Public Relations and Events - PRCC716

Module I: Introduction to Public Relations & PR Agencies
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Unit 1: Introduction
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Objectives
In this Unit, you will be able to
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 About Public Relations
 Public Relation Strategy
 Types of public relations
 Public Relations Process
 Objectives of Public Relations
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 Scope of PR
 PR and its Publics
Introduction
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Public relation is a management function that develops, implements, and monitors policies and
programmes to influence public opinion about a concept, product, or organisation. The process of
controlling the flow of information between an organisation and its publics is known as public
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relations. A public relations professional connects with the target audience, either directly or indirectly,
through the media in order to establish and maintain a favourable image and a strong relationship
with the public.
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Definition of Public Relations
“A strategic management function that adds value to an organisation by helping it to manage its
reputation.” -The Chartered Institute of Public Relations.
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Public relations are the deliberated, planned and sustained effort to establish and maintain mutual
understanding between on organization and its publics” -Institute of public relation, USA
According to Edward Barney, “Public relations are the attempt by information, persuasion, adjustment,
to engineer public support for an activity, a cause, movement or an institution.”
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Thus, in this sense, Public Relations are a mode of getting public support for an activity or a
movement.
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Mr. John E. Marston has developed Public Relations as a management function. According to him,
“Public Relations are the management function which evaluates public attitudes, identifies the policies
and procedures of an organisation with the public interest and executes a programme of action and
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communication to earn public understanding and acceptance.”

‘’public relations are a combination of philosophy, sociology, economics, language psychology,
journalism, communication and other knowledge into a system of human understanding.’’ -Herbert
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M.Baus
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 Importance of Public Relations
The importance of public relations is as follows:
1. Credibility: In compared to commercials, various PR tools (stories or news pieces) are more
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trusted. People commonly assume that media professionals obtain such important material and
compose these stories or news items on their own.
2. Low cost: The various public relations communication media are reasonably inexpensive. Media
placement fees are quite modest, and the instruments supplied to media executives for examination
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are much less expensive.
3. Not compete with other PR tools: As public relations tools are frequently highlighted in write-ups
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or stories; they do not compete with other public relations communication methods. Promos and
advertising disseminated by various media, on the other hand, are compared to other promotions or
commercials.
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4. Effective communication: This public relations strategy is useful in developing a positive
reputation in the eyes of various sponsors regarding the services provided by an event organisation.
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 Limitations of Public Relations:

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1. PR cannot totally whitewash Tarnished image
PR can affect people's ideas, create misunderstandings, and misinterpretation, but it cannot turn a
tarnished image into a solid gold block. As an example, consider mutual fund businesses and money
multipliers.
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2. It can’t hide anything in the best interest of the company
The firm as a whole should not reveal its flaws since rivals are continuously looking for methods to
exploit them. In India, Reliance is the only private sector corporation classified as the "Fortune 5000."
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3. Public relation cannot create reputation out of nothing

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The PRO (public relations officer) cannot build a reputation or goodwill if there is none. A corporation
that is completely hopeless is a hopeless company.
4. PR fails to have valued public opinion

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Public relations do not respect public opinion in the same way as some individuals withdraw money
from a bank when they do not have any. Technically, a person can withdraw money from his bank
account even if there is no balance, which is known as an overdraft.
5. Public relations demands public speaking
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Public relations come to excellent conclusions in order to create mutual understanding.' PR is a
fantastic art of going with the flow rather than against it. To affect public mood, public opinion, and
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stream of thought, public relations must go along, and then it may be bent as and when it is highly
opportunistic and feasible.
6. PR is a very difficult discipline to understand and conduct successfully
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To acquire the media where one can, achieve high reactions to promotions, a plan supported by
expert understanding of the media will be required.
7. It is hard to predict the responses of the audience
However, PR reactions often endure 3 days to 1 week at most. A business plan will be required that
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makes good use of media exposure while not being swayed by temporary increases in demand.
8. Draws end users who have bad quality
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As your firm is promoted in the media, it attracts end users with poor quality that you did not
previously have. As a result, claims that your company has never had before may occur, or the fault
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with the product may be identified.
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Public Relation Strategy
1. Analysing the situation

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The examination of the situation is the critical first step in the procedure. It is critical that everyone
engaged - planner, client, important colleagues, and decision makers - agree on the nature of the
opportunity or hindrance to be addressed in this programme.
2. Analysing the organisation

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This step includes taking a close and frank look at three components of the organisation.
• Its internal environment, which includes its mission, performance, and resources
• The general public's perception (reputation)

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• Its surrounding environment (supporters, vendors, competitors)
3. Analysing the publics

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This step entails analysing each public in terms of their needs, wants, and expectations about the
issue, their relationship with the organisation, their participation in communication and with various
media, and a variety of social, economic, political, cultural, and technological trends that may affect
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them.
4. Establishing goals and objectives

This stage aids in the development of clear, explicit, and quantifiable objectives that specify the
organization's desired influence on each major public's knowledge, acceptance, and action.
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5. Formulating action and response strategies
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The organisation can take a variety of steps. The organisation evaluates the many possibilities open
to them in this stage. The process includes determining initiative and reaction typologies.
6. Designing effective communication
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It addresses many communication-related considerations, such as the sources who will provide the
message to important audiences, the message's substance, tone and style, verbal and nonverbal
clues, and related challenges.
7. Selecting communication tactics
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As far as communication choices go, organisations have four primary options to choose.
i. Face-to-face communication and possibilities for personal participation
ii. Organizational communication media

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iii. The news media (the uncontrolled media) and
iv. Promotional and advertising medium

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The event management company must find the most effective strategy for the desired message and
design a unified communication programme bundle.
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8. Implementing the strategic PR plan
To carry out the above-mentioned strategic PR strategy, budgets, timelines, and other components of
execution must be created.
9. Evaluating the strategic PR plan

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It specifies the particular procedures for determining the efficacy of each proposed approach in
achieving the specified goals.
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1.1.1 Definition & Meaning of Public Relation

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Among the many competing definitions of public relations, J. Grunig and Hunt’s is the most widely
cited definition of public relations: Public relations is “the management of communication between an
organization and its publics.” Grunig and Hunt (1984). In contrast to rival techniques like as journalism
or the promotion-based strategy of marketing and advertising, which focuses largely on customers,
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this definition places the profession's foundation solidly inside management. The following are the
components of Grunig and Hunt's renowned definition of public relations:
 Management. The body of knowledge on how to optimally coordinate an organization's
operations in order to maximise efficiency.
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 Communication. Not only is it necessary to transmit a message to a recipient, but it is also
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necessary to understand the words of others via listening and discourse.
 Organization. A business, a corporation, a governmental agency, or a non-profit organisation;
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in most circumstances, it is a business, a corporation, a governmental agency, or a non-profit
organisation.
 Publics. Any group(s) of people who are united by a shared interest. They vary from
audiences in that they frequently self-organize and are not required to pay attention to
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communications; they also differ from stakeholders in that they do not always have a financial
stake in the organization's specific aims or results. Targeted audiences, on the other hand,
are groups of people who get a message that is especially suited to their interests.
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Public relations, which is defined as "the management of communication between an
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organisation and its publics," has evolved from its historical beginnings in publicity and
journalism to become a management discipline focused on research and strategy.
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The importance of public relations in the promotion mix cannot be overstated. In the age of
globalisation, the majority of multinational corporations make concerted attempts to manage and
preserve their client connections. Most multinational corporations have a public relations department
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that works hard to track client attitudes and views. It is used to disseminate and transmit the relevant
information in order to establish a positive public image. An effective and strong public relations
department will employ positive programmes for this aim and will constantly stress the need of
avoiding negative publicity that may occur as a result of dubious actions.
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It is used to perform following functions:
(1) Press relations – To provide facts about a company in a favourable light.

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(2) Publicity of Product – Product promotion may be accomplished via publicising events.
(3) Effective Communication – It is critical to build and promote organisational understanding.

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Internal and external communication can be used to achieve it.
(4) To Promote Lobbying – It is required to communicate with lawmakers or the government in order
to encourage or oppose the passage of a certain law or rule.
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(5) Counselling – This include advising management on public concerns, the company's stance, and
image in both good and bad times.
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Public relations include a wide range of communication activities aimed at fostering and maintaining
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positive relationships between an organisation and its stakeholders. Customers, employees,
shareholders, government officials, and society are all members of society.
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Public relations began as a kind of publicity, but its scope has grown to the point that it is now
described as "assisting an organisation and its public in mutually adapting to each other." This
managerial role focuses on mutual accommodation rather than imposing a single point of view.
Perhaps it is for this reason that the scope of public relations has become so vast and extensive.
Furthermore, the use of other terminology as replacements or euphemisms – such as corporate
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communication, corporate affairs, and public affairs – has led to misunderstandings about what PR is
and is not.
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Traditionally, the Public Relations department was seen as a minor annex to a huge firm with four key
functional areas: finance, operations, marketing, and personnel or human resource management. In
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such companies, any such activity that did not fall under the purview of any functional department was
delegated to the public relations department. However, there is a growing awareness of
"Relationships" nowadays. The public relations department is constantly in contact with the other
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functional divisions. Financial public relations, for example, aids in resource mobilisation; labour
relations aid in shop floor productivity; consumer relations aid in better knowledge of client wants; and
employee relations aid in morale and team building. Not only that, but PR now plays a role in strategy
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building and organisational policy creation since it serves as a link between the organization's
numerous publics and functional divisions.
Public relations (PR) refer to a wide range of operations carried out by a firm to promote and defend
the image of the company, its goods, and policies in the eyes of the general public. As a result, it
seeks to regulate the organization's public perception.
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According to Edward Barney, “Public relations are the attempt by information, persuasion, adjustment,
to engineer public support for an activity, a cause, movement or an institution.”
Thus, Public Relations are a method of gaining public support for an activity or a movement in this
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sense.
Mr. John E. Marston has developed Public Relations as a management function. According to him,
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“Public Relations are the management function which evaluates public attitudes, identifies the policies
and procedures of an organisation with the public interest and executes a programme of action and
communication to earn public understanding and acceptance.”
Engel, Warshaw and Kinnear who are marketing communication experts have identified five
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significant targets for Public Relations efforts- 1. Customers 2. Employees 3. Suppliers 4. Stock
Holders 5. Community.
Now In India, public relations have evolved into a profession that has made significant contributions to
the advancement of industrial and social interactions. Various company challenges are being solved
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using public relations approaches.
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The main responsibility of public relations is to communicate the organization's policies, practises,
problems, and performances to the public, as well as to provide feedback and suggestions to top
management in order to establish a mutual understanding between the organisation and its public,
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which includes shareholders, dealers, customers, general public, government employees and the
press.
 Types of Public Relations:
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Public relations can be divided into 7 types. These are:
▪ Media Relations: Developing positive relationships with media organisations and serving as a
content source for them.
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▪ Investor Relations: Organizing investor events, releasing financial reports and regulatory filings,
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and answering questions and complaints from investors, analysts, and the media.
▪ Government Relations: Representing the brand to the government on issues such as corporate
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social responsibility, fair competition, consumer protection, and employee protection, among others.
▪ Community Relations: Managing the brand's social element and building a favourable reputation in
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social niches such as environmental preservation, education, and so on.
▪ Internal Relations: Counselling organisation personnel on rules, courses of action, the

organization's responsibilities, and their own accountability. Collaboration with them for product
launches and events.
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▪ Customer Relations: Managing relationships with the target market and potential customers.
Conducting market research to learn more about customers' interests, attitudes, and priorities, and
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developing tactics to influence them through earned media.
▪ Marketing Communications: Supporting marketing efforts such as product launches, special

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campaigns, brand awareness, image, and positioning through marketing communications.

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 Public Relations Process
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Public relations are a set of acts, modifications, or functions that result in a certain outcome. The
notion of public relations as a cyclical process leads to feedback or audience response, which leads
to a programme evaluation, which is then used to build another public relations project.
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1. Research and Analysis.

2. Policy Formulation.
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3. Programming.
4. Communication.
5. Feedback.
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6. Assessment.
Step 1: Research and Analysis

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This is made up of data that determines the type and scope of the public relations issue or
opportunity. Feedback from the public, media reporting and editorial commentary, trend data analysis,
various types of research, personal experience, and government demands and restrictions are just a
few examples.
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Step 2: Policy Formulation
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Public relations professionals serve as counsellors to top management, making suggestions on policy
and how the business should proceed.
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Step 3: Programming
Once a strategy or action has been decided upon, public relations personnel will begin to create a
communications campaign to support the organization's goals. They will identify audiences, determine
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objectives, and select which methods will be deployed on a given schedule. Budget and personnel
are also important issues.
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Step 4: Communication
News releases, media advisories, newsletters, Internet and Web posts, special events, speeches, and
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community engagement programmes are all used by public relations staff to carry out the campaign.
Step 5: Feedback
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Feedback from the same components that made up the first stage is used to measure these efforts.
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• Were the essential messages mentioned in the media?
• Did people's attitudes or ideas change?
• Did sales increase?

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• Did the organization's reputation survive or improve?

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Step 6: Assessment
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After that, the cycle is repeated. The policy or program's success or failure is evaluated to determine
whether greater efforts are required, or whether new concerns or opportunities must be addressed.
As a result, it is a continuous loop process.
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1.1.2 Objective of Public Relation

One of the most important roles of public relations is image management. It increases a company's,
an individual's, or a government's reputation by generating favourable publicity. Public Relations is
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used by the government to keep the public informed about the activities of government agencies, to
explain policies, and to manage political campaigns. Companies use it to manage relationships with a
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variety of groups who are impacted by a company's products and policies, including consumers,
shareholders, workers, and the governing body.
Organizations have numerous management roles that contribute to their performance, such as
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finance, legal, human resources, marketing, and operations. As previously said, public relations assist
companies in developing and maintaining connections with all of their important publics and
stakeholders through efficient communication with these groups.
Good public relations not only provide a positive image but may also assist the business in achieving
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its goals. It contributes significantly to the formation of an organization's notions about what it is, what
it should accomplish, and what its audiences want and expect from it.
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The primary goal of public relations is to construct and display a positive picture of the business while
creating, maintaining, and protecting its reputation. Another critical goal is to build goodwill for the
organisation.
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The Broad Objectives of Public Relations Function are:
 Building Product Awareness. When introducing a new product or relaunching an existing

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product, marketers can use a PR element that generates consumer attention and awareness
through media placements and special events.
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 Creating Interest. Whether a PR placement is a short product article or is included with other
products in “round up” article, stories in the media can help entice a targeted audience to try
the product. For example, around the holiday season, a special holiday food may be
promoted with PR through promotional releases sent to the food media or through special
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events that sample the product.
 Providing Information. PR can be used to provide customers with more in depth information
about products and services. Through articles, collateral materials, newsletters and websites,
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PR delivers information to customers that can help them gain understanding of the product.
 Stimulating Demand. A positive article in a newspaper, on a TV news show or mentioned on
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the Internet, often results in a discernible increase in product sales.
 Reinforcing the Brand. In many companies the public relations function is also involved with
brand reinforcement by maintaining positive relationships with key audiences, and thereby
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aiding in building a strong image. Today it is ever more important for companies and brands
to build a good image. A strong image helps the company build its business and it can help
the company in times of crises as well.
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 To launch a product or company to a specific audience – This is primarily assessed by
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leads, sales, audience awareness, and social interaction with the product or company.
 To encourage trials of a product or service – this one is rather simple - you'll need to keep
track of the number of trials created by the campaign.
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 To drive sales of a product – again, quite self-explanatory. You'll need to keep track of how
many sales the campaign generates.
 To reposition a brand – brand impression surveys will be critical for this, and you'll need to
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conduct them before and after the campaign to compare results.
 To differentiate a brand from competitors – A brand perception survey before and after the
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campaign, as well as competition media research, are also required.
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 To help a brand gain market share – this one necessitates a market share study before
and after a campaign.
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 To raise awareness of a problem – one of the most popular PR objective examples, this
necessitates a pre- and post-campaign awareness survey.
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 To position a company and its spokespeople as thought leaders on a key issue – this
may be quantified by tallying the number of times the firm was mentioned alongside the
problem throughout the campaign period, as well as audience perception polls.
 To build a community – To establish a community, assess the size and engagement of the
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community using the brand's social channels and/or native platform.
 To drive visitors to an event – another typical PR aim, this is an instance of quantifying the
number of persons who signed up for and attended the event as a result of the PR campaign.
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 To become the go-to organisation for media comment on an issue – this is a long-term
PR goal that can best be assessed by the amount of inbound media inquiries for comment or
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opinion on the topic.
 To own an issue – This is another one of the longer-term PR objective examples, this may
be assessed by the number of times your brand has been connected with the problem in the
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media and on social media (compared to rivals), as well as public perception studies
regarding the issue.
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 To increase website traffic – another simple one. Simply utilise your analytics to track the
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increase in website visitors caused by the campaign.
 To raise funding – this necessitates keeping track of the funds raised as a consequence of
the campaign.
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 To influence internal reviews of a brand – If you want to improve/increase employee
reviews, you'll want to focus primarily on Glassdoor and employee NPS scores in terms of
measurement.
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 To raise awareness of an existing brand – best assessed by an awareness survey among
the target population.
1.1.3 Scope of Public Relation

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Today, public relation is critical in managing an organization's image and reputation in any field.
Furthermore, it is not confined to organisations; it may also be an individual or individuals who have
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made major contributions in their respective fields. Public relations may also be found in government
or public departments. These elements demonstrate that the scope of public relations is broad and
hard. Public relations have also paved the way for more specialised roles in other sectors.
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Major corporations, for example, have their own public relations department, which may offer a variety
of positions such as internal communication officers, public affairs officers, public relations officers,
account managers, communication managers, external communication managers, media relations
officers, publicity and information officers, community relations officers, management counsellors, and
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so on. This suggests that certain jobs fall under the wider umbrella term of public relations, but are
restricted to specialised public relations activities. There are also organisations where one must
assume and carry out all of the duties of a public relations professional.
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PRSA Foundation lists some of the components that public relations practitioners engage in their
professional sphere. These elements will assist any public relations aspirant or newbie in determining
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what is best for them. However, it is important to consider if these departments are accessible in
organisations in their particular cities. The components are as follows:
 Counselling
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 Research
 Media Relations & Publicity
 Internal Relations (Employees & Members)
 Community Relations
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 External Communications
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Government Affairs & Public Affairs
 Lobbying
 Issues Management
 Financial & Industrial Relations
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 Marketing Communication & Corporate Communications
 Advocacy & Development
Apart from having an in-house public relations department in various organisations, there are
freestanding public relations firms throughout the world that have been handling different
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organisations' or individuals' public relations. Edelman, MSLGroup, Burson Cohn & Wolfe, DDB
Worldwide, Publicis Groupe, Ogilvy PR, and Ketchum are just a few of the global public relations
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firms.
In 2018, the Public Relations Consultants Association of India released a thorough research
forecasting the public relations sector to be worth INR 2,100 Cr by 2020, nearly tripling its present
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market size. PR campaigns and activities will fuel future growth, but convergence with social media,
digital, and content-driven efforts will account for roughly 25% of income. According to the estimate,
the information and communication technology sector will contribute more than 20% of the total
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income generated by the public relations industry. Financial services will contribute up to 12%, while
fast moving consumer products will provide roughly 9% to the PR industry. In India, PR agencies like
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Ad-factors, Perfect Relations, Practice, Waggener Edstorm, Ketchum Sampark, Golin Opinion among
others are dominating the sector.
1.1.4 PR and its publics

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"Don't weep over spilled milk," as the phrase goes. Prevention is preferable to cure. Public relation is
a professional discipline that works to maintain a person's, company's, or corporation's image. The
state of a company, other organization, or a famous person's interaction with the public is referred to
as public relations. Professionals in public relations seek to establish long-term partnerships between
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individuals and institutions. For example, consider Rahul Gandhi's relationship with the youth.
First and foremost, let us define the concept Public: The publics are the interested audiences who are
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significant to an organisation in some manner, such as present and potential consumers, current and
potential workers and management, investors, vendors and suppliers, the media, government, and
opinion leaders. They might be internal within an organisation or external to it.
1. Internal Public of Public Relations

