracts

(1) For whom something is done.

(2) when will it be done
(3) who will do what

Contracts between event organizers and speakers should be as specific as possible to eliminate any
opportunities for miscommunication. Event managers should follow the following concepts:
• Ensure that all contracts conform to local, state, and federal regulations.
• Determine the time frame for final execution.
• Prepare original for each signer and use the signed originals as the official document.
• Create a separate checklist to track the approval process for all written agreements.
• Identify arbitration and dispute resolution methods.
 Subtopic 4: Webinars
➢ A webinar is an online presentation offering something of value to your target
audience to achieve a particular goal. The term webinar is a blend of web and
seminar and is usually an online course.
1. Choose and research a topic for your webinar
2. Choose a webinar format
3. Put your team together
4. Structure your webinar
5. Create content for your webinar
6. Choose your webinar platform
7. Create your webinar studio
8. Promote your webinar
9. Do a dry run
10.Host your webinar
11.Follow up
12.Analyze, assess, and improve

https://corp.kaltura.com/blog/setting-up-a-webinar-in-12-steps/
REFLECTION 1: Closing Thoughts
▪ What is the purpose of the event?
▪ What is the event’s main audience?
▪ What are the best times and place for the event?
▪ What is the most effective order for the event
content?
▪ What is the relevance, interest, and usefulness
of the event content?
 Recap Activity

DESIGN A CREATIVE INVITATION FOR ANY EVENT, TAKING INTO ACCOUNT

THE CHARACTERISTICS TO CARRY IT OUT.
https://www.canva.com/es_es/
17