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"Charity begins at home," as the saying goes. If we want positive things to happen, we must first alter
ourselves. Understanding oneself or one's inner self is the foundation of any transformation. Internal
public relations come into play in this setting. Internal publics are persons who work for a company or
are members of an organisation and are deeply involved with how the company operates. Internal
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public relations are a subset of public relations that focuses on improving a company's connection
with its workers by promoting excellent communication between management and staff, raising
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morale, and providing the correct information at the right time.
Many corporate magicians, including as Hindustan Lever, Telco, Air India, Standard Chartered Bank,
and others, have faced setbacks as a result of non-cooperation from their internal publics. In the
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instance of Hindustan Lever, during their agitation, the employees' union organised a press
conference and revealed the company's multiple anti-customer activities. After the agitation, which
was followed by a strike and lockout during which many people died as a result of police shootings,
Telco launched major corporate image building commercials in newspapers and on television, centred
on teamwork among its employees, but it failed to accomplish its goal.
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Internal Public of Public Relations includes Shareholders or Investors, Employees, Suppliers,
Distributors, Retailers/ Dealers and Other business associations
a) Shareholders/owners/investors relations
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The legal owner of the company is the shareholder. He contributes to the company's finances as a
shareholder or as a long-term or short-term creditor. They are entitled to dividends, rights shares,
bonus shares, discount coupons for the purchase of the company's products or the use of its services
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at a reduced rate, and presents on significant occasions such as the annual conference, anniversary,
or celebration. Shareholder’s ought to be treated fairly, including receiving statutory information,
transferring shares to them, and receiving notice of a change of address or non-receipt of a dividend.
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However, we see that most of the time, the Company's public relations role appears to be limited to
rebuttal or swift requital when a complaint arises in the press.
b) Employee Relations
Employees are the company's hands and feet. They are the ones who help the organisation achieve
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its goals. It needs their continual participation and understanding in all of its actions, including public
relations. When working with workers, the principles of self-respect, self-determination, and self-
judgment should be implemented. Employees may work as the finest public relations agents for the
company when interacting with their friends, relatives, neighbours, and business colleagues if the firm
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is able to communicate effectively with them and seek their involvement and collaboration. In order to
successfully cope with the issue, our executives' leadership and management methods, as well as
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their values and attitude profile, have all experienced significant changes.
c) Suppliers Relations
Suppliers are the company's commercial partners that offer all forms of raw materials for the
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company's operations. Suppliers have a direct and critical role in the company's operation and
profitability. They must provide the organisation with materials of the appropriate quality and quantity.
The firm need the suppliers, and the suppliers require the company. When a supplier's good deeds
aren't reciprocated with an equally excellent deed, the connection becomes strained. (Non-payment
or late payment of a supplier's bill, excessive rejection or raw material costs, unpleasant behaviour). A
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good company cannot be happy if its suppliers are not happy because they are its business
associates and they also have to make profit. Ex. Automobiles co. Like Maruti Udyog, Telco, Eitcher
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etc. depend heavily on their suppliers.
d) Distributors/Dealers/Retailers Relations
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"Distributors are the company's face." They serve as a link between the business and its customers.
The success of a firm's business is significantly dependent on the performance of its
distributors/dealers, especially in the Indian economy, where customer understanding of the company
and its products is relatively low. Customers or clients' buddy, philosopher, and adviser is the
retailer/distributor/trader. Internal PR must advertise the many schemes accessible to them, such as
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prizes and discounts, and present them with both monetary and non-monetary rewards in order to
strengthen the corporate connection.
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e) Other Associate Relations It is comprised of promoters, management consultants, attorneys,
solicitors, auditors, friends and family members of the company's directors, as well as the company's
advisers. These individuals may not be at the top of the company's hierarchy, but their importance
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and effect on the company's operations cannot be overstated. The company should show concern
and offer them proper credit for their efforts and assistance. Copies of corporate publications, annual
reports, new issues, preferred issues, and so on should be provided to them on a regular basis to give
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them the idea that they are important to the firm and that they are entitled to these privileges. It's a
kind gesture to send them notes of congratulations on their birthdays, wedding anniversaries, and
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remarkable achievements.
What should Internal Public of Public Relations do?
They should communicate vital messages to all members. People should be recognised on their
birthdays or when they get an award. Internal Public Relations experts maintain the company's image
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flying high. An organization's internal publics monitors its collaborators' goodwill and maintains
positive relationships. When difficulties emerge inside the firm, they take corrective action.
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2. External Public of Public Relations

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External publics are individuals and organisations that conduct business with a firm, agency, or
enterprise. For example, in the Coalgate fraud, a firm influences politician, and politicians distribute
the nation's coal reserves to them. External Publics is a topic that focuses on concerns with the
company's values, policies, processes, and attitude toward diverse groups of individuals in society.
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Consumers/customers, community, mass media, government, financial institutions, action groups,

and general publics are all examples of external publics in public relations.
a) Consumer/Customer
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Today's commercial activity revolves around the customer. A consumer is someone who buys
products and services for their own consumption. An external public relations professional must
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educate the audience about the product or the organisation and then solicit feedback from the
audience. The current era of management is one of marketing, in which everything in the organisation
revolves around the client. Mahatma Gandhi, the founder of our nation, was a very simple guy in his
lifestyle and did not engage in much business, yet he understood the importance of consumers well.
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"A client or consumer is not a method of business, but he is the aim of business," he explained.
He is not an invader on our property; rather, he is our hunt. He is our last quality control inspector,
and he is always correct." Customer education, market research, public opinion surveys, customer
satisfaction levels, after-sales services, and consistent connections with the public are all essential for
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a company's public relations. Ex. Customer meets, free servicing by Usha Sewing machine, Godrej
typewriters.
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b) Community Relations
The cornerstone of community relations is looking after and preserving the interests of the community.
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The term "community" refers to the public who lives in close proximity to the corporation, its office,
factories and godown, warehouses, and so on. As a result, it becomes the industry's ethical and moral
duty to compensate the society for these losses by providing a little contribution. In order to repay
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public corporations, they must provide a variety of services like as education, sewerage and
sanitation, employment, and health care, among others. Participation in social and cultural events of
the community, as well as making a substantial contribution to its success through donations and
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infrastructural assistance, leads to goodwill and longer-lasting relationships between the firm and its
community.
c) Media Relations
The media exposes a company's activities to a large number of people. It encompasses both print
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and electronic media. Newspapers, magazines, narrative books, comics, weekly newspapers, radio,
television, and the Internet are growing increasingly popular as transportation and technology
improve. The image of public relations practitioners whether they are wining, dining, or giving is
strongly influenced by how they engage with the media. The mass media has always been a powerful
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tool for expressing one's views, spreading propaganda, and influencing the public.
d) Government Relations
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In a country like India, the government controls all main institutions for commerce, business, and
industry. The purpose of the connection with the government appears to be fading due to entrenched
interests of individuals or corporations. In terms of public relations, the government and its apparatus
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may be split into two groups based on their features. Politicians and bureaucrats, for example. Public
relations specialists must ensure that they pursue the objectives of their organisation, department,
and profession without hurting either of their sentiments or evenly balancing their connection with
them. Ex. Sugar and cement industry as a whole make substantial donations to political parties to
seek favours after elections
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e) Relationship with Financial Institutions
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"Finance is a company's lifeblood." Financial institutions play a significant part in all commercial
transactions of the firm, including the start-up, expansion, and growth of the business, as well as its
stagnation. Visit the company's site and plant, providing data about their initiatives, technical and
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financial partnership, and market projections helps financing institutions better grasp the company's
plan and so acquire more trust. Timely filing of progress reports, payment of principal and interest
amounts, and keeping financial institutions up to date on the latest relevant information all contribute
to the company's reputation and goodwill with financial institutions.
g) Relationship with General Public
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The general public is the ultimate judge of all the company's efforts, depending on which it will live or
die. They are the largest of a company's external publics and, most likely, the most tolerant of all the
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publics. Interaction with the general population via radio, television, exhibits, banners, hoardings,
flyers, and other means is critical since they are the ones who will purchase the company's goods.
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Companies must exhibit interest in social concerns such as illiteracy, environmental protection, and
pollution management in order to improve the public's quality of life, not only their 'Product or Brand.'
Most consumer products firms, whether Parle Beverages Ltd. or Cadbury India Ltd., have
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experienced major losses whenever they have been embroiled in disputes.
What should External Public of Public Relations do?

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Target outlets must be determined by the general population. Consider how your community's
newspapers, Web sites, newsletters, radio stations, cable channels, and television stations offer
news. Make a list of these top sources and obtain contact information for each one (typically available
on their website). Create connections, Prepare PR materials such as a fact sheet about the
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organisation or firm, its history, and its intentions for the year. Enjoy the success of your press
release, evaluate it, and consider your audience.
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Check Your Understanding
1) One of the most important roles of public relations is ________________.

)A
a) Policy Formulation
b) Strategic Management
c) Image Management
d) Effective Communication
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e) None of the above

2) _____________ is a professional discipline that works to maintain a person's,
company's, or corporation's image.
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a) Government Relations
b) Public relations
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c) Investor Relations
d) Community Relations
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3) _____________ are the company's face. They serve as a link between the business and
its customers.
a) Distributors
b) Customers
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c) Consumers
d) Suppliers
4) What is the full form of PRO?

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a) Public Regional Officer
b) Policy Relation Officer
c) Public Relations Officer
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d) Product Relation Officer

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5) ___________ are the deliberated, planned and sustained effort to establish and
maintain mutual understanding between on organization and its publics.
a) Media Relations
b) Public relations
c) Customer Relations
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d) Marketing Communications
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6) Reliance is the only private sector corporation classified as the ____________.

a) Fortune Technology
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b) Fortune 5000
c) Fortune 1000
d) Fortune
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7) Which of the following is not the type of Public Relation?

a) Media Relations
b) Investor Relations
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c) Government Relations
d) Internal Relations
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8) Image management increases a company's, an individual's, or a government's
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reputation by generating ____________ publicity.
a) Favourable
b) Unfavourable
c) Bad
d) No
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9) What does the phrase "Don't weep over spilled milk," means?
a) Prevention is preferable to cure
b) Beat around the bush
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c) Better late than never
d) Get your act together
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10) _____________ are the company's commercial partners that offer all forms of raw
materials for the company's operations.
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a) Suppliers
b) Consumers
c) Customers
d) Buyers
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Summary
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 Public relations include a wide range of communication activities aimed at fostering and
maintaining positive relationships between an organisation and its stakeholders. Customers,
employees, shareholders, government officials, and society are all members of society.
 The main responsibility of public relations is to communicate the organization's policies,
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practises, problems, and performances to the public, as well as to provide feedback and
suggestions to top management in order to establish a mutual understanding.
 The notion of public relations as a cyclical process leads to feedback or audience response,
which leads to a programme evaluation, which is then used to build another public relations
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project.

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Public relations professionals serve as counsellors to top management, making suggestions
on policy and how the business should proceed.
 News releases, media advisories, newsletters, Internet and Web posts, special events,
speeches, and community engagement programmes are all used by public relations staff to
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carry out the campaign.
 The primary goal of public relations is to construct and display a positive picture of the
business while creating, maintaining, and protecting its reputation.
 The success of a firm's business is significantly dependent on the performance of its
distributors/dealers, especially in the Indian economy, where customer understanding of the
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company and its products is relatively low.
 "Finance is a company's lifeblood." Financial institutions play a significant part in all
commercial transactions of the firm, including the start-up, expansion, and growth of the

business, as well as its stagnation.
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Once a strategy or action has been decided upon, public relations personnel will begin to
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create a communications campaign to support the organization's goals.
 public relations have evolved into a profession that has made significant contributions to the
advancement of industrial and social interactions.
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Activity
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1. Discuss how Public Relations enhance the BRAND APPEAL of Indian and global companies.
Glossary
 A strategic management function that adds value to an organisation by helping it to manage

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its reputation.
 Public relations are the deliberated, planned and sustained effort to establish and maintain
mutual understanding between on organization and its publics
 Management is the body of knowledge on how to optimally coordinate an organization's
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operations in order to maximise efficiency

 External publics are individuals and organisations that conduct business with a firm, agency,
or enterprise.
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 Engel, Warshaw and Kinnear who are marketing communication experts have identified five
significant targets for Public Relations efforts- 1. Customers 2. Employees 3. Suppliers 4.
Stock Holders 5. Community.
 Public relations are the attempt by information, persuasion, adjustment, to engineer public
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support for an activity, a cause, movement or an institution.

 Public relations (PR) refer to a wide range of operations carried out by a firm to promote and
defend the image of the company, its goods, and policies in the eyes of the general public.
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 Communication is not only is it necessary to transmit a message to a recipient, but it is also
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necessary to understand the words of others via listening and discourse.
 Public relations strategy is useful in developing a positive reputation in the eyes of various
sponsors regarding the services provided by an event organisation.
 Public relations include a wide range of communication activities aimed at fostering and
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maintaining positive relationships between an organisation and its stakeholders.
Questions & Exercises
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1. Define Public Relations and its objectives.
2. Explain the scope of public relations in managing an organization's image and reputation in
any field.
Further Readings
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1. https://pdfcookie.com/documents/internal-and-external-public-of-public-relations-
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025690ez87l1
2. https://toplinecomms.com/insights/30-pr-objective-examples-and-how-to-measure-them
3. http://osou.ac.in/eresources/osou-djmc-public-relation-english.pdf
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4. https://www.economicsdiscussion.net/marketing-management/what-is-public-relations/31834
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Check Your Understanding – Answers
1) c)
2) b)
3) a)
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4) c)
5) b)
6) b)
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7) e)
8) a)
9) a)
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10) a)
Unit 2: Functions of Public Relations

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Objectives:
In this Unit, you will be able to:

 Learn about the Functions of PR
 Understand Employee Relations
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 Elaborate Media Relations and its benefits

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Learn about PSEO Model
 Understand Community Relations
 Brief about Government Relations
 Learn about Investor relations and Financial PR
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 Understand Corporate PR
Introduction:
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Public relations are not the same as advertising. Public relations firms do not buy advertisements,
produce articles for reporters, or focus on appealing sponsored promotions. They instead market the
brand through editorial material that appears in periodicals, newspapers, news channels, websites,
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blogs, and TV shows. Using earned or free media for promotion has its own advantages because
material on these platforms is not purchased. It has been validated by a third party and hence is not
viewed with scepticism by the general audience.
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The publics with whom connections are built and to whom appeals are made to understand and/or
accept specific policies, processes, persons, causes, goods, or services are classified as specialised
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roles of public relations. Practitioners who execute specific responsibilities may work in management,
as a communications technician, or in a dual capacity.
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 Functions of Public Relations
1. Media Representation
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Media coverage is only one component of public relations' tasks. Anything to do with the creation and
distribution of written and video releases, pitching stories to journalists, and reacting to journalist
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inquiries falls within the purview of media management.
While the idea of your firm being presented in a good light by media responses is exciting, it is as
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crucial to monitor and measure the results. After all, when it comes to running the same sort of media
management public relations initiatives in the future, data-driven metrics contribute to increased
performance.
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2. Crisis Communication
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When a company's reputation is threatened, crisis communication is all about controlling media
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coverage and relationships. This is when a crisis communication strategy comes into play. People in
the public relations department handle the components of a crisis communication strategy. They are
well-versed in naming an official spokesman, developing a content strategy, and planning logistics to
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avoid a repeat of the situation. This public relations job comprises the creation and targeted
distribution of communications for both internal and external audiences. The spokesman is taught to
respond calmly to difficult and harsh inquiries.
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3. Content Development & Management

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Moving on to the duties of public relations, content production is an essential component that assists
businesses in developing and managing various types of strategies.
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Emails, newsletters, press releases, noteworthy material, yearly reports, blogs, and speeches are all
part of the content component. Content must be developed in a certain tone, especially when it is
written and distributed on behalf of the company's CEO or higher management. Under this role, the
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public relations firm operating on your company's behalf may collaborate with the marketing
department or essential stakeholders to get insight into the storyline's intricacies. This allows the PR
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firm to develop material with attention to detail, so that all parties involved are kept in the loop at the
end of the day.
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4. Social Media Management

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Finally, social media management is critical to a company's favourable virtual presence across a
variety of social media channels. This is one of the tasks of public relations in which social media
influencer marketing may be included. Maintaining social media profile sites, Tweets, and keeping an
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eye on rivals' actions to construct a plan that finally resonates with the updates going on at the
forefront of the business are specific jobs.
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5. Community Relations
A public relations role that involves an organization's intentional, active, and ongoing interaction with
and within a community in order to preserve and improve its environment for the benefit of both the
company and the community. Partnerships, volunteer activities, financial donations, and public
engagement can all be part of this.
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6. Employee Relations
Dealing with and interacting with an organization's personnel. Team development and employee
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empowerment are examples of this.
7. Government Relations
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Dealing with and interacting with legislators and government agencies on an organization's behalf.
8. Financial Relations
Dealing with and connecting with companies and groups in the organization's industry.
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9. Media Relations
When pursuing exposure or reacting to reporter queries, dealing with and talking with the news media
is necessary. It also entails establishing and maintaining a professional and mutually beneficial
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working relationship with news gatherers and gatekeepers, in part by establishing a reputation as a
credible source and a provider of factual, expert information, whether or not that information receives
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media coverage.
10. Public Affairs
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Dealing with and communicating with the government and other groups about social (public) policies,
actions, and laws. Unlike government relations, where the practitioner works solely for an
organisation, public affairs is also concerned with the impact of governmental policies, acts, and laws
on its constituents.
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1.2.1 Employee Relations
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Definition - Employee Relations
Employee relations are an organization's attempts to establish and maintain a favourable connection
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with its employees. Organizations strive to retain loyal workers and involved in their job by
establishing positive, constructive employee relations. Employee relations initiatives are often
managed by an organization's human resources department; however, certain businesses may have
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a dedicated employee relations manager function.

An employee relations manager's typical responsibilities include acting as a liaison or intermediary
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between employees and managers, as well as creating or advising on the creation of policies
concerning employee issues such as fair compensation, useful benefits, proper work-life balance,
reasonable working hours, and others. An HR department has two key tasks in terms of employee
interactions. First, HR assists in the prevention and resolution of difficulties or disagreements between
employees and management. Second, they aid in the development and implementation of policies
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that are fair and consistent for all employees in the workplace.
To sustain healthy employee relations, a corporation must first regard its employees as stakeholders
and contributors to the company, rather than merely as paid labourers. This viewpoint urges people in
management and senior positions to seek employee feedback, to respect their contribution more
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highly, and to consider the employee experience when making company-wide decisions.

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7 Reasons Why Employee Relations Are Important
Companies that have positive employee interactions get several benefits. In general, they find it
simpler to engage, inspire, understand, and retain their people.
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Here are just a few advantages of fostering excellent employee interactions in the workplace.
Employee engagementAccording to studies on employee engagement, 90 percent of executives
recognise the significance of staff engagement. However, only half of them know how to deal with this
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problem. Employee interactions are critical in this situation. Employee engagement is substantially
greater in organisations with better employee communications, according to research.
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Here are a few suggestions for improving employee communications in order to increase employee
engagement:
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• Communicate, review, and revise employee expectations.
• Encourage open communication in order to identify impediments and problems.
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• Don't overlook the importance of continuous feedback and praise.
• Encourage conversation and the exchange of ideas.
Employee satisfaction
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Employee happiness is frequently linked to employee engagement. Employees who are less engaged are less
satisfied. Poor employee relations may be one of the primary factors.
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Furthermore, 65 percent of US employees believe that their employer's communications have an influence on
their job happiness. 45 percent believe their employer does a poor job of communicating with employees.
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Employee productivity
Employee engagement and satisfaction increase employee productivity. Companies with well-structured
employee interactions achieve greater levels of productivity, sales, and profit. Furthermore, firms with highly
engaged employees enjoy 2.3 times the revenue growth over a three-year period as companies with less
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engaged teams. If your staff know exactly what their goals are and you provide them with regular feedback on
their progress, they will work harder to achieve them.
Employee retention
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One of the most serious issues that businesses confront today is high staff turnover. The expense of
an employee departing is substantial. As a result, many employees want to avoid incurring that
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expenditure. There are several approaches to boost employee retention. One of them is employee
relationship management. Employees who believe they are unaware of what is going on in the firm
are frustrated and isolated. As a result, they are uneasy and frequently look for new chances.
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Employee advocacy
Employee advocacy is a perk that many businesses strive for. The capacity to reach out to workers'
connections and fully utilise your company's social capital may have a significant influence on the company's
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exposure, brand recognition, and productivity. Employers must be willing to enhance employee relations in
order to gain employee advocacy. They must keep staff informed and share critical information with them.
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Employee experience
Employee experience, like employee happiness, is one of the most visible indicators of a strong workplace
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culture. Employers must be willing to enhance their communication with employees in order to provide a
positive employment experience. Employees feel more involved when communication is open and honest,
which frequently leads to better employee engagement. Poor employee communications, on the other hand,
contribute to workplace insecurity, disengagement, and honesty.
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Employee empowerment
Millennials and younger generations desire to be involved in every element of a company. They
desire some sort of decision-making authority. This is known as employee empowerment.

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It entails delegating responsibility and autonomy to workers so that they may manage their
own work and make decisions to attain their own objectives.
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 You must have solid employee relations and communication methods in place to empower
your personnel.
 Employees must grasp your company's objective and vision in order to feel empowered. They must
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also grasp how their job contributes to the overall success of the firm.
 Employee empowerment requires trust in order to be successful. Managers who trust their staff and
routinely convey the company's vision and goals generally have no trouble delegating additional
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authority to their employees.
 How to Implement an Employee Relations Plan

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A set of clearly established policies is the first step in creating and implementing an effective
employee relations strategy. Employee relations policies should include the employer's philosophy,
norms, and processes for dealing with employee-related issues and resolving workplace conflicts.
Furthermore, it is critical to recognise that employee relationship management programmes are not
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one-size-fits-all solutions.
What works for a 100-person firm in the United States may not work for a 5000-person company in
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China. In other words, employee relations programmes differ depending on the size of the
organisation, its location, industry, culture, and a variety of other aspects.
However, there are a key feature that any excellent employee relations plan must have:
• Assist employees in understanding your goal and vision.
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• Demonstrate how their position relates to your purpose and vision.

• Maintain regular communication with staff.
• Provide feedback to staff
• Recognize and reward them for their efforts.
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1.2.2 Media Relations
Working with the media is an important aspect of the public relations profession. The goal of public
relations is to generate positive publicity for a client. Because people see media coverage as more
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legitimate than traditional advertising or promotional efforts, mass media is the favoured avenue for
reaching out to the public. As a result, understanding how to build and manage relationships with
reporters and editors is crucial to any outreach plan.
The mutually beneficial interaction between journalists and public relations experts is referred to as
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media relations. One of the most significant advantages for journalists is the ease with which they
may obtain storey ideas and sources. As previously said, journalists spend a significant amount of
time and effort acquiring material in order to create a narrative. Working with public relations
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specialists reduces the time required to find sources and other material to confirm an article's
substance. Media relations assist public relations practitioners since it secures free publicity and
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promotion for a client. They can reach a large audience at a low cost by using media as a promotional
tool.
When is media relations needed?

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Media relations is a public relations instrument that may effectively promote a company's
development at practically any stage. It will aid in the development of brand awareness in a new
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market or reinforce its expert position in the eyes of existing receivers. Product information or test
arrangements will then give direct assistance to the marketing and sales departments. Proper media
relations are also crucial during times of crisis. Because of the journalists' faith in the brand, it will be
able to communicate its point of view even in tough conditions.
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 In this regard, media relations are a crucial service for any company, brand, or organisation
seeking to improve or control its media presence. Media relations firms work closely with
print, broadcast, and internet journalists to keep their readers or audiences up to date on any
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important news from their clients.
 In contrast to paid advertising or other forms of marketing, media relations might be solely
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focused on obtaining favourable third-party endorsements from important journalists and

trustworthy media outlets.
 The most effective media relations tactics are based on the creation of truly newsworthy
stories and effective editorial interaction. While the PR business argues how to assess the
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worth of a media relations campaign to a client, the actual value of earned media stems from
the editorial integrity associated with an independent journalist or newspaper supporting a
client's service, product, or brand values.
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Developing the Right Media Relations Strategy
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A media relations strategy is the planned deployment of actions, material, and resources engaging
journalists and media outlets in order to convey the storey of an organisation. It is the process of
developing a message and spreading it to the appropriate media outlets — clearly both online and
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offline – in order to reach the target market. An effective media relations plan will guarantee that your
message reaches the relevant media outlets, who have access to the individuals you want to reach
and impact.
In today's fast changing climate, the development of individual operators on Twitter and other social
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media-driven platforms is posing a threat to heritage mainstream journalism. Similarly, post-Covid-19,
mainstream media has been forced to adapt to enormous changes in how they function as well as
how readers and customers respond to them. Effective media strategy must adapt to this new media
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milieu and be able to capitalise on rapidly changing changes.
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 Benefits Of Media Relations to Businesses
One of the primary reasons why having strong media relations is vital from a commercial standpoint is
that having third-party endorsements of whatever you are attempting to market to the public is more
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successful in developing a reputation. This is because ensuring that your message is compelling
enough to be the topic of a newspaper or magazine storey or feature is an important aspect of
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garnering press coverage for a media relations strategy.
For businesses, media relations are extremely vital for news coverage of your firm. This raises your
company's profile in the public eye and informs consumers about your company's goods, services,
mission, and identity via media platforms that they trust and choose to consume.
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1. Third-party endorsements
One of the most essential reasons why having strong media relations is vital from a business
standpoint is that having third-party endorsements is more successful in developing a reputation for
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whatever you are attempting to market to the public. This is because ensuring that your message is
compelling enough to be the topic of a newspaper or magazine storey or feature is an important
aspect of garnering press coverage for a media relations strategy.
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2. Brand awareness
For businesses, media relations are extremely vital for news coverage of your firm. This raises your
company's profile in the public eye and informs consumers about your company's goods, services,
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mission, and identity via media platforms that they trust and choose to consume.
3. Build authority
Maintaining long-term relationships with journalists and media outlets is an essential component of
media relations, and maintaining these long-term ties may provide various benefits to a business. One
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of these benefits is that a journalist who has a positive working relationship with a public relations firm
or a press office is more likely to offer press coverage than a journalist who is being pitched to for the
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first time. Perhaps more importantly, having a positive long-term connection with a journalist may
imply that the journalist will call you when they need a source for an article or feature, and such
coverage can be extremely beneficial in building your brand as a source of information.
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4. Traffic, social media and SEO
When consumers seek for your firm online after seeing or reading about it in the news, it generally
leads in an increase in the branded search term on Google. Similarly, you may see a rise in social
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media likes and shares. If the media outlet links to your website, you obtain a backlink from a high
authority website, which may assist you get referral traffic as well as boost your domain authority.
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 Modelling your strategy
The PESO model is your greatest buddy if you're seeking for a tried-and-true model to apply your
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communications strategy. It will aid in the organisation of your messages. The model guarantees
you're covering all of your bases while also providing you with statistics to assess how you're
performing. This makes it easy to prepare for the months ahead because you'll know where to focus
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your efforts.
The PESO Model

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PESO stands for "paid, earned, shared, owned," and it is a method of categorising all of a brand's
marketing channels into different segments. It enables us to examine our efforts through any of these
four lenses (paid, earned, shared, and owned) to see whether there are chances to integrate more
channels into our new or existing initiatives. The methodology also helps us to organise and make
sense of the channels in which we are currently investing. Back in 2014, Spin Sucks’ Gini Dietrich
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described the relationship between different forms of media used in public relations and coined it the
PESO model. Its simplicity really helps when building out a solid communications strategy.
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▲ The PESO model, by Spin Sucks.
The PESO model makes a distinction between four different kinds of channels:
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 Paid media: Channels that need payment to deliver your material or advertisements. For
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example, consider social advertisements and paid media partnerships.

 Earned media: Channels that necessitate connections with (media) contacts that have a pre-
existing following. For example, media relations, investor relations, and word-of-mouth
marketing.
 Shared Media: Amplifying material through a built-in audience. For example, organic social
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media, review sites, and discussion forums.

 Owned media: Inbound channels that your company completely controls and where your
content may be found. Consider your newsroom, content marketing, thought-leadership
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platform, podcasts, and brand journalism as examples.
Earned media accounts for a big portion of media relations, but failing to consider other channels is a
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squandered opportunity. You may greatly boost your media relations approach if you resist the need
to stay in the safety of your 'earned media' comfort zone.
Here’s how you can use the PESO model to build a strong media relations strategy:
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Paid media: Despite the fact that the PESO model begins with paid, we feel it is not the most
successful media relations channel. Paid partnerships, on the other hand, might be a powerful
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strategy for consistently reaching a relevant audience with a targeted message. A big benefit is that a
well-executed paid partnership allows you to expand while keeping the item's relevance and context
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in mind. Paid things (when done poorly) are weird and will be completely ignored by your viewers. In
addition to sponsored placements, contacting your target demographic via new media (influencer
marketing and bloggers) is frequently compensated. Paid social media campaigns may also be an
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efficient approach to publicise major news events.
Earned media: Earned media is also known as PR or media relations. It's having your name printed
in a book. Getting a newspaper or trade journal to publish an article on you. Making an appearance
on the noon news to discuss your goods. It's what the public relations industry is recognised for
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because it's one of the few concrete things we do. In today's digital age, an additional benefit of
earned media is search engine optimization.
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Shared media: Think again if you believe press contacts obtain all of their information from pitches.
When we interviewed a local journalist last summer, we discovered the following: LinkedIn, Twitter,
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and maybe even Instagram are excellent places to engage with media people covering your business.
Turn to your shared channels to understand the earned in earned media. This is where you put your
money to work. Share corporate and industry news, as well as thought-provoking articles. Request
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feedback, share work with your press contacts, and invite contacts to press events. With most
journalists' inboxes being overloaded, pitching may be best done through your social channels.
Shared channels, like owned channels, are excellent for disseminating news to stakeholders, whether
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as an item in your newsroom or as press coverage.
Owned media: Owned media is one of the most underutilised, but crucial, channels in any media
relations plan. If your news releases simply exist as PDFs in the inboxes of your contacts, you're
missing out on a critical channel: inbound PR. By making news, coverage, and media kits (along with
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anything else that can assist your contacts construct a storey) available online, your news will be
found by search engines. It becomes discoverable by website visitors and provides assistance and
context to journalists that visit your website. Brand journalism, sharing corporate knowledge in
instructive articles, and generating podcasts are some ways to use owned platforms.
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1.2.3 Community Relations

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When a business becomes active in the community, this is referred to as community relations. There
are numerous instances all around us. Consider the situation in which a company pays money to a
non-profit organisation (NGOs), or when workers volunteer at a fundraising event, and so forth.
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Today, community relations are widely included as an integral component of marketing tactics. When
organisations provide assistance in the form of products, services, or time, they help to build the
community and make it a better place to live and conduct business. As a result, companies receive
several advantages: they will stand out from the competitors, their product or service will be
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conspicuously displayed in front of the public, and they will undoubtedly acquire attention.
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It is critical to select an acceptable cause based on your own or your customers' interests.
Organizations can partner with noble causes by recognising community needs, challenges, or
opportunities. Then choose a suitable cause for them to be connected with. Try sponsoring kid sports,
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child welfare initiatives, or literacy if your company caters to families; if your product appeals to
women, consider supporting marital abuse programmes, shelters, or breast cancer awareness
campaigns.
According to research, eight out of ten consumers said they bought something from a company
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because they like how it gives back to the community. The winning strategy is to present yourself as a
community benefactor, and you will profit from the goodwill impacts that advertising alone may not be
able to purchase.
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Including community relations in a marketing plan not only benefits organisations, but it also allows
them to improve their ability to capitalise on such chances to develop their company.
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Some considerations must be made in order to improve community engagement. The unique
endeavour must be made known to all residents in the region (through leaflets, ads etc). Information
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must be made available so that local folks may observe the immediate impact of the project on their
own lives. Alternatively, keep local citizens who are not directly participating informed of the active
participation of some of their peers. It must be assured that all consultation events, community forum
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meetings, and report progress are publicised.
What are the pros?
Community Relations help you and your company gain reputation. It fosters personal connections
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with customers. It is possible to say that Community Relations and advertising complement each
other effectively. Community Relations is a soft-sell strategy that can increase client receptivity to your
advertising. It can undoubtedly serve as a stepping stone for public relations, ultimately leading to the
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creation of goodwill.
What are the cons?

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The first 'con' is the time aspect, since community relations may take up a significant amount of time.
All of that volunteering might take up a lot of working and/or leisure time. There is a long time of
waiting for results if you employ a long-term community relations strategy.
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Effective practices in improving community involvement:

The impact of community involvement can be attributed to some factors that have worked. These
include:
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 Publicizing and spreading the word about the programme to all members of the local
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community.
 Involvement of local citizens in project management.
 Identifying and acting on local variables that may provide impediments to successful
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community engagement (for example, a lack of transportation infrastructure).
 Recognizing the variety of local communities and implementing both targeted and universal
techniques to reach all members of the local community, including traditionally "hard to reach"
groups such as women, youth, persons with disabilities, and members of minority ethnic
groups.
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 Providing a variety of training and support options for local residents and professionals.
 Using the initiative's regular review as a tool to identify obstacles to community engagement
and steps to resolve these

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Developing successful methods of collaboration between statutory and non-statutory
organisations, as well as the local community
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Potential obstacles to effective community involvement
A variety of conditions might function as impediments to increased community engagement.

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Most clearly, there might be a lack of time or interest on the part of local inhabitants in the initiative's
operations. It might be the result of unsatisfactory outcomes from previous initiatives in the same
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location. It can be helpful if there are different channels for engagement for certain groups (for
example, people of a certain age or ethnicity), but they require a lot of support. Another impediment
might be a predetermined agenda that is not subject to the effect of community engagement and
input, or increased pressure on local inhabitants. It is not uncommon for a small group of locals to
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dominate community activity, which might discourage others from participating. Finally, it might just be
a lack of appropriate funds!
 Seven tips for building a great community relations strategy

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To put a strategy in place which will enable you to plan ahead, you need to use your resources
effectively.
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Here are seven top tips for formulating a killer community relations strategy.
1) Invest in a professional
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Many businesses have community relations professionals and consultants on staff to help them
establish the best tactics available. Their knowledge and skills will ensure that everything goes well and
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that crisis scenarios, are avoided.
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2) Review your aims and values
The mission statement and basic principles of your organisation will be at the centre of any
community relations activity you perform. Keeping these in mind will help you decide which initiatives
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to prioritise and which causes to support.
3) Set clear goals

Community relations initiatives, like most corporate goals, should be SMART – specific, measurable,
achievable, reasonable, and time-bound.
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And don't expect to transform the world in a single day. Make sure your goals are attainable,
otherwise they will eat into your budget and demoralise your personnel.
4) Reach out to other companies
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As community relations is a booming profession, why not draw inspiration from other firms in your
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industry? Examine what they've done and how it's benefited their firm. Better still, why not consider
teaming with another company on a community relations initiative? It will more than quadruple your
resources, knowledge base, and bring your brand in front of a large number of new individuals. It might
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even be the beginning of a long-lasting relationship.
5) Consult your employees

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Your staff are also customers. Inquire about the firms they appreciate for their community service and
what suggestions they have for community projects. You might be amazed at how ready they are to
go out of the workplace and help others.
6) Decide on the type of project

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As I previously stated, there are several methods to give back to the community, ranging from
volunteering and community investment to launching a social media awareness campaign. Select what
best matches your objectives and adjust everything in your approach to it, from deadlines to personnel.
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7) Don’t forget your other PR work

Building community relations is most effective when combined with a larger public relations plan. Plan
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how you'll publicise each stage of the project before it begins to guarantee you obtain the most
publicity possible.
1.2.4 Government Relations

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Government relations and public affairs are two categories of public relations that deal with how a
company interacts with the government, governmental regulators, and the legislative and regulatory
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branches of government. Government relations and public affairs are addressed together in this
section; the two functions are sometimes used interchangeably, although there are subtle distinctions.
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Government relations is a subset of public relations that assists organisations in communicating with
governmental audiences. Public affairs are the branch of public relations that assists a company in
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interacting with the government, lawmakers, interest groups, and the media. These two jobs
frequently overlap, although government relations are often a more organization-to-government sort
of communication in which regulatory concerns are discussed, communication with governmental
officials occurs, lobbying operations aimed at educating lawmakers are launched, and so on.
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A strategic problem is any issue that has the potential to have an influence on the organisation, how it
does business, and how it interacts with and is governed by the government. According to Heath,
"public policy concerns are those that have the potential to mature into governmental legislation or
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regulation (international, federal, state, or municipal)."
Public affairs are the function's external face, dealing with public policy problems of interest among
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constituents, activists, or groups that petition the government on favour of a certain viewpoint. Public
affairs are frequently topics of public interest that involve grassroots efforts, which means that
ordinary persons organise and build a movement in support of a particular problem or point of view. In
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such instance, public affairs professionals would try to settle disagreement or negotiate on behalf of
an organisation, collaborating with these organisations to find a solution that is inclusive of all parties.
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Public affairs professionals work as lobbyists on behalf of their organisations, and they contact with
members of the public who want to push the government for legislation on certain problems. Public
affairs professionals may specialise in one or more areas of public policy, such as international trade
agreements or exchange rates, security and terrorism, equitable pay and working conditions, the
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regulatory process, responsibly disposing of production by-products, and so on. A company's list of
public policy challenges to deal with is nearly unlimited.
In certain organisations, the governmental relations or public affairs arm is combined with issues
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management, or the same public relations executive may be in charge of both tasks. The roles, aims,
and actions of issues management and public affairs are highly similar. Both problems management
and public affairs aim to facilitate engagement between organisations and the government or
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governments with whom they must interact, as well as to incorporate and update organisational policy
in compliance with governmental norms. However, problems management is the greater job since it
works with many different sorts of publics in addition to governmental and regulatory publics.
Governmental relations, often known as public affairs, is more closely focused on legislative,
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regulatory, and lobbying concerns.

In a business environment, public affairs can be used to communicate with the government, interest
groups, and the media on policy and legislation. Public affairs must also be used by a business to
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convey policies and procedures to investors, regulatory publics, workers, and internal publics, as well
as communities and consumers.
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An effective government relations strategy is critical for public relations firms because it drives them to
do what is right for their customers, allowing them to go in the correct path. Such strategies can aid in
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the development of relationships between businesses and legislators, as well as the provision of laws
and legislation that can have a positive impact on an organisation, which may be their client.
Understanding Government Relations (GR)
By definition, 'public relations' encompasses interactions and communications between diverse
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organisations and the general public. This includes:
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Predicting and interpreting public opinion
 Setting goals and making arrangements to deliver a certain message
 Investigating programmes of action to educate the public.
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Communicating with the public logically includes communicating with the public about legislative
policy choices, expressing an organization's duties in relation to those policy decisions, and having
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the opportunity to influence and modify public policy. As a result, a strong government relations
practise is critical to any PR firm's broad public relations umbrella.
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Government Relations is concerned with how an organisation interacts with the government, as well
as its many departments and officials. This aspect of public relations aids in the development of ties
and favourable interactions between a company and government officials. Toeing this line, it is
evident that Government Relations is highly reliant on talking about regulatory concerns, having one-
on-one interactions with government representatives or bureaucrats, and lobbying activities on behalf
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of an organisation, group, or non-profit.
“Government (local, state and national) is one of the most sensitive constituencies for companies
today. They influence public opinion, pose new and tough questions affecting how organisations
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communicate”. He goes on to add, “hence organisations need to demonstrate and communicate their
strength to this constituency by emphasising research, innovation and technology”.
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How to make Government Relations effective?
As a result, public relations firms owe it to their customers to be well-versed in all aspects of
communication, including constructive interactions with government agencies and authorities.
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Navigating political circles may be a time-consuming and perplexing procedure for both large and
small enterprises. PR agencies can assist customers avoid some of these difficulties by utilising their
knowledge.
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A successful government relations practise should be able to do the following:
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 Represent a customer and their interests in a wide range of industries.
 Educate yourself on legislative trends.

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Providing tailored communications to government organisations and authorities
 Direct lobbying on behalf of a client's issues
 Create connections with relevant government authorities.
Finally, in order to be effective in government interactions, a roadmap must be established to optimize
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a strategy for success. Long-term government relations may be an investment that increases an
organization's or individual's visibility, resulting in improved recognition and reputation.
1.2.5 Investor Relations and Financial PR
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The investor relations (IR) department is a branch of a corporation, often a public firm, whose mission
it is to give investors with an accurate description of the company's operations. This enables private
and institutional investors to make more informed judgments about whether or not to invest in the firm.
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Investor relations guarantees that a firm's publicly traded stock is traded fairly by disseminating critical
information that helps investors to assess if a company is a smart investment for their specific needs.
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IR departments are sub-departments of public relations (PR) departments that strive to engage with
investors, shareholders, government organisations, and the financial community as a whole.
Before going public, companies typically begin to create their IR departments. During the pre-initial
public offering (IPO) stage, IR departments can assist in the establishment of corporate governance,
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perform internal financial audits, and begin interacting with potential IPO investors.
Investor relations is the exchange of information and insight between a company and the investing
community. It assists the investing community in gaining a comprehensive understanding of the
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corporation's business operations, strategies, and prospects. It is a long-term, ongoing obligation,

rather than a job that firms do on occasion.
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Investor relations experts assist the investing community in making educated decisions regarding a
company's fair worth and proper ownership.
"Investor relations is a word used to characterise a company's continual communication with the
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investing community. While listed businesses' communication is a combination of regulatory and

voluntary activity, investor relations are primarily the element of stock market life in which corporations
communicate with current shareholders, new investors, analysts, and media.”
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Investor relations operations may include the distribution of news releases, communication via various
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media, meetings and presentations with investors, the creation of annual reports, and the upkeep of
web pages. They are all intended to provide stakeholders with information about the organisation so
that they are better educated about its financial performance, governance, and prospects.
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Investor relations often starts at IPO phase
Investor relations for many publicly traded firms begin during the initial public offering (IPO) process,
when the goal is to profile the company to a new set of potential investors. Following the IPO, the
company maintains contact with stockholders, new investors, and financial market commentators.
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According to the Institute for Public Relations, public relations is the most significant of all sub-
functions of public relations, especially when considering how much these professionals make.
Investor relations experts are the highest paid public relations professionals, according to multiple
compensation studies.
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According to the National Investor Relations Institute (NIRI):
“Investor relations is a strategic management responsibility that integrates finance, communication,

marketing and securities law compliance to enable the most effective two-way communication
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between a company, the financial community, and other constituencies, which ultimately contributes
to a company’s securities achieving fair valuation.”
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What are the Goals of Investor Relations?
The main goals of investor relations professionals are:
• To allow the firm to obtain the optimal share price that represents the company's intrinsic worth.
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• Representing the company to investors and the company to investors.

• Providing timely and accurate financial information to investors (both retail and institutional).
• Providing non-financial data to aid with company valuations.
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• Adherence to securities commission and stock exchange rules.

• Passive sales marketing or "closure".
• Providing investor feedback to corporate management and the board of directors.
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• Creating responsive capital markets in preparation for future funding at advantageous terms.
 Evolution
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Investor relations is a relatively new career, dating back to the post-World War II era. However, the
Dutch East India Corporation, which dates back to the 17th century, is thought to be the first company
that could be deemed publicly traded (Britannica, 2006). According to certain historians, an even older
corporation existed: the Stora Kopparberg mining company, which was founded in the 13th century
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and issued its first share in 1288. The Boston Manufacturing Business, incorporated in 1814, was the
first public company in the United States. Nonetheless, shareholders were few in number, and
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executives did not pay any attention to the issue of communicating with investors until another 150
years later. Three eras can be identified in the history of investor relations: communication era (1945-
1970), financial era (1970-2000), and Synergy era (after 2000).
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Ralph Cordiner, a chairman of General Electric, established the current profession of investor
relations in 1953 when he established a function in responsibility of all shareholder interactions. In
reality, in the early 1950s, a number of significant corporations began to consider their shareholders.
The post-World War-Two economic boom generated extra cash in the hands of the American
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population, income that might be invested. Corporations found themselves fighting with one another
for this revenue, which was a new experience for them. In this scenario, management sought
assistance from recognised experts in interpersonal communication – public relations. Unfortunately,
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public relations was not a well-established practise in the 1950s.
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Only the larger corporations had internal public relations professionals, and public relations tasks and
duties were restricted. This age was distinguished by practitioners' lack of financial understanding.
Investor relations responsibilities were delegated to publicists, who were mostly press agents and
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technicians tasked with getting the company's name in the media. During this time, investor relations
lacked strategic and management actions. The organisations did not perform any investigation into
their shareholding patterns. The opinions of shareholders were not solicited. The flow of information
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was one-way: from organisations to the general public, largely via mass media outlets. Simply put, the
public relations profession, which had yet to earn its stripes in terms of strategic management, was
suddenly tasked with the added responsibility of investor relations. This obligation arrived far too soon
and tarnished public relations' reputation in the financial industry for years to come.
The financial period saw a movement from private shareholders to professional investors during the
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second era. The market in the United States was becoming more institutionalised. Responsibilities for
investor relations were also moving from communication specialists to accountants and financial
professionals. Investor relations operations grew more focused on delivering financial information to
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investors under the supervision of CFOs. The media's attention shifted to one-on-one meetings with
institutional shareholders and financial experts. Because of the interpersonal character of
communication, two-way information streams were possible. Feedback was solicited. It was, however,
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rarely utilised to change corporate activity. It was instead utilised to create more convincing
communications in order to "sell" the organisation. The "selling" strategy framed the purpose of
investor interactions as boosting share price. According to Ryan and Jacobs (2005), the purpose of
investor relations is to increase stock price — the higher the better. This might be one of the causes
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for Enron and other firms' "creative accounting." William Chatlos, another NIRI pioneer, depicts this
time fairly well (Chatlos, 1974).
Investor relations is currently entering the third period, the synergy age. Communication and financial
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skill sets are both highly regarded for their contributions to investor relations. The function's purpose is
to increase investor and analyst understanding of the firm. The communication is bidirectional, with
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information flowing from corporations to investors and from investors to corporations. Investor
feedback is frequently sought, and shareholder research is done.
The input is assessed and used in decision-making and strategic planning at the highest level of the
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organisational structure. CEOs want their IROs to actively participate in business decision-making
and to provide information from and about shareholders to the management team. The synergy era's
emphasis on increased knowledge of the organisation necessitates investor relations providing both
good and negative information. The aim is not to have a high stock value, but to have a fair stock
value. Overvaluation may be as harmful as undervaluation since it can result in a rapid decrease in
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price as well as greater price and volume volatility when new information becomes available.
Investor relations specialists nowadays recognise that investors are not interested in examining a
company's 10K or 10Q, but rather in understanding the company's business and its value. To achieve
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this level of awareness, corporations must broaden their interactions with shareholders beyond
mandatory financial disclosure to include information that "supplements and complements a firm's
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financial statements.”
Non-financial information is important in investor relations, according to several scholars and
practitioners. The emphasis of investor meetings is increasingly shifting to intangible and non-financial
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elements of company. A recent decline in Apple's stock price, triggered by worries that CEO Steve
Jobs seemed too skinny, serves as a reminder of the importance of non-financial information in
determining a company's worth.
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 Goals Of Investor Relations
To maintain the company's reputation and numbers, investor relations staff must achieve a variety of
objectives. They are significant because they assist a firm in reaching its maximum potential. Investor
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relations functions in such a way that these objectives are met successfully. Here are a few of such
specific objectives:
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1. To maintain a transparent connection between the firm and its investors in order for the
company to prosper in the long run.
2. Assist the firm in obtaining the greatest share price in the market in order for them to operate
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successfully and gain a loyal shareholder base.

3. Bridging the gap between the firm and the investors by displaying the company's highs to the
investors and conveying the investor's prospects to the company. If done correctly, this
establishes a strong link that benefits both sides.
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4. Providing and keeping investors up to date on the company's financial and managerial
information on a regular and accurate basis. This instils trust in the investors and fosters a
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solid professional relationship.
5. Provide other data, such as non-financial indicators, to back up the company's values.
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Changes in firm policy, governance regulations, and other non-financial information are
examples of non-financial information.
6. Enforcing and monitoring the numerous restrictions imposed by the Securities and Exchange
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Commission and the stock exchange authorities. It is also necessary to align firm rules with
the regulations that have been established.
7. Promoting the company's sales in a non-aggressive or indirect manner. This covers the
marketing of schemes such as IPOs (Initial Public Offerings) and FPOs (Fixed Price
Offerings) (Follow-on Public Offerings).
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8. The job of investor relations is to keep the firm and its board of directors informed of frequent
investor input.
9. Assisting receptive capital markets that provide finance and financial assistance to future
initiatives and agendas.
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 Roles and Responsibilities of Investor Relations
Most people understand that the function of investor relations is to act as a bridge between the firm
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and its investors, connecting them on trustworthy grounds. However, an investor relations department
of a corporation performs a variety of different functions and responsibilities. Because it is a vital
aspect of an organisation, it must also fulfil several critical duties such as:
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1. Providing thorough information to present and potential investors on the company's financial
and management circumstances and steps. This enables investors to make informed and
measured judgments about investing in the firm.
2. Providing existing and prospective investors with information about the company's non-
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financial concerns. Non-financial concerns include corporate governance reports, various

managerial practises, and compliance rules.
3. Because the investor relations department is responsible for building a trustworthy link
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between the firm and its investors, it must also engage the investors directly. For example, it
is in charge of personally contacting investors and gathering their feedback and complaints.
Again, they must express these arguments to higher authorities in order to obtain the
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necessary remedies and instructions.

4. Examine all of the company's policies to see if they are in accordance with the regulations
established by various authorities. The authorities include security boards, stock exchanges,
and different acts announced by the government, and the rules and regulations must be
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observed. Their primary responsibility is to ensure that the firm follows all of the rules,
regulations, and standards.
5. If the firm is publicly traded on a stock market, the share price is an important and inherent
component that demonstrates its performance. The investor relations department is critical in
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managing and aiding the company's share price.
6. They are also involved in the promotion of the company's future activities, which fosters a
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sense of respect and trust among its investors. They are the key team in charge of informing
potential investors about the company's IPOs (Initial Public Offerings) or FPOs (First Public
Offerings) (Follow-on Public Offerings).
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 Benefits of Investor Relations to the Business
A well-functioning investor relations section is a gift to any business. The number of advantages it
provides to a corporation is incalculable. Let us now look at the advantages and benefits of investor
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relations to a company:
1. Shareholder relations are critical for a company's market success. A well-functioning investor
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relations department specialises at building relationships with shareholders. This guarantees
that the company's stock price remains constant.
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2. The investor relations division's only responsibility is to preserve information transparency
and promote the organization's smooth operation. It aids in keeping shareholders and
investors informed about the company's varied policies. It also allows for the expansion of the
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existing shareholder base. They also excel at bringing in fresh and potential investors.
3. The investor relations section is responsible for ensuring credibility. It contributes to the
formation of a solid link with the investors, which in turn secures and simplifies the company's
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financial future.
4. An IPO is the most contemporary approach for a company to make money and establish its
market presence. The investor relations department is critical in reaching out to potential
investors for this scheme.
5. The investor relations team is also intimately accountable, together with the board, for
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developing a corporate prospectus and freely disseminating the necessary information about
the firm to existing and prospective investors.
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As a result, a company is made up of various departments that are essential to the smooth and
successful running of the entire organisation. Whereas departments such as finance, management,
human resources, marketing, and accounting are critical to a company's success, the investor
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relations department is equally crucial. A competent investor relations department is essential for a
publicly listed company to retain a solid stock market position. This department also acts as a liaison
between the various departments of a company. As a result, the efficiency with which this division
operates is crucial.
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In order to keep up with the ever-changing securities regulations and market developments, investor
relations services must be efficient. They must successfully convey and implement these changes to
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the company's operations. Another important job of an investor relations department is to supervise
upper management. It is meant by management that they must consistently collaborate with higher
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authorities in order to improve the company's market position. With the right decisions made at the
right time, a company may become an investor's favourite, which is any organization's goal. And
investor relations can help them do the same.
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 Financial PR
Financial public relations eventually address investors of all sizes, with the goal of communicating the
positives of a company's stock narrative in order to maintain an upwardly trending share price.
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Investors are contacted via the press and sell-side analysts, where third-party support is significant
and can impact investment decision making. While financial PR employs many of the same strategies
as other forms of public relations, it has a distinct audience and, as a result, different avenues through
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which to connect with them.
Media
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In terms of the media that financial PR targets, corporations must speak to all forms of media in order
to reach all types of investors, from institutions such as Fidelity and AXA Framlington to private
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individuals who may be interested in purchasing shares. The national press is critical because of its
large readership, which will reach a diverse spectrum of people. Retail investors, who generate
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demand for smaller pockets of shares worth up to £100,000, are targeted by investor press.
Recommendations to acquire a certain company's shares in investor publications such as Shares
Magazine, Investors Chronicle, and Growth Company Investor may have a significant impact on
share prices
Although it is not technically part of Financial PR, addressing the trade press is vital since it is read by
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both analysts and the national press. As a result, a good trade press profile can have a beneficial
influence on a company's share price. Background briefings with the management team are highly
beneficial in engaging with the press because they provide journalists the opportunity to get to know a
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firm; they will then be more motivated to write when the company discloses news. Site visits are also
beneficial when the client's activities are aesthetically appealing. Round table discussions and
industry-specific meetings may also be effective ways to expose journalists to businesses. When a
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company has unique news, press releases are the first tactic utilised to garner publicity. Key
journalists should be given briefings with management to learn more about the storey.
Sell-side analysts
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When a business is listed, its house broker will publish frequent analyst research at crucial moments
during the year, such as preliminary and interim results, to provide the market with an unbiased view
of the firm and its prospects. It is critical for publicly traded firms to aim to get more analysts from
other brokerage houses to cover the storey, since they will have separate distribution from house
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brokers, implying that the strength of the stock narrative will be pushed to a larger institutional investor
base. Additional analysts are attracted through presentations twice a year at the time of a company's
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financial results, as well as extra one-on-one meetings and site visits if needed. It is vital for the Board
of Directors of a publicly traded firm to manage market expectations through frequent comments and
up-to-date market information, and analyst research notes are another influential way to do so.
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Skills and tools needed
Financial public relations employ many of the same skills and strategies as other forms of public
relations. One talent that overlaps with other PR strategies is the ability to identify the most relevant
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consumers for a company's communications and then find the most fascinating narrative or
perspective that is relevant to them. For example, while speaking with a trade magazine writer about
a client, the material provided will be more technical than a similar interaction with an investor press
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journalist, who will be more focused on the strength of the stock narrative and the market opportunity
for the firm. It is critical to be able to deal with clients, manage their expectations, and collaborate
closely with them. Writing abilities are essential since press releases and communications to media
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must be brief and to the point.
Challenges
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The regulatory environment under which listed businesses operate is the fundamental obstacle that
Financial PRs encounter. Although PR firms are not regulated by the Financial Services Authority
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("FSA"), unlike other advisers like as the client's Nominated Adviser and broker, listed businesses
must follow either the AIM Rules for Companies or the Combined Code, depending on the market on
which they are listed. Certain information, such as management's financial estimates, cannot be
released as a result. It also has an impact on the timing of information releases, because in order to
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maintain a fair and orderly market, all investors must have access to new information about the
company at the same time, i.e., giving a select few accesses to information that could affect the share
price would be against the rules of either market. Working with multiple advisers may be difficult, and
it is frequently the PR's duty to organise communication between advisers and the client. This entails
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organising strategy sessions for all stakeholders in order to agree on the language and tone of
announcements and investor presentations.
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Top dos and don’ts
1. Be consistent in your messaging, especially in terms of the amount of detail you provide.
2. Look at other firms in your clients' industries to see what kind of key performance indicators
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they use - adopting comparable ones will allow analysts and the press to swiftly assess you.
3. Develop a press and analyst following and maintain communication with them, especially
when there is terrible news.
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4. Analyse your clients' shareholder registrations on a regular basis to determine the sort of
investor with whom they should communicate (i.e., if they have a large retail investor holding,
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ensure that they are communicated with through investor press such as Shares magazine
and Investors Chronicle).
5. Collaborate closely with your clients' other advisers to ensure that you are all working toward
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the same strategic goals and expressing the same messages.
6. A constant drip-feed of market news will help to sustain an upwards increasing share price.
Because no news is considered bad news, keeping investors updated on a frequent basis is
critical to maintaining the share price.
7. Don't try to hide negative news; instead, be honest with shareholders.
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8. Communicate with the press throughout the year so that they understand the company's
narrative and are more inclined to write when there is news.
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The financial services sector encompasses a diverse variety of industries such as insurance, money
management, and digital banking. Financial services public relations aid in the development of a
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company's financial reputation. Consider financial services. Public relations can advertise your
company's performance and highlight partnerships with investors. Public relations are critical for
establishing trust with your target audience and improving a brand's reputation. The purpose of public
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relations is to develop a favourable brand image and to improve a business's relationship with its
audience.
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Here are some ways companies can benefit from financial services PR.
Launch Initial Public Offerings (IPOs)
If you want to go public, now is the moment to take advantage of everything public relations have to
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offer. Financial public relations will raise the organization's visibility at a critical juncture in its
existence. Public relations pros can develop a media relations plan to ensure that your IPO is
disclosed at the appropriate time and with the appropriate people. The Wall Street Journal and Inc.
are two prominent media publications that can assist you in increasing your company's visibility during
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this period.
Showcase Financial Performance

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Companies in the financial industry give stockholders and shareholders with quarterly and yearly
financial performance reports. The use of conference calls isn't the only option to give a report. Public
relations professionals can develop new methods to showcase your research and design language
(c
that portrays your report in a favourable manner. An annual report may be the company's first
opportunity to show itself to its audience.
Connect Directly to Customers on Social
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Public relations professionals can assist you in setting up and managing social media profiles on
LinkedIn, Twitter, Facebook, and Instagram. You may use social media to engage directly with
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present or future clients who may have queries about your company. A public relations team may also
coach you on how to respond to comments and direct communications on the platforms.
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Financial advisers are recommended to build a LinkedIn page since this platform allows you to
highlight your credentials and industry expertise. PR specialists may also develop social media
calendars to ensure that your social media channels remain active with interesting and relevant
content for your audience.
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Improve Your SEO
You must increase your search engine optimization in order to rank high in internet and Google
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search results (SEO). Public relations consultants can create SEO tactics to assist your financial
services firm improve the number of visitors to your website. SEO will assist you in standing out from
the crowd.
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Enhance Your Web Design & Copy
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In today's digital age, having an exceptional and effective website is critical. Users must be able to
navigate your website effortlessly. Your website should also make it obvious what you do and who
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you do it for. In addition, the arrangement of your price should be simple to grasp. Updating stock
photos, making it mobile-friendly, and removing ambiguous phrasing are all things that might help you
enhance your site. With the assistance of a public relations agency, your website will capture the
reader's attention in order to support new and existing clients. Your website should be a valuable
resource for the people you serve.
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Leverage Marketing Techniques
Email marketing is an excellent approach to contact your intended audience. Consider employing a
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public relations agency to create an annual newsletter that highlights your company's
accomplishments. Another marketing strategy for getting information about your firm into the hands of
potential clients is hardcopy brochures. Public relations can assist you in determining which marketing
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methods are most effective in reaching your target demographic.
Develop Key Messaging

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All firms, particularly those in the financial sector, should develop core themes that describe their
brand. The messages should be one or two words long and should convey a tale about your firm.
Consider creating a content calendar so that you can easily regulate how your information is
presented.
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1.2.6 Corporate PR
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Corporate communication refers to the internal and external communication that occurs between
distinct audiences with which the brand engages. Consumers and potential customers, workers, key
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stakeholders, the media and the general public, government agencies, and third-party regulators are
among the audiences. Corporate communication enables companies and organisations to
communicate with internal and external audiences such as employees, customers, potential
consumers, the media, the general public, stakeholders, government agencies, third-party regulators,
and so on.
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Corporate communications take several forms depending on the audiences they are aimed at. From
public relations and media relations to press releases, news conferences, and human resource
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management, Corporate Communications revolves around-
 Written words- (Promotional materials, reports, website copy, advertisements, memos, email,
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social media, press releases, etc.)
 Spoken words (Videos, press conferences, social media videos, meetings, interviews, etc.)
 Nonverbal communication (Photographs, infographics, illustrations, general branding, etc.)
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Corporate communications manage and channel all internal and external communications to ensure
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positive views among an organization's many stakeholders for transferring credibility, engagement,
coherence, ethics, information, message, and so on.
An organisation may express its goal, vision, and values through corporate communication. It centres
around management, marketing, and organisational communication-
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 Via management communication, external and internal audiences interact

 Via marketing communication, lead generation, conversions, sales, and ROI occur
 Via organizational communication, general public affairs, public relations,
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corporate advertising, investor relations, employee communication, and environmental

communications channelize
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 Responsibilities of Corporate Communication
Communication is just the exchange of phrases or information between two distinct cultures or
individuals. Furthermore, the requirement for effective communication is critical for a corporation.
(c
In the long term, the firm must create a consistent connection with its customers. Aside from that,
corporate communication is a critical component of the whole communication system. It refers to the
circumstance in which a corporate firm maintains contact with its customers. There should be a
consistent brand identity for the company across the market.
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Any abruptness might undermine the primary goal of business communication. It also represents the
company's boldness, which encourages more people to utilise their goods. Some even believe that
corporate communication has a significant impact in the success or failure of a brand. Furthermore, it
is dependent on a number of variables that might impact the outcome.
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 Using corporate branding to raise awareness of the "business or organisation behind the
brand"
 Minimizing disparities between an organization's or company's brand attributes and intended
identity;
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 Delegating communication activities and developing processes for making communications
choices;
 Channelling internal and external support for various organisational goals

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Working with foreign business enterprises to coordinate.
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 Types of Corporate Communication
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As previously said, corporate communication is supported by a variety of elements. Furthermore,

service staff are subject to the same conditions as users. These might include both external and
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internal elements related to the firm.
1. External Communication
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There is no doubt that external influences are important for corporate communication, yet every
organisation has a presence in the marketplace. This section includes a company's customers or
target audiences. They represent the brand's genuine image in the community and define the quantity
of sales. Even the corporation has great power over how these elements are handled. Some
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examples of the same are as follows:
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a. Advertisement Levels
Advertising will undoubtedly have a significant influence on corporate communication levels.
Companies invest thousands of dollars on a catchy slogan and a visually appealing brand logo.
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b. Media Influence & Public Relations
There is no question that the press and media will serve as spokespersons during the communication.
It is reasonable that everything featured in news coverage will reach your customers immediately.
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2. Internal Communication
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Internal variables, on the other hand, are associated with numerous operations that take place within
the company's walls. A corporation that is internally robust and sturdy will withstand the market's
many ups and downs. For a better understanding, some of the examples are,
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a. Group Discussion
A conversation among the staff will help to build overall team harmony. Employees should be
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professionally and emotionally attached to one another. They won't be able to withstand the strain of
the company's aim if they don't.
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b. Daily Reports
Reports should be issued on a frequent basis to maintain track of the overall success of the firm.
Several statements from the department might serve as a source of inspiration for the employees.
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 Benefits of Corporate Communications
In the majority of businesses, corporate communication is managed by a dedicated department. The

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major goal of the department is to offer certain methods that will eventually lead to a stronger
relationship with the consumers. We will now go through some of the advantages of the same-
)A
1. Avoid Miscommunication
Several polls have shown that a lack of communication between employees and management is
counterproductive. Managers must avoid making any remarks that may mislead personnel. Any
(c
potential blunder on their part might jeopardise the brand's reputation. Corporate communication
focuses on this element of the business and ensures that everything runs properly.
2. Better Services
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Because it encompasses all external aspects such as consumers, their requirements should be
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prioritised by the organisation. The employee should be deserving of the opportunity to resolve any
difficulties and satisfy the consumer regarding their product or service. If the consumer is sceptical,
you will never be able to establish a solid relationship.
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3. Transparency
Successful corporate communication will increase the firm's overall transparency. For example, if an
employee is confident in the company's culture and goals, he will undoubtedly give his all. The same
may be said about the customers. A corporation that has strong transparency practises can attract
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more consumers.
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4. Brand Awareness
At a time when millennials dislike being sold by advertisements, corporate communication is one of
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the most efficient strategies to educate people so that they can make educated purchase decisions.
This increases public relations, media relations, internal communication, and external communication,
all of which contribute to increased brand recognition.
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5. Boosting Employee Engagement

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Employee engagement is directly related to the success of any organisation. – Companies with high
engagement rates are also remarkable in terms of their internal communication strategy. Corporate
communications are critical to maximising employee engagement in any firm.
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6. Sparking Innovation
Innovation is essential for market survival and exponential growth. Corporate communication
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channels a company's culture of innovation. Corporate communication channels innovation in a

variety of ways, from inter-departmental cooperation to knowledge exchange to public relations.
)A
7. Improving Employee Productivity
Internal communication is regarded as the most critical aspect in understanding and meeting
employee expectations. In this way, it fosters a knowledge culture inside the organisation. It also
(c
fosters a problem-solving culture, which eventually increases productivity.

8. Attracting Top Talent
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Effective business communication is critical in attracting the top personnel for any firm. Some of the
corporate communication methods that attract top talent are media relations, brand ambassadors,
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demonstrating company culture, recommendations from engaged workers, and so on.
 How does Corporate Communication Work?
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There are several ways to put corporate communication to work for your firm; here are some of the
ways the communication team focuses on developing an effective corporate communication
programme.
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1. Brand Awareness (Corporate Identity): Establishing a company's reputation positions them
as household or workplace identities, capturing the audience's attention. Branding establishes
a company's identity, what it stands for, its goods, and what it represents to the public. It is
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the responsibility of corporate communication teams to establish positive message around the
brand and to lead its reputation not just inside but also publicly.
2. Brand Credibility (Corporate Reputation): Identity is what distinguishes the organisation
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from others, and it also relates to reputation. The dependability and knowledge that a
corporation claims based on the use of their product are the foundations of brand credibility.
Corporate communication departments curate the image to represent what is essential to the
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corporation's operation.
3. Brand Talent: Businesses are only as successful as their employees!
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4. Employee Engagement: Internal engagement from the top down is critical to the success of
any firm. Employees are brand ambassadors who, via their social reach, set the standard for
external communication. It is critical to provide employees with the correct tools and material
to share, as this may frequently have a direct influence on a company's financial success.
5. Employee Productivity: The more productive your employees are, the more income you
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make and the lower your costs.
 Functions of Corporate Communication

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1. Media and Public Relations:
This corporate communications role is concerned with how a firm interacts with the general public and
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the media. News conferences, interviews, and product debuts are all important aspects of media and
public relations. This also covers the creation of promotional items such as banners and flyers.
Writing and delivering press conferences to the media is another nearly certain approach to gain
attention.
(c
Another purpose of media and public relations is to control the news and discourse in the media about
brands, products, organisations, important employees, and members of management. Developing a
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strategy to turn around unfavourable press coverage in a way that makes you more appealing to your
target audience is an important aspect of their job. In short, corporate communication involves public
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relations, but public relations do not contain every function of corporate communication.
2. Customer Communication and Marketing:
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Although the two departments were once considered distinct, the distinctions between them are
increasingly beginning to merge. A brand's communication strategy is frequently translated into its
marketing strategy, and vice versa. Marketing emails, brochures, flyers, newsletters, website text, and
social media strategy are some of the duties performed by these divisions.
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3. Crisis communication:
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When a company encounters a crisis or an unexpected incident that has the potential to harm its
reputation, it is the responsibility of the corporate communications department to handle it
responsibly. Various organisations may have different definitions of a crisis. It is normally done with
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the assistance of qualified specialists and outside agencies. Communication with attorneys,
legislators, the government, emergency responders, and others may be among them. Advising firm
personnel on what to say and how to say it to the media during press briefings and interviews.
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The main goal is to ensure that the company's reputation is not contaminated, as well as that the
company's business does not incur damages.
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4. Internal Communication:
Internal communication in an organisation is typically the result of a partnership between the Human
Resources Department and the Corporate Communication Department. Internal communication
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includes writing memos and emails on corporate changes, news, and projects; developing printed
documents such as employee handbooks, etc.; assembling employee resources such as employee
benefits; and administering internal blogs, newsletters, and other communication content.
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 Difference Between PR and Corporate PR

)A
(c
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1. Communication
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Corporate communication is often concerned with internal dialogues inside an organisation.
Interdepartmental communication, communication with workers, shareholders, investors, and the
executive team are all important tasks.
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Public Relations (PR): PR communicates with the broader public outside of the organisation.
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Communicating with journalists, the media, pitches, social media, events, and so on are all part of the
Public Relations process.
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2. Scope of work
Corporate communication professionals are in charge of connecting every department in an

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organisation through staff newsletters, corporate websites, blogs, and other means. You must have
insider information and be able to communicate the organization's agenda to different personnel with
differing degrees of secrecy - and you must be able to do so successfully.
A public relations professional's major purpose is to manage an organization's reputation by

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generating and presenting noteworthy stories to the media, journalists, corporate events, and
marketing channels. When the company's reputation is in jeopardy, the PR staff is also in charge of
any reaction. They are also the company's spokesman and are in charge of engaging with the public
on the organization's behalf. They must be able to operate in a fast-paced atmosphere with constantly
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shifting priorities.
)A
3. Keep your eye out for
Corporate communication: If you work in corporate communications, you must know everything about
the company, including the future actions it will take, how workers see the company, what is being
said about the company internally, and how to handle interdepartmental disagreements.
(c
Public Relations: A member of a PR team must have an eye for the newest trends and be able to
leverage those trends to market the organisation in a way that garners press. It also helps if a public
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relations expert is a news addict. Overall, you must be able to maintain tabs on public perception of
your organisation and convey it within.
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1) The ____________is your greatest buddy if you're seeking for a tried-and-true model to apply
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your communications strategy.
a) PESO model
b) Work Flow Model
c) Business Model
d) Information Model
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2) What is the full form of IR?
a) Indicated Relations
b) Internal Relations
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c) Investor relations
d) Inwards Relations
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3) What is the full form of IPO?

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a) Income Public Offerings

b) Investment Public Offerings
c) Income Public Offerings
d) Initial public offering
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4) Brand Credibility is also known as _____________.

a) Corporate Reputation
b) Publicity Model
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c) Two-way asymmetrical model

d) RACE model
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5) _______________ is often concerned with internal dialogues inside an organisation.

Interdepartmental communication, communication with workers, shareholders,
investors, and the executive team are all important tasks.
(c
a) One Way Communication

b) Interpersonal Communication
c) Corporate communication
d) Two Way Communication
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6) What is the full form of NIRI?
a) National Investor Relations Institute

b) National Investor Relations Investment
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c) National Internal Relations Institute
d) National Investor Regional Institute
7) What is the full form of FSA?
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a) Financial Services Authority
b) Final Services Authority
c) Financial Services Ability
d) Financial Services Achievement
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8) What is the full form of FPOs?

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a) Final Public Offerings

b) First Public Offerings
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c) Financial Public Offerings

d) Financial Private Offerings
9) ____________ is a word used to characterise a company's continual communication

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with the investing community.
a) Public Relations
b) Investor relations
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c) Communication Relations
d) Media Relations
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10) What is the full form of NGO?
a) Non-profit organisation
(c
b) Non-Profit Orientation
c) Non-Purpose Organization
d) Non- Potential Organization
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Summary
 People in the public relations department handle the components of a crisis communication
strategy.
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 Employee relations are an organization's attempts to establish and maintain a favourable
connection with its employees.
 Employee relations policies should include the employer's philosophy, norms, and processes
for dealing with employee-related issues and resolving workplace conflicts.
 Working with the media is an important aspect of the public relations profession. The goal of
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public relations is to generate positive publicity for a client.
 To maintain the company's reputation and numbers, investor relations staff must achieve a
variety of objectives.

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An IPO is the most contemporary approach for a company to make money and establish its
market presence. The investor relations department is critical in reaching out to potential
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investors for this scheme.
 A member of a PR team must have an eye for the newest trends and be able to leverage
those trends to market the organisation in a way that garners press.
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 A public relations professional's major purpose is to manage an organization's reputation by

generating and presenting noteworthy stories to the media, journalists, corporate events, and
marketing channels.
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Activity
1. Write a case study on Corporate Communication.

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Glossary
 Media relations is a public relations instrument that may effectively promote a company's
development at practically any stage. It will aid in the development of brand awareness in a
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new market or reinforce its expert position in the eyes of existing receivers.
 PESO stands for "paid, earned, shared, owned," and it is a method of categorising all of a
brand's marketing channels into different segments
)A
 Brand Awareness (Corporate Identity) is establishing a company's reputation positions them

as household or workplace identities, capturing the audience's attention.
 Corporate communication refers to the internal and external communication that occurs
between distinct audiences with which the brand engages.
(c
 When a business becomes active in the community, this is referred to as community relations.
 Government Relations is concerned with how an organisation interacts with the government,
as well as its many departments and officials.
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 The investor relations department is a branch of a corporation, often a public firm, whose
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mission it is to give investors with an accurate description of the company's operations.
 Financial public relations eventually address investors of all sizes, with the goal of
communicating the positives of a company's stock narrative in order to maintain an upwardly
trending share price.
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 Communication is just the exchange of phrases or information between two distinct cultures
or individuals. Furthermore, the requirement for effective communication is critical for a
corporation.
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1. Explain the concept of Corporate Communication.
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2. What is PSEO Model? How you can use the PESO model to build a strong media relations
strategy?
3. What is Corporate PR and Financial PR?
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4. Explain the concept of Investor Relations.
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Further Readings
1. https://www.marketing91.com/corporate-communication/
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2. https://www.simpplr.com/blog/2020/what-is-corporate-communications/
3. https://www.koffeetech.com/what-is-corporate-pr-and-why-is-it-important/

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1) a)
2) c)
3) d)
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4) a)
5) c)
6) a)
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7) a)
8) b)
9) b)
10) a)
(c
Unit 3: Differentiation
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Objectives
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 Understand the concept of Advertising

 Learn about Propaganda
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 Brief about Public Relations
 Understand Marketing
 Learn about Publicity
 Understand difference between PR, Propaganda, Advertising, publicity, Marketing
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Introduction:
Publicity vs. PR
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The primary goal of PR is to direct media attention to a company's or organization's products or
services, whether through news coverage, feature stories, or blogs. All of these are employed in
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public relations; in higher education, we leverage alumni, professors, and academic research in
articles to build exposure for an institution.
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The distinction between the two is found in the final purpose of each; publicity does not seek to affect
public opinion in any particular direction. It just directs the public's attention to something. PR, on the
other hand, particularly strives to build and sustain good opinions, and when done incorrectly, the
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results may be devastating. In terms of higher education public relations, we want a potential student
to read a story about an excellent university graduate and think, 'hmm, maybe I might study there.' So,
contrary to common perception, poor PR does exist.
Marketing Vs. PR
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Marketing is a management practise that deals with the purchase and sale of goods and services.
Marketing activities include product design, warehousing, packaging, advertising, branding, selling,
and pricing. Essentially, marketing encompasses everything a business does to acquire and keep
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clients.
PR is concerned with reputation management through producing favourable media publicity in order
to influence public opinion. PR is concerned with maintaining positive connections with anybody who
)A
has an interest in the organisation, and it reaches a larger audience than marketing, including
consumers, media, employees, and stakeholders. It is not about selling a product, but about
influencing public opinion.
(c
Their objectives are vastly different. Marketing's goal is to reach customers and persuade them to
think, believe, or do a sales-related action; it is about selling a product or service. PR is primarily
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concerned with selling' a firm or organisation by positively managing public opinion.
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Furthermore, PR entails third-party endorsements; we pass on data and stories to journalists, who
incorporate them in their work because they are actually intriguing. We do not pay them for any
features, unlike in marketing. As a result, PR is more real and authentic than any of the industries to
which it is compared.
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Propaganda and PR
Propaganda and public relations are comparable in several ways: both strive to change perceptions
and affect public opinion, both employ mass media, and both target specific audiences. The final goal
for both is to compel individuals to take action.
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The most significant distinction is the truthfulness of the messaging. Propaganda manipulates the
public's perception of an ideal, cause, or political objective by employing prejudice, half-truths,
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disinformation, and terror. Propaganda seeks to instil a mindset of us against them - you vs. the other.
Facts are used in public relations, and they may be verified. To convey information between an
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organization or individual and its public, public relations depend on logic and, at times, emotion. When
pitching to a journalist or sending out a press release, the usage of verified data is critical, since
erroneous information might harm your credibility with the journalist.
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So, when it comes to marketing, publicity, propaganda, and public relations, they may be considered
to do so. Similarities abound, particularly with exposure being a component of the greater PR
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process. However, keep in mind that there are some significant and fundamental distinctions between
them.
1.3.1 Distinction between PR, Propaganda, Advertising, publicity, Marketing

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 Advertising
It is a type of communication that is used to promote certain products, services, or causes in order to
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persuade others to respond in a certain way. It is one of the four marketing keys, and the character of
the communication is persuasive and impersonal.
)A
Advertisements initially appeared in London's weekly newspapers in the seventeenth century. Such
advertising was prospering by the seventeenth century. However, the first advertising agency were
not founded until the eighteenth century. They served as a middleman in the process of buying and
selling advertising space in newspapers. They were manufacturing promotional messages, including
(c
copy and artwork, by the early twentieth century.

Advertisements are mainly backed by enterprises aspiring to publicize their commodities or services.
However, they can also be used to disseminate public service messages to publicize causes,
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charities or political candidates.
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Advertisements are mostly supported by businesses looking to market their products or services.
They can, however, be used to transmit public service messages in order to popularise causes,
charities, or political candidates.
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Advertisements, while founded on facts, are constructed in such a manner that they leave an impact
on people's thoughts and convince them to subscribe to the products or services being marketed.
Advertisements, for example, utilise a range of symbols and eye-catching visual displays to capture
people's attention.
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Some of the key channels via which advertising enters people's life are as follows:
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1. Print Media: Includes Newspapers and Magazines.
2. Broadcast Media: Includes Radio and Television.
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3. Secondary Media: Supports print and broadcast media e.g., posters and billboards.
4. Social media: With the expanding popularity of the internet, social media is
viewed as a key advertising platform. For instance, Google, Facebook, and so
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on.
5. Product Placement: This is the process of getting awareness for a product by
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including it in television shows and films.

6. Direct Marketing: Direct marketing is the advertising of products or services
through interpersonal interaction with potential customers, such as emails,
messages, SMS, and so on.
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Advertising is separated from Personal Selling by distinctions in communication style. In contrast to

Personal Selling, the message conveyed in Advertising is impersonal. That is, it is not directed at a
single person. It also differs from Public Relations insofar as the content of the message disseminated
in advertising is firmly controlled by its sponsors. In many countries, advertising serves as a major
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source of income for the media through which it is done.

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 Propaganda
It is simply described as the spread of information, which is sometimes twisted or misinterpreted in

order to win public support for a cause (typically political) or a point of view. The term's etymology
(c
may be traced back to the seventeenth century. It was given currency for the first time by a
missionary organisation entitled Congregatio de Propaganda Fide, which was created by the Pope in
1622 to refer to the propagation of its beliefs. The phrase has a negative connotation since it was
widely employed by Nazi Germany and the former Soviet Union to rally support for their ideals and
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programmes during the inter-war era from 1919 to 1939.
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Propagandists stress those components of material that support their cause or perspective and de-
emphasize those elements that do not support their ideas or cause while spreading information.
Propagandists spread falsehoods and misleading remarks in order to gain support for their
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viewpoints. Propaganda is distinguished from advertising by the manipulative character of the
information it disseminates. Propaganda is employed in all aspects of life, including the social,
economic, and political. However, it has the greatest impact in the political sphere.
The following are some of the most important aspects of Propaganda:
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1. Methods of Presentation: The art of presentation is at the core of propaganda since
it is through presentation that a falsehood or half-truth may be converted into truth
and vice versa.
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2. Techniques of Gaining Attention: Following the presentation of a certain point of
view, the following stage is to capture the attention of the target audience. A multitude
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of means are utilised for this, including radio, television, motion pictures, print media,
conferences, and the internet, among others.
3. Devices for Gaining Response: One of the primary goals of propaganda is to elicit
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a favourable response from the target audience. The Propaganda Department

employs a range of symbols, pictures, sentimental and emotional appeals to
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accomplish this.
4. Methods of Gaining Acceptance: The ultimate purpose of propaganda is to win
acceptance among people so that the point of view, concept, cause, or product
becomes part of the people's common sense.
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 Public relations
As the name indicates, public relation (PR) is intended to strengthen your brand's engagement with
the general public. It's a great method to spread the word about your company and, more importantly,
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to develop trust.
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To comprehend public relations, consider it in two parts: the PR campaign and the outcomes that may
be obtained from that effort.
The PR campaign is the outreach that a media specialist or PR professional conducts to spread a
certain message that your business want to spread. For example, if your B2B company just pledged
(c
to ensure that one-third of its board is comprised of people of colour, you'd want to share that
information with the media. Someone on your team or a B2B PR agency might pitch reporters and
bloggers, or possibly collaborate with your leadership to create a video conveying the news and
explaining why it's vital. This might result in several sorts of media attention. Here are a couple such
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examples:
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• A news storey emphasising your company's commitment to diversity
• A remark from your CEO in a journal paper regarding the choice
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• A prominent blog published an interview with a new board member.
• A photography tale highlighting your brand
One of the most important aspects of public relations is that it is earned media. That is, it is something
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that other people write about you, whether they are journalists, bloggers, or industry insiders, and
your brand has no control in what they write.
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So, while your agency or PR team provides material to those writers and reporters, they do not have
the authority to authorise what is written or how it is presented. There's also nothing stopping the
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writer or reporter from conducting their own research to support or enlighten the article they're working
on. If this seems frightening to you, you're not alone. Many B2B firms are weary of PR for this same
reason, having become accustomed to controlling their message through blogs, eBooks, whitepapers,
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and infographics (this is known as owned media, by the way).
But here's the thing: you can't create trust with your audience only through advertising (paid media)
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and your own content (owned media). These are key elements of the entire marketing jigsaw, but
because consumers are becoming increasingly sceptical of promotional material and advertisements,
you must invest in additional methods to persuade your audience why they should select your B2B
company over another.
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When should I use PR?
PR is most effective when done on a continuing basis, rather than merely when there is a major
product announcement or a new development.
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Public relations may be used on a regular basis to maintain your name in the public eye. Whether it's
providing quotes for news stories about your industry or conducting longer interviews for spotlight
)A
pieces, the more frequently your brand contributes something to a larger industry or trending
conversation, the more likely your audience will see you as a reliable, knowledgeable resource when
it comes time to make that B2B purchase. However, there are times when public relations may be
very beneficial. Following are some examples:
(c
• Something noteworthy occurs with your brand, such as the hiring of a new CEO, the
development of new technology, or your company's participation in a bigger industry
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endeavour.
• You introduce a new product or service.
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• You're branching out into a new market or region.
• You're reinventing yourself.
• Your company's brand or a member of your leadership earns an honour or recognition
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• Your firm goes through a merger or acquisition.
• You reach a significant milestone or celebrate an anniversary.
• You're raising capital or planning a departure.
• You're in the midst of a crisis.
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 Marketing
Marketing is a wide phrase that encompasses any tactics, actions, or methods used by a company to
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interact with potential clients. Public relations are a type of marketing. Marketing is done through
social media efforts. So is content marketing, which can include blogging, video, podcasting, and
other forms of media. In general, the following marketing methods should be implemented regularly
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by your B2B brand:
 Content marketing: Content marketing includes all of your owned media, such as blogging,
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writing guest pieces, creating videos, holding webinars, podcasting, and so on.
 Social media marketing: Social media marketing entails maintaining an active presence on
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at least one social media network. Prioritize quality over number, therefore focus on
establishing a strong presence on one or two platforms rather than spreading yourself too thin
over five or six.
 Email marketing: remain in touch with your audience by sending out focused, frequent
emails.
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 PR: Public relations may be used on a regular basis to maintain your name in the public eye.
Whether it's providing quotes for news stories about your industry or conducting longer
interviews for spotlight pieces, the more frequently your brand contributes something to a
larger industry or trending conversation, the more likely your audience will see you as a
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reliable, knowledgeable resource
These are the marketing activities you should engage in as frequently as your resources allow and/or
)A
for media-worthy events such as product launches, announcements, and so on:
• Influencer marketing: collaborating with an influencer who reaches audiences in your field
or an area you want to break into;
(c
• Video marketing: producing social videos or YouTube videos (or better yet, repurposing
your YouTube videos into smaller, bite-sized social videos)
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• Experiential/event marketing: organising in-person brand activations, virtual panels,
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product demos, and other events.
 Publicity
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Publicity is the transmission of a brand, service, or business by the placement of commercially
significant news about it in the media without explicitly paying for time and space.
Simply said, publicity is the dissemination of information to the general public through media coverage
and other non-paid mass media outlets.
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 Publicity is not a method, but rather the product of a smart public relations plan in which
marketers are successful in giving favourable information to media and other third-party
 si
outlets such as bloggers, vloggers, podcasters, and so on.
Publicity is described as the process of delivering information to the general public via media.
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It might take the shape of news, articles, event information, or write-ups that raise people's
knowledge and credibility about a brand, product, or the company that provides them.
 Publicity seeks to reach the greatest number of individuals in the shortest amount of time. It is
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a non-paid type of communication that is not within the company's control. It might be a good
evaluation of a product, such as a mobile phone, television, or refrigerator, given by a pleased
client, or information published in the newspaper about the high-quality services offered by a
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firm, or it can simply be word of mouth, etc. In a word, publicity has nothing to do with a
company's sales; it is all about raising public knowledge of a product through editorial or
neutral comments.
How Does Publicity Work?

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Typically, brands hire a publicist who is tasked with generating and managing publicity for the brand,
service, business, or public person by influencing the news media to report on the same in the most
favourable light possible.
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Publicists discover noteworthy parts of brands and offers, such as speeches, interviews, remarks, or
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social work by brand representatives, ambassadors, and so on, and propose them to the same media
sources as potential reporting topics. While brand publicity does not necessitate the purchase of
advertising time and space, it does necessitate some effort on their part. Publicists employ a variety of
methods to produce news articles about the brand. They are as follows:
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 Press release: A press release is a brief, captivating tale prepared in a precise format to alert
local media outlets about important news or company information. It might be general news, a
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new product launch, an event, or a brand's expert opinion on a certain topic.

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Networks: Public relations professionals and publicists cultivate media people relationships
in order to boost their brand's media coverage.
 Digital Media: Brands utilise digital marketing methods such as social media marketing to get
the attention of their target demographic and media sources.
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Objective Of Publicity
The primary goal of publicity is to gain public exposure, knowledge, and attention in order to channel
information about a brand or an offering in order to develop goodwill, stimulate demand, or affect
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public opinion.
Furthermore, publicity strives to:
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Build Brand Image: Publicity aims to communicate brand values, mission, and vision through
credible channels such as news outlets, blogs, and opinion leaders. This assists the firm in
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naturally building its brand image.
 Remove Misunderstanding: Often, a company may be a victim of misunderstanding or
misinformation among the target audience. Publicity aims at removing such misunderstanding
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and maintaining the goodwill of the company.

 Stimulate Interest and Demand: Often, a corporation will be the victim of misunderstanding
or disinformation among its target audience. Publicity attempts to clear up such
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misunderstandings while still preserving the company's goodwill.

 Stimulate Interest and Demand: When product information naturally reaches the target
audience, it immediately stimulates their interest and boosts the product's demand.
Characteristics Of Publicity
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Publicity has the following five characteristics:

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 Non-Paid Form: Publicity is a type of non-paid promotion. The media attention is

entirely spontaneous.
 Driven By Media: Publicity is driven by media outlets, which give the shared
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information a viral boost by publicising it.

 No Control: The brand has no say over the message, time, frequency, information,
or medium.
 Focuses On a Broader Audience: Publicity is not targeted marketing. It focuses on
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the shotgun strategy, in which information is disseminated to a larger audience.

 Credible: Because it employs trustworthy channels such as news sources, the
target audience believes publicity to be a more credible type of communication.
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 Short-Term Focus: Publicity is a promotional approach aimed at achieving
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short-term objectives such as product introduction, event promotion, and so
on.
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Fill in the blanks:
1) _____________ is a management practise that deals with the purchase and sale of
goods and services.
a) Marketing
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b) Publicity
c) PR Strategy
d) Press Relations
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2) Public relations are a type of_____________.
a) Publicity
b) Media Relations
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c) Marketing
d) Community Relations
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3) ____________is the transmission of a brand, service, or business by the placement of

commercially significant news about it in the media without explicitly paying for time
and space.
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a) Publicity
b) D
c) D
d) D
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)A
4) A _____________is a brief, captivating tale prepared in a precise format to alert local

media outlets about important news or company information.
a) Investors Relation
b) Research
(c
c) Press Release
d) Product Awareness
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5) _______________ is driven by media outlets, which give the shared information a viral
boost by publicising it.
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a) Research Analysis
b) Publicity
c) Policy Formulation
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d) Stimulating demand
True/False
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Tell which of the statements are true and which of the statements are False:
1) Advertisements initially appeared in London's weekly newspapers in the seventeenth century. (

)
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2) PR is not concerned with reputation management through producing favourable media publicity
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in order to influence public opinion. ( )
3) publicity is the dissemination of information to the general public through media coverage and
other non-paid mass media outlets. ( )
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4) Publicity seeks to reach the smaller number of individuals in the long span of time. ( )
5) Public relations are a type of marketing. ( )
6) The primary goal of publicity is to gain public exposure and knowledge in order to channel
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information about a brand or an offering in order to develop goodwill. ( )

7) Brand publicity does necessitate the purchase of advertising time and space. ( )
Summary
 The primary goal of PR is to direct media attention to a company's or organization's products

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or services, whether through news coverage, feature stories, or blogs.
 PR is most effective when done on a continuing basis, rather than merely when there is a
major product announcement or a new development.
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 Publicity is described as the process of delivering information to the general public via media.
 Brands utilise digital marketing methods such as social media marketing to get the attention
)A
of their target demographic and media sources.

 Publicity aims to communicate brand values, mission, and vision through credible channels
such as news outlets, blogs, and opinion leaders.
 PR is concerned with maintaining positive connections with anybody who has an interest in
(c
the organisation, and it reaches a larger audience than marketing, including consumers,
media, employees, and stakeholders.
 Marketing activities include product design, warehousing, packaging, advertising, branding,
selling, and pricing.
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 The art of presentation is at the core of propaganda since it is through presentation that a
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falsehood or half-truth may be converted into truth and vice versa.
Glossary
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Content marketing includes all of your owned media, such as blogging, writing guest pieces,
creating videos, holding webinars, podcasting, and so on.
 Social media marketing entails maintaining an active presence on at least one social media
network.
 A press release is a brief, captivating tale prepared in a precise format to alert local media
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outlets about important news or company information.
 Marketing is a wide phrase that encompasses any tactics, actions, or methods used by a
company to interact with potential clients.


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Content marketing includes all of your owned media, such as blogging, writing guest pieces,
creating videos, holding webinars, podcasting, and so on.
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Social media marketing entails maintaining an active presence on at least one social media
network.
 Email marketing remain in touch with your audience by sending out focused, frequent
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emails.
 Advertising is a type of communication that is used to promote certain products, services, or
causes in order to persuade others to respond in a certain way.
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Further Readings
1. https://askanydifference.com/difference-between-advertising-and-propaganda/
2. https://zenmedia.com/blog/key-differences-between-pr-marketing-and-advertising-and-when-
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you-should-use-each-for-your-brand/
3. https://keydifferences.com/difference-between-publicity-and-public-relations.html

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Fill in the blanks:
1) a)
)A
2) c)
3) a)
4) c)
5) b)
(c
True/False
1) T
2) F
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3) T
4) F
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5) T
6) T
7) T
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Unit 4: Managerial Discipline
Objectives:
In this unit, you will be able to:
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 Understand concept of Managerial Discipline
 Learn Internal Communication

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Understand the significance of Internal Communication
Explain the benefits of Effective Internal Communication
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 Learn about Principles of Effective Communication
Introduction:
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Management as a discipline refers to the body of knowledge associated with the study of basic
administration concepts and practises. It outlines a code of behaviour for the manager to follow as
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well as several ways for successfully managing resources. Management as a discipline establishes a
code of behaviour for managers as well as several techniques of operating a business. Management
is a course of study that is now systematically taught in institutes and universities. A person can gain
job as a manager by finishing a prescribed course or by receiving a degree or diploma in
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management. Discipline is defined as any field of knowledge that meets the following two criteria:
1. Scholars and intellectuals who share important information through research and publications are
required.
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2. Education and training programmes should explicitly transmit information.
Management qualifies as a discipline since it solves both of these challenges. Though it is a relatively
)A
young field, it is expanding at a rapid pace.
1.4.1 PR interface with other Managerial disciplines

(c
Internal communication does not refer only to those few “official” channels of
communication within your organization, such as internal newsletters, notice boards
or staff meetings. It is not a process that goes from the top, the Chief, to the bottom,
the intern. Rather, internal communication refers to the almost constant interactions
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within your organization that convey meaning. Therefore, internal communication
encompasses both overt communication like meetings, memos etc., and more casual
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forms of communication such as gossip, pleasantries and body language.
Significance of internal communication
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Internal communication is significant in any organization because it is the building block of the
organizational culture. The organizational culture is the atmosphere of the organization based on its
values, mission and work processes. When every member of the organization holds the same values,
understands the work policies and procedures in the same way, and is focused on the same mission,
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the organizational culture promotes much more effective use of resources then under a culture that is
more diffuse in its interpretation.
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Within the non-governmental community, internal communication and its effects on organizational
culture is just as important as in the corporate sector, perhaps even more so. Just because your
organization has what you believe to be a clear mission, based on basic values of human dignity and
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human rights, does not mean that all members of your organization interpret that mission and those
values in the same manner. Within this hypothetical organization, there is no communally held
interpretation of the organization’s mission. The executive director and the project manager may not
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necessarily be working at cross-purposes, but they are not working as effectively together as they
could be. Effective internal communication can ensure that all members of an organization are
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working towards a common goal and assisting each other effectively.
Benefits of effective internal communication
When your organization is communicating effectively with its internal stakeholders,

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whether they are employees, management or volunteers, it develops a cohesive

culture where everyone is focused on the same goals and has the same objectives.
By working within a cohesive culture, your stakeholders can work more efficiently
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together and collaborate more effectively. Some specific benefits that can result
from effective internal communication include:
 Employees can make more decisions themselves since they have the tools
)A
and knowledge to know the "right" decisions in line with the organization’s
goals;
 Staff can identify better with the goals, mission and procedures of the
organization, which can result in a sense of "making a difference" and
(c
increase effort and efficiency;

 Programmes and departments share more resources and information resulting
in less duplication of work and stronger impact as a whole organization
 Day-to-day conflict can be reduced since a lot of conflict is the result of
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conflicting ideas on what is important to the organization;
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Although effective internal communication may not bring about all of these results for all
organizations, it can go a long way towards building an organizational culture where people work
together effectively towards a common goal.
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Principles of effective internal communication
Unlike with external communication, organizations often fail to strategically plan their own internal
communication. In other words, internal communication is usually either arbitrary or incomplete and if
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planned, tends to be planned only in reaction to specific events (downsizing for example). However,
effective internal communication is planned, not only to deal with specific issues, but for the long-term
well-being of the organization.
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Some basic principles to keep in mind when creating your strategic internal communication plans are:
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 Develop a long-term focus
 Identify clear values for your organization
 Define the specific goals for your internal communication strategy
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 Use comprehensive, pervasive methods

 Be consistent in your messages
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True/False:
1) Management does not outline a code of behaviour for the manager to follow as well as
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several ways for successfully managing resources. ( )
2) Internal communication is significant in any organization because it is the building

block of the organizational culture. ( )
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3) Within the non-governmental community, internal communication and its effects on

organizational culture is just as important as in the corporate sector, perhaps even
more so. ( )
)A
4) Programmes and departments share less resources and information resulting

in more duplication of work and stronger impact as a whole organization. ( )
5) Effective internal communication is planned, not only to deal with specific issues, but for the
(c
long-term well-being of the organization. ( )

6) Internal communication is not significant in any organization because it is the building block of
the organizational culture. ( )
7) The organizational culture is the atmosphere of the organization which is not based on its
values, mission and work processes. ( )
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8) Education and training programmes should explicitly transmit information. ( )
9) Scholars and intellectuals who share important information through research and publications
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are required. ( )
10) Internal Communication is a process that goes from the top, the Chief, to the bottom, the
intern. ( )
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Summary
 Internal communication is significant in any organization because it is the building

block of the organizational culture.
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 When your organization is communicating effectively with its internal stakeholders,
whether they are employees, management or volunteers, it develops a cohesive
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culture.
 Staff can identify better with the goals, mission and procedures of the
organization, which can result in a sense of "making a difference" and
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increase effort and efficiency.
 Effective internal communication can ensure that all members of an organization are working
towards a common goal and assisting each other effectively.
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Activity
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1. Write a case study on Internal Communication.
Glossary
 Management as a discipline refers to the body of knowledge associated with the study of
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basic administration concepts and practises.
 Internal communication does not refer only to those few “official” channels of
communication within your organization, such as internal newsletters, notice boards
m
or staff meetings.
 Cohesive culture is where everyone is focused on the same goals and has the same
objectives.
)A
1. What is Managerial Discipline. Explain how an Internal communication is building block of the
(c
organizational culture?
Further Readings
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1. https://askanydifference.com/difference-between-advertising-and-propaganda/
2. https://zenmedia.com/blog/key-differences-between-pr-marketing-and-advertising-and-when-
lin
you-should-use-each-for-your-brand/
3. https://keydifferences.com/difference-between-publicity-and-public-relations.html
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1) False
2) True
3) True
4) False
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5) True
6) False
7) False
8) True
9) True si
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10) False
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Unit 5: Tools and Techniques of PR

Objectives
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 Understand Press Release and need for a Press Release

 Learn Overview of Press Release Looks
 Understand How to write a killer press release
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 Learn about Fact Sheets

 Identify the Need to create a fact sheet
 Learn Importance and steps to create a Fact Sheet
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 Understand Press Kits

 Learn things that should be included in Press Kits
 Understand Video News Releases
)A
 Explain the Elements and benefits of a Video News Release

 Learn the disadvantages of Video News Releases
 Explain Tips for A Successful Video News Release:
 Learn about Employee/Member Relation Programme
(c
 Understand Importance of Employee Relations

 Explain the 7 Strategies to Improve Employee Relations
 Learn about Community Relations Programme
 Learn the Importance and guidelines of effective Community Relations
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 Understand Financial Relations Programme

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Understand Financial Public Relations Strategies
 Learn what are Events
 Explain reasons why PR needs to be part of event planning.
 Understand Publications
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Introduction
1.5.1 Press Releases
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A press release is a written document intended for the media, sometimes known as the press, that
announces something newsworthy. A press release is a tool designed to announce something
newsworthy in the most neutral manner possible. The entire objective of a press release is to gain
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publicity and attention from a certain audience. To be able to write an effective material, it is
necessary to understand its structure:
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si
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Reasons for a Press Release

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There are a number of situations that might call for the use of a press release, such as:
 Company announcement - A press statement is required for any restructuring, expansion,

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relocation, new sites, strategic alliance, or new financial backers or investors.
 Product announcement - A press release might be used to introduce new items, upgraded
products, new brands, or new retail locations carrying the product.
)A
 Initiative announcement - A press release would be ideal for new internal or external
projects that have an influence on the company's community.
 Employee announcement - Press releases are appropriate for new recruits and promotions.
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 Honours or awards - Honours or special recognition bestowed upon firm, product, initiative,
or personnel are all deserving of a news release.
 Research results - Disseminating the findings of a survey or research connected to the
business.
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"Who cares about this information?" is the crucial question to ask oneself before producing one. And
as long as the response is people who will seek information from the press, you're on the correct road
with your press release. On the other hand, if the only people who would be interested in this
information are your family and friends, or even your workers, then a public news release is
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unnecessary.
 Overview of Press Release Looks
You must deliver it in press release format to make it apparent to members of the press — reporters,
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writers, and editors – that the material you're providing them is a news release for their use, not an
advertising or letter to the editor. Yes, there is a precise structure that should be followed when writing
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a press release. Some of the important aspects are as follows:
 In the top right or left corner, write "Media Contact," followed by the name, phone number,
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and email address of the person reporters should contact if they have any questions.
 Include the date on which the material can be made public below that, on the left side of the
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page. If you need it right away, enter "for immediate release." If you're not going to make the
news public until a later date, put "Embargoed till [date]."

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Include a headline that summarises the material in the press release in the middle or left of
the page. "Jones Promoted to General Manager," for example, or "The Who see what sit
Named Top Toy of 2016."
 Some press releases include a subhead on the next line to provide further information,
although this is optional.
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 Include the city and state you're in, formatted in all capitals, on the next line, which is the first
line of your release, as well as the date you're making the announcement. "CHICAGO,
ILLINOIS — November 21, 2017." Then begin your announcement.
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 Write in an inverted pyramid arrangement, with the most significant information in the first
sentence, the second most important in the second, and so on. This manner, if an editor
wants to cut content from the bottom, you can be confident that only the most important facts
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were left out.
 Double space your paragraphs.
 End with the symbols, “###” in the center at the bottom of your release.
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 Send it to
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Your next difficulty will be to get your press release into the hands of the news media who are most
likely to be interested in what you have to say. So, consider who is likely to be interested in your
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news. This might include:
 Your local business community
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 Your customers
 Your prospects
 Influencers who refer your business
 Potential business partners
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 Your vendors
 Other companies in your industry
 Thought leaders in your space
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Then, build a list of news sites that could be interested in the information you're offering and email it to
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them. Email is acceptable.
A well-written, correctly designed press release delivered to the relevant reporter may result in
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thousands, if not tens of thousands, of dollars in free exposure.

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 How to write a killer press release
Being a PR software tool, we see hundreds of press releases pass through our system every day.
These are the key components of the ones that make big news:
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Attention-grabbing headline - The most critical aspect of any press release is the headline. The
headline is read by 5 times as many people as the body text. Be data-driven, summarise your primary
argument in 10-20 words, and keep your reader's interests in mind.
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Structured format - A systematic style provides reporters with a well-organized setup for your
narrative. The first line should always provide the date and location of the event—your it's 30-second
elevator pitch. Your press statement should address the five W's: who, what, where, when, and why.
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Additional bullet points can assist in summarising major results, and your second or third paragraph
can add further context. End your press release with "###" in the centre, above the boilerplate.
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Factual writing style - The golden rule of public relations is "show, don't tell." Your press release
should contain accurate information on the product, person, or event being covered. Keep the
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adjectives to a minimum and the fluff to a minimum.
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Boilerplate - Your company is not well-known to everyone. A boilerplate contains background
information as well as a brief explanation of what your organisation performs.
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Media kit - You have no influence over what people write about, but you do have control over the
pictures they use. A media kit is a folder containing downloadable elements that support a narrative,
such as high-resolution photographs, videos, data visualisations, and technical specs. More
information about media kits may be found here.
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Quotes - A human voice in a tale adds a personal touch, and journalists frequently utilise quotations
to enhance their articles. To save journalists time and effort, cite essential stakeholders.
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Other coverage - Is your storey being covered by another publication? To increase your reputation
and trustworthiness, link news items to your press release.
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Contact info - It is critical to have clear links to contact information and spokespeople so that
journalists may follow up by phone, email, or LinkedIn. Provide basic contact information such as
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name, role, phone number, email, and social media links to accommodate their chosen channel.
Make it obvious that they will also have access to a corporate representative, such as the CEO, to
make it more desirable.
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SEO & Analytics - Backlinks are used by search engines to rank websites. If a high-ranking website
gives a backlink to your website, you are likely to receive part of that traffic; thus, encourage
journalists to link to your release. This may be a data source, a hosted report, in-depth research, or a
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fact sheet - anything to get a publication to connect back to your domain. It is critical to include UTM
codes in your URLs for tracking so that you can track and assess the performance of your sources.
This is a very easy but important step in being able to measure everything you perform.
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1.5.2 Fact Sheets
A fact sheet is a brief, typed or handwritten document that covers the most important facts on a
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certain topic in the least amount of space. The purpose is to present facts and significant points about
a topic in a clear, succinct, and understandable manner. Students must pick what is most essential,
arrange it, and convey it in their own words while creating a fact sheet. All three of these behaviours
are related to how people learn and are associated with enhanced knowledge retention. The fact
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sheet can then be used in class and for study.

A fact sheet, also known as a factsheet or fact file, is a one-page document that contains information
and statistics about a company, start-up, organisation, or the product or service they offer.
Fact sheets have been widely utilised to provide health-related information. 99 percent of nurses
polled in a recent study rated research-based healthcare fact sheets as outstanding in terms of
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efficiency, utility in practise, and relevance in improving practise (Valente, 2005). The majority of
nurses agreed that fact sheets were the greatest approach to learn about research and use it in
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practise, and they reported utilising fact sheets in both their personal and professional life. How could
you use fact sheets in your environment, if they were used to increase patient education and train
new nurses?
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A fact sheet visually summarises all of the relevant information, facts, and numbers around a certain
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issue using files, charts, photographs, and so on. Fact sheets frequently include information about the
firm, product information, statistics, technical data, FAQs, lists, "how-to" pages, instructional content,
and so on. When developing fact sheets, you should take great effort to ensure that they are clear,
crisp, and succinct. They are frequently shown in a graphic fashion to highlight important information.
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Need to create a fact sheet
Here are some ways fact sheets are used by companies:

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 Product or service fact sheets can be created for distribution to clients, partners, or prospects
by the sales and marketing teams.
 A start-up information sheet might be created to serve as an introduction to investors.
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 Internal reporting can benefit from fact sheets. On example, the finance department can
develop and disseminate fact sheets for the company's third-quarter profits to employees and
shareholders.
 Organization fact sheets for human resources.
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 Fact sheets as marketing material and sales enablement content.

 Public relations and media relationship fact sheets may give journalists all the information
they need to write about you.
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Fact sheets are required for all sizes of businesses and have a wide range of applications. However,
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before you create a fact sheet, you should always be clear about its objective and target audience.
Only then will you be able to design an informative information sheet that your readers will read and
like.
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Things to know before writing a Fact Sheet
There are a few things one must keep in mind before creating a fact sheet. These include:
 A fact sheet should ideally be one page length.
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 The material in the fact sheet should be succinct and to the point.
 Because visual information is easier to understand, a fact sheet should include tables, charts,
graphs, and bullet points.
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Fact sheets should be easy to read.
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Include a strong call to action at the end (a phone number, your email address, your social
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media links, etc).
 Importance of a Fact Sheet

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Now that you have a basic understanding of what a fact sheet is, let me explain its significance and
function in the success of a business:
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1. Saves time
Fact sheets are usually one page long. As a consequence, they save the reader a lot of time by
providing all critical information (without leaving anything out) on a single page.
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Because fact sheets are aesthetically appealing at first, a reader may quickly and easily skim through
a significant quantity of information and data.
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For example, if you're creating a fact sheet for investors, they'll appreciate your efforts in condensing
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all of the important information on a single page and supporting them in conserving their most
valuable asset, time.
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2. Easy to read
As previously stated, fact sheets have a lot of white space, bullet points, and bold titles.
Furthermore, they are frequently quite visual in nature, with vital information provided in easy-to-read
tables, graphs, and charts.
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3. Cheap to produce
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Finally, because information sheets are only one page long, they don't consume a lot of your time.
They serve as low-cost PR materials or sales enablement tools.
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 Steps for creating a fact sheet
Keep in mind the following steps while creating your fact sheet:
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1. Add a header
The title of your fact sheet is shown in the header. You may grab your audience's attention right away
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by using a strong title and a compelling image.
2. Include company description

Begin your fact sheet with your company's name and a brief explanation of what it does. Add some
basic information about your firm, such as office locations, total staff count, year of establishment,
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industry, and so on. Please feel free to include any more pertinent information about your product or
service.
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3. Talk briefly about your sheet’s vision and mission
Explain in a few lines what your firm stands for, why it exists, and what its future ambitions are. This is
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also a fantastic place to include your company's motto or tagline.
4. Explain Your company’s founding story
Include your origin narrative, including how the company was founded, who founded it, and why they
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founded it.
5. Describe products and services
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Describe your key offering as well as your company activity. Who it's for, and why it's preferable to the
alternative? Use graphs, photos, and tables to demonstrate significant metrics, features, and
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comparisons.
6. Include milestones
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This is an essential component of your fact sheet. Include significant successes and milestones.
Include sales, expansion, and fundraising round milestones, among other things. To make it easier to
evaluate, include all of the significant milestones in bullet points.
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Some additional information you can include in your fact sheet includes:
 Core Values
 Key Metrics
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 Customer Segments
 Leadership
You may then conclude the fact sheet by providing your contact information, such as a phone
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number, email address, and social media accounts, so that your audience can get in touch with you.
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1.5.3 Press Kits
A press kit, also known as a media kit, is a page on your website that includes tools and information
for journalists and publications. The finest press kits make it extremely simple for reporters to learn
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about the product and brand, as well as access images and marketing information that they may
utilise.
Photographs, brochures, a press release, details about previous press coverage, a bullet point or fact
list, executive biographies, and information on digital media are all common components of a press
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kit. Free promotional items, informally known as swag, are frequently included with kits. When a kit is
released for a product release, it may include product samples.
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Press kits can be totally digital. Electronic press kits (EPKs) can be kept and delivered via digital
media or a website, and are frequently in Adobe Acrobat's Portable Data Format (PDF) (PDF). Andre
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Gray, the originator of online music sales certifications, produced the first EPK. Andre Gray received
the Johannes Gutenberg Prize.
A media kit is also a name for advertising marketing materials. These media kits attempt to market an
advertising opportunity to interested parties by providing information such as corporate philosophy
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and prices.
 Things that should be included in a press kit
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Press kits aren't for show. They are concerned with clarity. By the time a journalist gets on your press
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kit, they are generally already writing about you and only want to double-check the fundamentals,
such as when your company was founded and how much your product costs.
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The specific contents of each press kit may vary depending on the company and what you have, but
here are the most crucial assets:
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Company Overview: Include a fact sheet with some background information, such as when your
company was founded, where your offices are situated, and your company's financial history. You
may also include data that assist convey your narrative, such as the number of consumers you
service and critical information demonstrating your expansion. Try to restrict this fact sheet to no more
than two pages. Keep in mind that you want a journalist to be able to easily cut and paste content with
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as few mistakes as possible.
I prefer a clean PDF document created in Word to an over-engineered infographic because I want to
be able to rapidly peruse the text and cut and paste intricate elements like the names of prominent
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investors. On this overview, I also suggested include your social handles so that the writer may tag
you when the piece is published.
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Contact Details: A journalist may request more background material or quotations from your team
depending on the sort of piece. Make it simple for them to identify a useful contact who can set up
more interviews or research any needed statistics. This contact information may be included
immediately on your press page as well as at the bottom of your company overview.
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Product Information: Provide a clear and concise explanation of what your product does and how it
operates. If you're selling a service, add information about your bundles and what's included in each.
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Check this information on a regular basis to ensure that your pricing remains current as your firm
grows. If you just have one product, incorporate this information in your company overview to save
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the journalist time.
Logos: Provide a few logo choices, such as square and translucent options. Different sites have
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different needs, and you want to ensure that your logo appears excellent without the need for scaling.
Media Assets: Include high-resolution images of your product and team that you own the rights to.
Make sure to accurately mark each photo so that journalists may find the correct file. "Matching
Feature," for example, will be far cleaner than “Image 05782." If you have video assets, you may
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place them in a separate, well labelled folder. This film will be especially useful as b-roll for any
journalist working on a video piece highlighting your company.
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Other: The other will be determined by your brand. You may, for example, offer CEO biographies or
important accolades. Assume that a journalist will not have time to read everything, therefore provide
only the necessary extras.
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1.5.4 Video News Releases
A video news release (abbreviated VNR) is a news release that is delivered in the form of a video
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segment. The segment is made to seem like a true news storey, but it is generated by a marketing
team, a public relations firm, a corporation, or a government agency rather than a news organisation.
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A video news release is a piece of video that is meant to look like a true news storey; however, it is
generated by a public relations professional, an advertising firm, or a corporate rather than a news
organisation. A VNR is offered to television newsrooms and is used as a tool to mould public opinion,
promote the products or services that a corporation offers, popularise an individual, or support some
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other form of interest in order to get attention.
 Elements of a Video News Release

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A good VNR will contain each of the following elements:
• A professional news reporter, someone with on-air news expertise, or an actor.

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• Interviews with experts who often have actual expertise in an issue, even if that expertise is
prejudiced.
• Visual features that capture the eye, such as a company's logo.
• Demonstrations of the items or services under consideration.
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• A brief run time of little more than 2 minutes.

Things to Avoid
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You will want to avoid certain things if you want your video press release to be effective and
accomplish your objectives. When preparing a video press release, avoid the following mistakes:
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 Highly promotional. Although the purpose of a VNR is to promote a company, a product, a
service, or a person, it should not appear overly promotional. If it does, it will be seen as
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"advertising" rather than "news."
 Excessive output. Some production is acceptable, but excessive production might detract
from the value of a VNR. If it's too manufactured, news organisations won't be able to put
their own spin on it, which they want to do.
 Inappropriate visuals. Visuals should be included in video news releases, but they must be
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the correct visuals. In other words, photos should be appropriate for the topic being
presented.
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 Benefits of a Video News Release
A VNR may give various benefits and, when done effectively, can be an effective component of a
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public relations effort. Some of the most noteworthy advantages that VNRs provide are as follows:
 The story includes audio and visual aspects, making it more interesting than a printed press
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release.
 Rather than making journalists and viewers imagine the tale after reading it, they display them
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the storey you want to communicate.

 They can increase the legitimacy of a firm, organisation, or individual by emphasising
competence.
 They are far more attention-grabbing than regular news releases, implying that they might be
an extremely powerful marketing strategy.
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 They are more successful than traditional press releases since viewers can simply get the
information they offer in a short period of time.
 Disadvantages of Video News Releases

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Aside from being widely criticised, video news releases have a number of other drawbacks. Some of
these drawbacks are as follows:
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 Expensive production. A significant financial commitment is necessary to generate a video

press release.
 High competition. Because there are so many organisations, company owners, and private
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individuals that prepare video press releases, competition is fierce.

 They entail a sophisticated, highly technical procedure.
 Creating an effective VNR that will make an impression on viewers might be tough.
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Organizations that Use Video News Releases
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A VNR can be used by any sort of business, individual, or organisation. Among the industries that
make use of these public relations methods are:
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 Government agencies, such as the US Department of Health and Human Services.
 Large corporations that sell a collection of products.
 Small businesses that offer unique and specific services.
 Vehicle manufacturers
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 Cosmetic companies
 The food industry
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A video news release can be used by virtually any type of business to market what they offer,
increase brand awareness, establish authority, and connect with and engage with their target
audience; however, companies, organisations, or individuals who intend to market themselves to the
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general public can use VNRs.
 Tips For a Successful Video News Release:

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 Avoid "overediting" the footage. Provide a good variety of angles of sufficient length so that
news outlets can edit as they see fit.
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 Don't use your logo or branding to cover everything. This is meant to seem like news footage
rather than a business film.
 Incorporate the questions into the interviews to offer context.
 Add background audio to generic footage (but make sure no one is saying anything
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unsuitable).
 Include a simple written explanation of the footage contained in the video. This is especially
helpful for video editors who may not have the media release on hand, and it ensures proper
labelling when the footage is archived.
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 We normally strive for a visual length of around 5 minutes, which allows for a quick download.
 Determine whether your media outlet demands a certain video file format. Some broadcasters
may require interlaced material, whereas progressive formats are used by internet sites. Your
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video supplier will be able to assist you with this.
Finally, double-check the video before releasing it. Once it's out there, it could be archived in
perpetuity.
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1.5.5 Employee/Member Relation Programme
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Employee relations are the relationships that exist between employers and their employees.
Organizations now strive to be more agile, quicker, and transparent. As a result, there is a greater
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emphasis on employee communications than ever before. The primary purpose of any employee
relations plan is to increase workplace relationships and collaboration. Good leadership is regarded
as one of the most essential criteria in attracting new applicants and retaining current personnel.
Employee relations, in this sense, frequently focuses on assisting line managers in actually
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connecting with their staff.
How to improve employee relations?
1) Promote Communication
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Communication breaks all barriers. Despite the fact that everyone is aware of this, some companies
choose to disregard this critical component. The cornerstone of employee relations is improved
communication. Management must figure out how to connect with its team members, labourers, and
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union leaders. Communicate vital announcements and updates on the company's progress, as well
as communicate the organization's goal and build bonds with personnel. The connection must be
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established in such a way that no one is scared to speak out or ask questions of management.
2) Recognise, Reward, Appreciate

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Employees are valued and appreciated, which addresses 80 percent of employee relations problems.
Demonstrate your concern for your employees by providing them with opportunities. A wise human
resources professional understands that honouring and thanking co-workers is the greatest way to
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handle employee relations concerns. Building strong employee bonds requires a little weekly team
celebration, constant encouragement, and public acknowledgment. Employees feel good when their
accomplishments are highlighted, cheered for, and debated in team meetings.
3) Treat Everyone Equally, Stop Being Partial

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Partiality is a key example of employee relations. If you want to form deep bonds with your staff, treat
everyone fairly and without favouritism. When employees hear equally positive feedback, they give
their all. Creating a bias-free work atmosphere actually allows people to engage and grow in order to
give their best performance.
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4) Train, Invest, Offer Career Development

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Your office personnel, industrial workers, and team members are the foundation of your company.
Investing in them, such as hosting learning and training programmes, employee skill upgradation
programmes, peer monitoring, employee health initiatives, and so on. The alternatives here are
unlimited, depending on the size and type of business; what important is that you treat your
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employees properly and help them grow themselves. Hiring a peer coach or forming a learning and
development department for the team allows for a 360-degree performance revolution.
5) Trust and Share the Company’s Vision
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Have faith in your team! What would a corporation be able to do without its employees? A great
business is built on three solid pillars: expectation, dependence, and trust. Trust your employees
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when you communicate your expectations and vision. Try directing your team through weekly
discussion sessions, charting out work procedures, and assisting them in reaching their objectives.
Allow your staff to be when they understand what is expected of them and that they can approach you
whenever they need to.
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6) Make them feel valued
It is not difficult to say "thank you" or praise someone. When you focus on your workers'
accomplishments rather than their problems, it shows that you care about them. Taking remedial
action and concentrating on their abilities might help them feel appreciated. This also assists the
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employees in working with a renewed feeling of duty to the organisation.
 Importance of Employee Relations
Here are the benefits of employee relations; si

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The ultimate key to a successful firm is developing a solid relationship between the employer and the
employees. The relevance of the employer-employee connection is also covered in Management
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study chapters. This association is an art form that monitors and controls team member relationships
while also developing a healthy work atmosphere. The executives' primary goal is to reduce
disagreements and develop teamwork among employees.
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1) Development and Growth
A healthy relationship between management and employees leads to increased production and
efficiency. The barrier between the two parties is removed by consistent motivation and improved
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communication. Employees that are upbeat will work hard to get initiatives through to completion.
Employee interactions are equally important in making the best use of resources.
2) Reduces Conflicts
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Conflicts, labour confrontations, and management interactions are only a few of the significant
employee relations challenges that exist in businesses. Conflicts are lessened when the workplace is
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calm, courteous, and efficient. Fewer rattles result with increased focus and productivity. Some of the
fundamental stages that aid in dispute resolution and the improvement of employer-employee
relations include investigation, coincidence, and mediation.
3) Increase In Revenue
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A happy and healthy organisation will have a beneficial influence on revenue growth. When
employees are engaged and motivated, it leads to more customer satisfaction, better goods and
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services, and higher sales and profits.
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4) Employee Loyalty
Employee loyalty is critical to the growth of a firm. Employees, who are referred to as "the most
precious asset," cannot be fired for minor difficulties or misunderstandings. Providing a healthy
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workplace and aiding in the formation of strong bonds between the owner and his employees. The
most significant success for the company has been investing in enhancing employee relationship
management and winning staff loyalty in return.
5) Easy Delegation
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When your staff do not listen to you and do not comprehend what you are saying, it is tough to assign
duties and expect better results from them. Building a solid workplace relationship narrows the gap
between the supervisor and his employees. It becomes simpler to recognise and comprehend one
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another's skills, shortcomings, and expectations. However, when allocating work and preventing
misinterpretations, the employer must keep a few things in mind. Here are a few examples:
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 Accept responsibility for your employee's mistakes;
 Delegate tasks based on their abilities;

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Do not take away credit for tasks completed by others.

 Assign assignments that are both tough and motivating.
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 7 Strategies to Improve Employee Relations
1. Promote an Open Dialogue
Open discussion does not merely suggest that managers communicate with their personnel on a
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regular basis. It is a culture in which employees are not afraid to provide honest criticism to
supervisors. An open dialogue is both productive and truthful. It is centred on problem solving. Of
course, excellent managers are required in the first place. Employees who believe their bosses are
transparent, honest, and trustworthy are far more likely to have a favourable working relationship with
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them.
Employee uncertainty and undue stress may be avoided via open communication. It has the potential
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to reduce conflict between employees and their co-workers, particularly between management and
employees. It is helpful to establish clear goals and expectations. When millions of employees were
unexpectedly sent home to work due to the pandemic in March 2020, effective communication
became one of the most difficult problems for managers and the HR department.
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Provide a channel for workers to air their issues and settle disagreements. They require a means of
openly expressing themselves without fear of reprisal. That doesn't mean employees should be free
to complain to the entire workplace, but there should be someone or an internal mechanism in place
that allows employees to bring up issues. For hybrid workforces, a Human Resources Management
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System (HRMS) with an anonymous feedback option works effectively. However, it doesn’t do any
good if no one monitors the forum and acts on the issues brought up.
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Employees should also be able to ask questions and clarify ideas in a safe space.
New rules, procedures, or expectations, especially those related to projects, should be conveyed both
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verbally and in writing. This provides a forum for workers to debate and clarify expectations, as well
as a resource for finding clarity. Remember that people absorb new knowledge in a variety of ways.
Some people learn best through written words, while others learn better by listening and doing.
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2. Focus on Company Mission and Values

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The majority of people want to be a part of something larger than themselves. This is true for all five
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generations currently employed. Millennials, in particular, want to be socially responsible and help the
world as a whole. A values-driven organization's employee experience may foster strong relationships
and employee loyalty. Align business ideals with how employees are treated.
Frequently express your company's beliefs and mission. More importantly, ensure that leadership and
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management are walking the walk. Few businesses have the goal of ‘making more money no matter
what.' Instead, successful companies have a cause for doing what they do. Your firm meets a
previously unmet demand. You have goals and dreams regarding how you will assist more
individuals. You have ambitions for your company. Distribute them.
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What inspired you to create your business? Why did you sacrifice many nights and extra
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hours to achieve success?
Core values such as honesty, empathy, and quality work help employees to feel like they are part of
something important.
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3. Increase the Ratio of Positive vs. Negative Feedback
Regardless of their actual performance, most employees are pleased with their achievements. As a
result, praise for a job well done is more motivating than criticism. However, it is human nature to
dwell on the negative aspects of employee performance.
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Managers and Human Resources should instead try to focus on the 9 things done correctly rather
than the 1 thing done incorrectly. Many experts recommend delivering 2-3 positive pieces of feedback
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for every one item of criticism, while some experts recommend providing 5-6 positives for every one
negative.
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Employee relations experts recommend the following to help employees feel valued:
 Express gratitude for both large and small things. It might range from a simple thank you note
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to verbal expression of gratitude.

 Assure staff that they are valuable. They must hear it. Notifying them when they handled a
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crisis or a customer successfully encourages them to do it again.

 Honour high performers. For some people, public acknowledgment is a big incentive. It also
offers the added benefit of demonstrating the importance of your company's principles and
aims!
4. Inspire and Reward

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Instead, then merely handing down staff goals, consider co-creating them with them. Encourage staff
to develop stretch objectives: tough but attainable targets. Employees are more invested when
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performance management is a two-way process rather than a one-way approach. Throughout the
process, solicit employee input.
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Google gives their employees the ability to define quarterly goals. The objectives must be challenging
and quantifiable. These objectives yielded Google tools that we now take for granted. Among these
are a new search engine and Gmail (as a searchable email). Employees come up with ideas that
transformed Google for the better. Your workers frequently have insights or suggestions that can
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make a significant impact in their performance or the success of the firm. Make use of those ideas!
Rewarding staff is another technique to motivate them. Consider a gold, silver, or bronze reward for
specific accomplishments. However, be certain that these incentives are consistent with your
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company's principles. Otherwise, you risk ending yourself in a position akin to Wells Fargo's, where
business aims clashed with corporate morals and incentives won out.
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Managers should praise and acknowledge new team members as soon as they are employed. After
all, accepting an offer is their first accomplishment, isn't it? It's never been easier to give a branded
welcome kit to newly recruited remote staff.
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5. Offer Career Development
Development can help even lower-level personnel. Most employees are more satisfied when they
have a goal or a dream to strive for. Create a career path for each job role in your organisation.
Consider your workers' underutilised abilities and talents.
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Utilize employee abilities by altering their jobs whenever possible. This will assist your staff in
developing new talents and adding value to your firm. This, in turn, will foster positive employee
connections.
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Another approach is to establish a mentorship programme in which employees are paired with higher-
skilled colleagues. Rotational training allows team members to be cross-trained to fulfil numerous
responsibilities. Employees can also upgrade their careers through tuition reimbursement or
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certification programmes. If you don't already have career development, it should be one of your top
priorities in Human Resources.
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6. Promote Healthy Work-Life Balance

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Unfortunately, some businesses fail to recognise that their employees have personal lives that must
be prioritised. Employees who feel supported at home build a stronger feeling of loyalty and
engagement. It's no coincidence that some of the most desired employee benefits include items that
help with work-life balance. Flexible work schedules, paid time off, and health benefits that promote
family wellbeing are examples of these.
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But it's not just about the advantages. When confronted with personal difficulties of workers, the
attitude of your supervisors will make a difference. Although workers typically appreciate the
opportunity to work from home, this does not imply you should require them to do so. Instead, work
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from home should mean work done during a normal work day.
7. Use Software to Eliminate Redundancy and Reduce Mistakes

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The implementation of systems and software can make a significant effect. This is due to the fact that
it aids in the automation and improvement of communications. Project management software makes it
simple for managers and team members to know what's needed on a project and who's in charge.
Messaging applications allow for rapid communication while avoiding the stress of unanticipated
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extended chats that frequently occur face-to-face.

With the appropriate tools, you can reduce duplicate work and instead capitalise on employee
innovation. Consider that 10 minutes spent filling out a weekly timesheet is 520 minutes every year.
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Allow employees to clock in and out automatically. This also eliminates the need for payroll personnel
to enter timesheet data manually.
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Reduce the number of HR responsibilities as much as feasible. Employees, for example, may
examine pay stubs, W2s, and request time off using an employee portal. They can also see the
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employment handbook and update their personal information.
Consider the stress your staff face when a key employee takes time off or abruptly quits. Employees
are suddenly scurrying to replicate processes or get access to vital systems. Make sure that your
company's workflows are documented and automated. The use of good software reduces your
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reliance on institutional expertise.
Finally, software assists your Human Resources department in remaining compliant. Noncompliance
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involves a number of unforeseen effects that have an impact on employee relations. Investigations,
for example, are stressful and foster a culture of gossip and distrust. Furthermore, negative exposure
erodes employee pride.
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1.5.6 Community Relations Programme
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The various methods used by businesses to establish and maintain a mutually beneficial relationship
with the communities in which they operate are referred to as community relations. The underlying
principle of community relations is that when a company accepts civic responsibility and actively
participates in the well-being of its community, it gains a number of long-term benefits in terms of
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community support, loyalty, and good will. "Community participation improves public image and
employee morale, as well as develops a feeling of cooperation, which is critical for long-term
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success".
A thorough, continuing community relations programme may assist practically any organisation in
establishing a positive reputation as a good community citizen. When organisations support activities
that improve the quality of life in their community, such as crime prevention, employment,
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environmental programmes, clean-up and beautification, recycling, and restoration, they are regarded
as good community citizens. Scholarship programmes, urban regeneration initiatives, performing arts
programmes, social and educational programmes, children's activities, community groups, and
building projects are some more examples of continuous programmes. On a smaller scale, small
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companies may gain community recognition and goodwill by sponsoring local sports teams or other
activities. Employee participation or financial assistance may be provided.
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Good community relations initiatives provide several advantages to small businesses. For example,
they provide employees with a cause to be proud of their employer, which promotes loyalty and may
assist to minimise labour and production expenses. Furthermore, a firm with satisfied workers and a
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positive community reputation is more likely to recruit highly qualified new personnel. A small firm may
potentially develop new business through contacts and leads generated through its community
relations efforts. Such relationships may also make it simpler for the firm to get growth finance, locate
prospective new locations, or obtain preferential treatment in terms of taxes, regulations, or utilities.
Good community relations may also help in times of disaster, such as a fire or the closure of a facility,
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by uniting the community around the impacted firm. "Some organisations fail despite their small-town
location," David Stamps wrote in Training. "They prosper as a result of it."

Importance of Community Relations
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Positive responses to your company's marketing should be generated.
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 The community will support and use your company's products and/or services.
 This relationship will also be useful in times of corporate crises.
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If you already have a solid, two-way, trusted connection with your communities, they will be
more understanding and forgiving when your firm makes errors.
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Guidelines for effective community relations programs
 A careful effort should be made to define the goals.

 Alternative solutions should be investigated.
 It is necessary to foresee the impact of community relations initiatives on organisations and
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communities.
 The whole amount spent should be considered.
 Special expertise is required since it necessitates knowledge and understanding that go
beyond typical administrative abilities.
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1.5.7 Financial Relations Programme

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Financial PR
Financial public relations are the art of taking raw facts about your financial services organisation and
articulating it in ways that would elicit a favourable response from shareholders, investors, or
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consumers. Although finance appears simple in theory — it has a single output, money, and a single
input, also money — in practise, there are a million ways to announce how much money a company
has made or stands to make, a million ways to announce losses, a million ways to entice potential
investors or patrons, a million permutations of financial instruments, and thus a million places a
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company can insert itself in the exchange and redoubling of money, and so on. Somewhere in the
midst of all this complication, financial concerns become less about cold hard logic and more about
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human feeling. That is where a communications plan comes in.
Importance of Financial PR
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Services relating to finance public relations may serve a variety of purposes for your company. Bank,
wealth management, and insurance company shareholders, like those in other businesses, respond
favourably to instructional materials, demands for interaction, and demonstrations of authority,
competence, and mutual understanding. Furthermore, with so many financial services alternatives
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accessible to consumers and B2B decision makers, firms in the area frequently resort to public
relations to differentiate themselves from their competition. Campaigns cantered on any of these
objectives could fit the definition of financial PR.
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Without some knowledge of public relations tactics, a finance firm leaves everything to chance: a
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milestone you reach could be lost in a busy news cycle; the public could interpret your habitual
silence as arrogance or lack of credibility; and a market disturbance, left unexplained, could frighten
investors and send your stock price plummeting. The value of public relations comes in its capacity to
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guide narratives that might otherwise stagnate or veer swiftly in ways detrimental to your company's
interests.
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 Financial Public Relations Strategies
So, now that you have a general understanding of why financial public relations is crucial, let’s
understand the concept more specifically. . What are some possible directions for a public relations
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strategy that might revitalise your company? Off the top of our heads, three good PR objectives for
your organisation are:
• Creating Out a niche

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• Add Personality to the Brand

• Improving media relations
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What are the specifics of these strategies?
Carving Out a Niche

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When competing for attention with rivals that do essentially the same thing as your company, it may
be challenging to make your company stand apart. However, financial public relations programmes
can assist with this. There is always variety between organisations, and a financial communications
agency may assist you in identifying a differentiation your company can claim that provides your
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consumers a benefit of some type. They may then assist you in emphasising that differentiation in a
targeted manner, which may eventually become the distinction part of your brand, a calling card for
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your services.
Add Personality to the Brand
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Entertaining people, demonstrating that you understand and sympathise with them, and displaying the
humanity behind all of the transactions may all be effective PR methods in a financial communications
toolkit. The banking industry's reputation for dispassionate profit-seeking may have nourished a
detrimental popular notion; in the public imagination, you may take the shape of a grey-suited robot
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with no face pouring over spreadsheets interminably. This is obviously unfair and incorrect, so show
them your genuine nature. As an example, consider a Colorado-based community bank. The tone is
light, the advice is relevant to the demographic they're speaking to, and the overall impression they
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leave with their postings is one of warmth, ease, and a true connection with the reader. As part of
your financial PR, the same level of openness may help build trust between you and your
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stakeholders.
Improving Media Relations

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Spend some time in your financial PR effort establishing relationships with journalists, social media
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influencers, podcast hosts, and any other third-party communication agents you believe would be
useful. Obtaining the seal of approval from a few micro-influencers with following who trust their
judgement could do more for your business, dollar for dollar, than purchasing advertisements.
1.5.8 Events
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A public relations event is intended to highlig ht a company, client, product, or service to the
general public. A public relations event allows you to show off your organisation, customer, or
products or services to the broader public. The press is there at a PR event, and the pressure
is on. You need to be professional, presentable, and engaging now more than ever.
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Here are a few tips to help you plan an effective PR event from the start:
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1. Set a goal for your PR event.
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What is the purpose of the event? The inquiry is easy enough, but it is critic al, and the
response must be detailed. The response should not just be "to advertise the most recent
product."
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Be absolutely clear and go deeper with measurable targets. For example, if the goal is to
market the current product, how do you intend to do thi s? What is the success metric — a
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minimum number of units sold? Is there a particular number of attendees that are utilising the
event hashtag? You may more readily build an event plan to meet your goals and
benchmarks if you write them down.
2. Be timely when kicking off your PR event.

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When will the event take place? Is it on the day of the product's release or a few days
beforehand? If it's the latter, do you have a social media strategy in place to keep the buzz
going until the big day?
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Here's another item to consider: Is the event being place on a press -friendly day? Ideally, you
should host the event on a somewhat quiet day when there aren't many other activities going
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on. That example, don't schedule your public relations event on the same day as a hig h-
profile sporting event or another important local event. Attendees and the press may choose
to attend those instead of your event if you do.
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3. Invite the media to your PR event.

The goal of a public relations event is to generate publicity. Sure, you ca n generate your own
exposure by live streaming your event and generating other social media material — but you'll
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also need the press's help. Here are a few pointers to help you bring the press to your event:
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o Think local. Unless your firm is well-known, it is unlikely that it will attract established
news outlets such as CNN, Forbes, or the Huffington Post. You can instead contact local
and city journalists, who are more likely to cover your event.
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o Reach out directly to individual journalists and reporters. This is preferable to
contacting news organisations through their contact or tip sites. Every day, major media
outlets get hundreds of possible topics to cover, and your event is likely to be neglected.
o Build relationships. With this in mind, having these folks in your inner circle is
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advantageous. Create ties with members of the press by commenting on their stories and
suggesting face-to-face meetings.
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4. Pick a venue for your PR event.

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A public relations event is also about making a good first impres sion. This is especially
crucial if a large number of participants are first-time visitors. From this vantage point, a
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magnificent location that also serves as a landmark will be significantly more memorable
than, example, a generic multi-purpose room at a school or municipal hall.
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The location must also be practical. Is there enough room and outlets for the reporters to
congregate and put up their equipment? The same is true if you're planning an outdoor event.
In addition, you should be prepared for inclement weather by having tents and canopies on
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hand. The venue arrangement must be planned ahead of time in order to establish specific
areas for employees, the press, and public attendance. The venue is a reflection of the event
a whole. If you want to make a grand statement and get people talking, then you need an
equally grand venue.
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5. Provide food and drinks for the PR event.

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The event's goal is to increase brand awareness. Even yet, you want the conference to be
about having fun and enjoying yourself. Having food and beverages creates a joyful social
setting that draws people in.
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This generates a great atmosphere and puts everyone in a good mood by the time you start
giving speeches, presentations, and announcements.
Consider a buffet if your budget permits. If you can only afford light refreshments, it's
acceptable, as long as you provide dishes that encourage dialogue and small talk.
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Sparkling champagne and tiny sandwiches are examples of such drinks. Hire a mixologist to produce
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exquisite cocktails for visitors if the location has a bar.
Food may also boost your social media profile. Have you ever noticed how frequently people post
photographs of their meals on Instagram? If you provide food that is both edible and visually
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appealing, guests will most likely take a picture and share it on social media with the event hashtag.
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6. Make your PR event social.
The promotion does not end with the event. It's a never -ending project that includes a thriving
social media presence. To build buzz and expectation , use a combination of Facebook,
Twitter, LinkedIn, and other social networks. Use your blog, YouTube channel, and
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newsletters to spread the word as well. This encompasses everything that happens before,
during, and after the event.
You may also use Instagram or Snapchat to share photos, GIFs, and short films from the
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public relations event. Continue to utilise the event hashtag for at least one week following
the event or the debut of a product or service. All of the social media content (including user -
generated content) that has gathered may be used to promote the next event.
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Now You’re Ready to Create an Amazing PR Event!
Your event is all about boosting your brand's visibility. The final outcome is determined by the
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event's ability to engage attendance and the press. By combining all of the preceding phases,
you'll have a plan for a memorable public relations conference that serves its objective.
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 Reasons why PR needs to be part of event planning.
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Public relations can efficiently drive ticket sales and attendance, obtain sponsors and advertisers, create
a buzz of excitement and public awareness around your events, and encourage media to attend and/or
cover the event and any future events using both old and new methods. Here are some of the reasons
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why public relations and event planning should be included in the event planner's toolset.
The top 20 ways to use PR for your events.
The more difficult it is to get into an event, the more people are interested in it. Greater coverage is
ensured via exclusivity. However, this discrimination must be justified. The element of exclusivity must be
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introduced to the event—something that will capture everyone's attention. So, how can you generate
interest in an event utilising a public relations strategy?
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If this is a closed event, you must consider uniqueness. Then, you must identify bloggers and micro
influencers who can disseminate the information to the appropriate individuals. If you have an open large-
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scale event, consider what audience you can attract, focus on what this audience wants, and employ the
communication concepts below.
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1. Media releases
A press release, news release, media release, press statement, or video release is an official statement
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delivered to members of the news media for the purpose of providing information or an official statement
or making an announcement. Use it each time you have something to announce.
2. Content marketing
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Use a strategic marketing approach that focuses on developing and delivering useful, relevant, and
consistent content in order to attract and keep a well-defined audience and, eventually, to generate
lucrative consumer action.
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3. Storytelling
Sharing stories, often with improv, theatrics, or exaggeration, is an unconventional technique to draw
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attention to the occasion.
4. External communication
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External communication encompasses any information created within a corporation and aimed for
individuals outside the organisation.
5. Crisis management
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Any disruptive and unexpected occurrence that threatens to harm the organisation should be dealt with.
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6. Executive services
A complete offsite/onsite solution without the high overhead charges to your firm and senior teams in the
world's top industry will undoubtedly be advantageous.
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7. Change management
When dealing with the transition or transformation of an organization's goals, procedures, or technology,
use a methodical approach. Implement techniques for bringing about change, managing it, and assisting
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individuals in adapting to it.
8. Public affairs
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Government relations, media communications, problem management, corporate communications, and so
much more are all part of public affairs job.
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9. PR strategy
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A public relations plan can assist you in organising your public relations operations and making strategic
judgments about the best approach to communicate.
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10. Testimonials and reviews
Reviews and testimonials are quick and easy ways to learn what the general public thinks.
11. Online community management

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To make a greater impact, launch, build, and maintain your branded online community. Get ideas, tactics,
and best practises from the people that operate the most successful communities.
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12. Speaker press
Media interviews with speakers in the internet and offline press and media are an excellent approach to
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employ public relations.
13. Creating a creative hashtag campaign

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Increase the exposure of your content by raising brand recognition. Using hashtags, you may make it
easy to monitor and measure your material.
14. Event buzz
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Using the correct hashtag, you may generate pre-event buzz in the right areas. Follow the
backchannel buzz on Twitter or start your own buzz on any other social media platform.
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15. Connections
Global industry executives and other attendees can join in an exclusive, all-inclusive event with
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focused one-on-one interactions if they have connections.
16. Help with making a major announcement
The news might be tied to preparations for a future event. This piques the audience's curiosity and
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builds anticipation.
17. Visuals
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The construction of integrated multimedia solutions, the creation of shows and 3D-presentations for
screens, the design of exposition stands, and other services will enhance your public relations strategy.
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18. List your event
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Submit your event to gain access to targeted networks where eventgoers are looking for new events,
as well as to promote excellent event standards by enlisting your brand.
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19. Find media that relate to your event niche
You may utilise phrases that are less particular to your event but are nonetheless very relevant if they
receive news coverage and social media attention for their efforts.
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20. Use online tools to target prospects
Discover the top online tools for public relations in event management. To assist you
succeed, use online event management and promotion services.
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1.5.9 Publications
Definition: PR Publication
Let's start with a classic definition: PR publications offer a free, regulated medium for publics with
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similar traits and interests. Read the definition below. There's a lot there that ought to be unpacked.
1. PR publications provide a free, controlled media designed for publics who share
characteristics and interest.
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Who pays the bill? How? Why? Public relations publications are supported by organisational finances
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in order to build or maintain favourable connections with target audiences. Some allow advertising,
but the vast majority do not. Many are supported in part by memberships or subscriptions, while many
are not. Typically, the magazine is funded as an operational expenditure by the organisation.
Typically, the positive relationships formed as a consequence of communication are more valuable to
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the organisation than the expense of creating or distributing the publication.
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Media under control? What does this imply? Controlled media indicates that the organisation has
complete control over the message, when it appears, who sees it, and how it is delivered. The
majority of public relations materials are provided directly to the reader, either in person, via mail, or
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online.
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PR publications operate best when you target a certain audience. Learn everything you can about
each publication's intended audience. You should first determine what motivates your target audience
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to read the magazine, which will include conducting research on your target audience.
Types of PR Publications
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 Symbols of Identity (Logotypes, letterheads). To visually represent the company, identity

symbols blend verbal and visual information.
 Paperback publications (Flyers, posters, etc.) Flat publications are made out of a single sheet
of paper that has been unfurled and is generally printed on one side.
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 Folded books (Pamphlet brochures, some newsletters) Folds are used to produce format in
folded publications.
 Books in binders (Booklets, magazines, annual reports) A bound publication is one that has
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numerous sheets of paper that are held together by binding.

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1) A ___________ is a tool designed to announce something newsworthy in the most

neutral manner possible.
a) Press Release
b) Press Kit
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c) Press Event
d) News Release
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2) A _____________ visually summarises all of the relevant information, facts, and
numbers around a certain issue using files, charts, photographs, and so on.
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a) Media Release
b) Press Statement
c) Fact Sheet
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d) Press Statement
3) What is the full form of VNR?

a) Viral News Release
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b) Video News Release
c) Video News Ratio
d) Video News Retrieve
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4) ________________ encompasses any information created within a corporation and aimed
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for individuals outside the organisation.
a) External communication
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b) Internal Communication
c) No Communication
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d) Good Communication
5) _____________offer a free, regulated medium for publics with similar traits and
interests. Read the definition below. There's a lot there that ought to be unpacked.
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a) Content Marketing
b) Crisis Management
c) PR publications
d) Executive Services
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6) Which of the following is not the benefit of Employee Relations?

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a) Development and Growth

b) Reduces Conflicts
c) Increase In Revenue
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d) Employee Loyalty
7) _____________ deals with the transition or transformation of an organization's goals,
procedures, or technology, use a methodical approach.
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a) Change Management
b) Project Management
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c) Crisis Management
d) Event Management
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8) The goal of a public relations event is to generate_______________.
a) PR Event
b) Publicity
c) Money
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d) Events
9) Entertaining people, understanding and sympathise with them, and displaying the
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humanity behind all of the transactions may all be effective PR methods in a
_____________.
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a) Financial Communication Toolkit
b) Media Relations
c) Strategic Communication Process
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d) Customer Acquisition Process

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10) It is necessary to foresee the impact of _____________ initiatives on organisations and

communities.
a) Public Relation
b) Crisis Communication
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c) Community relations
d) Investor Relation
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Summary
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 A press release is a written document intended for the media, sometimes known as the press,
that announces something newsworthy.
 The entire objective of a press release is to gain publicity and attention from a certain
audience.
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 A video news release can be used by virtually any type of business to market what they offer,
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audience

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The golden rule of public relations is "show, don't tell." Your press release should contain
accurate information on the product, person, or event being covered.
 The finest press kits make it extremely simple for reporters to learn about the product and
brand, as well as access images and marketing information that they may utilise.
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 The purpose is to present facts and significant points about a topic in a clear, succinct, and
understandable manner.
 The ultimate key to a successful firm is developing a solid relationship between the employer
and the employees.
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 Community participation improves public image and employee morale, as well as develops a
feeling of cooperation, which is critical for long-term success.
 Entertaining people, demonstrating that you understand and sympathise with them, and
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displaying the humanity behind all of the transactions may all be effective PR methods in a
financial communications toolkit.
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Activity
Write a case study on various techniques adopted by an organization to gain publicity.

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Glossary
 A fact sheet is a brief, typed or handwritten document that covers the most important facts on
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a certain topic in the least amount of space.

 A press kit, also known as a media kit, is a page on your website that includes tools and
information for journalists and publications.
 A video news release is a news release that is delivered in the form of a video segment.
 The various methods used by businesses to establish and maintain a mutually beneficial
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relationship with the communities in which they operate are referred to as community
relations.
 Financial public relations are the art of taking raw facts about your financial services
organisation and articulating it in ways that would elicit a favourable response from
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shareholders, investors, or consumers.

 A public relations event is intended to highlight a company, client, product, or service
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to the general public.

 A public relations event allows you to show off your organisation, customer, or
products or services to the broader public.
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1. What is Video News Release? Explain the Advantages and disadvantages of Video News
Release.
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2. Describe various techniques of Public Relations.
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Further Readings
1. https://prowly.com/magazine/what-is-a-press-release-definition/
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2. https://blog.bit.ai/how-to-create-a-fact-sheet/
3. https://whatis.techtarget.com/definition/press-kit
1) b)
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2) c)
3) b)
4) a)
5) c)
6) e)
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7) a)
8) b)
9) a)
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10) c)
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Unit 6: PR Agency
Objectives:

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 Understand Concept of PR Agency

 Explain Agency Structure
 Learn about Functions of PR Agency

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Understand Account Planners

 Identify Role of an Account Planner
 Learn Account Planner Responsibilities
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 Explain Liaisoning and Types of liaison officers

 Learn about Liaison officer responsibilities and skills
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Introduction:
 A (good) PR firm is simply a consultancy that provides effective communications advice to its
client (the brand, the business, or the person – if it's personal PR). Any organisation that
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engages a public relations firm should be open to suggestions and having their ideas
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questioned, as the greatest consultancies do. To obtain the greatest outcomes, the customer
and the PR agency must collaborate!
 The marketing team/person inside your firm will often supervise the PR agency, with the
agency acting as an extension of the marketing team. It's a highly beneficial resource for
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many businesses since it sits outside of your business and helps with viewing the 'larger
picture' – something that might be difficult when you're in-house and 'in the thick of it.’
 A public relations firm can help you define your company offer, target audience, objectives,
and strategy. In layman's words, this involves identifying what you do, who you want to reach,
what you want to do, and how you intend to accomplish it. An agency will work with you to
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determine exactly what you want to achieve from its assistance before developing and
producing work that accomplishes that goal!
 A public relations firm will manage your brand's reputation through a variety of communication
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techniques. This might be accomplished through earned media (for example, articles and
reviews), paid media (for example, advertorials and sponsored pieces), influencer
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engagement, and speaker platforms. Some agencies may also provide social media and
other digital marketing services, such as SEO, PPC, and email marketing.
 An agency will focus on generating excellent outcomes in order to meet the goals of its
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clients. Typically, PR consultancy outcomes will be what we term 'outputs,' which are the
number of earned pieces of publicity, coverage views, and social media shares of such
coverage. A smart public relations firm will also track 'outcomes,' which include things like
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increased traffic to a website from PR (through linked material) and a wide distribution of links
from high-ranking websites to client sites.
1.6.1 Concept of PR Agency

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Public relations are described as "a strategic communication process that fosters mutually beneficial
connections between corporations and their respective publics." Public relations professionals, in
essence, manage an organization's public image and reputation. They assist that organisation in
communicating with its constituents and in building a healthy relationship between the two.
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Public relations, sometimes shortened to "PR," is a unique subject, but it has traits with numerous
other specialities, including marketing, communications, and advertising. Though the obligations in
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various sectors may be similar, there are several features of public relations that distinguish it and
make it a unique industry.
What Do PR Professionals Do?

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Public relations experts attempt to shape the public's impression of their clients' brand, reputation, or
image. Unlike advertisements, public relations experts do not pay to generate a good dialogue about
their client or business; rather, they convince or earn it. To accomplish this purpose, they employ a
variety of tools, including:
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Posting and engaging on social media
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 Arranging speaking engagements
 Creating strategies for crisis management
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 Organizing special events
 Forging business connections and networking
 Writing and publicizing press releases

Public relations experts, in essence, specialize in carefully designed communication that uses
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developing tactics and technology to establish a relationship between a business and its public. The
actual techniques and approaches employed by a public relations specialist will vary based on the
client, their aims, and their requirements. In almost all cases, however, public relations specialists will
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try to boost their client's attractiveness while reducing the consequences of any unfavorable or
detrimental news.
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1.6.2 Structure of PR Agency
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 Agency Structure
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Organizational Chart
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President of Client Service
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The president of client service is in charge of the agency's mutually beneficial connection with its
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clients. She collaborates with the president of operations to develop acceptable scopes of work for
each customer following an interview. As president of client service, it is her responsibility to
supervise the well-being of all account team members and to arbitrate disagreement. Her emphasis is
the clients, and she acts as the primary point of contact for the clients whenever the account team is
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unavailable. The client service president is also involved in event planning, specifically agency's
special events.
President of Operations
The president of operations is directly responsible for agency’s strategic planning as well as the
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implementation of the agency's goal, vision, and core values. She oversees the customer acquisition
process by assessing applications, vetting, and enrolling new clients. She is in charge of the agency's
accounting and human resources. In addition, the president of operations is directly responsible for
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employee hiring, continuing education, engagement, and accountability toward company goals and
growth. She is in charge of special event planning and administration, as well as branding, marketing,
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and new business initiatives for the firm. She also oversees the agency's digital/social media strategy
and analytics. Finally, she directs the development and implementation of a strategic public relations
plan in collaboration with her team in order to expand agency reach and reputation among its diverse
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stakeholders.
Directors
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Agency directors lead five to seven account teams, supervising client service, project management,
and quality assurance. Furthermore, directors are accountable for ensuring that the PR objectives and
methods defined in each account team's scope of work are met on time. Additionally, agency directors
aid in the implementation of agency strategic strategy and operations.
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Account Supervisors
Account supervisors oversee one to two account teams as strategic managers. Account supervisors
oversee two to eight account executives and use their conflict resolution, delegating, negotiating, and
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relationship management abilities to keep customers and account executives on the same page. They
are in charge of directing the day-to-day operations of one to two account teams, including account
strategy, client service, and project management. Account supervisors establish quality control in this
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function by revising and approving all public relations deliverables before they are sent to customers.
Account Executives
Account executives work directly with their assigned customers to achieve the public relations
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objectives and methods stated in the scope of work for an account team. Account executives
construct and deploy public relations campaigns and strategic communications to that aim. Account
executives enhance their skills in this profession by honing their communication and public relations
skills.
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Faculty Board of Directors
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This includes providing continual leadership and assistance to the agency's executive board and
personnel, as well as assuring overall agency profitability, brand management, and client satisfaction.
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1.6.3 Functions of PR Agency
The functions of public relations manager and public relations agencies include:
1. Anticipating, analysing, and interpreting public opinion and attitudes regarding the brand, and
developing ways to impact them through free or earned media.
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2. Creating editorial content strategy to complement the brand's every campaign and new move.
3. Creating and disseminating publicity releases
4. Writing speeches.
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5. Organizing and carrying out specific public outreach and media relations events.
6. Creating online content (internal and external websites).

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7. Creating a public relations plan for a crisis.
8. Managing the brand's social media presence and reacting to public feedback on social media
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networks.
9. Counseling workers on policies, courses of action, the organization's duty, and their own
accountability.
10. Dealing with government and legislative agencies on the organization's behalf.
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11. Dealing with public groups and other organizations on the organization's social and other policies,
as well as government laws.
12. Dealing with investor relations.

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1.6.4 Account Planners & Liasioning

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An Account Planner is a distinct position that is frequently found inside an advertising agency or in-
house creative team. Tony Stead created the term "account planning" at a JWT awayday in 1968. An
Account Planner's role, in contrast to that of an Account Manager or Account Coordinator, is to know
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the consumer even better than the client. This function is critical because it ensures that key
information about the target market is addressed throughout the creative process.
An account planner is largely responsible for advising clients on how to enhance their accounts, sales
strategy, and marketing. The account planner builds, manages, and maintains customer accounts in
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order to maximise sales and profitability. Monitoring competition, determining flaws in the real
marketing campaign, providing insight into the market's state, and offering advice on how to better are
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all part of an account planner's job. In addition, the account planner engages directly with the
customer and actively collaborates with them to achieve success.
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 Role of an Account Planner
Represents the consumer in the creative process
Account Planners are strategic, analytical thinkers and researchers who are more concerned with the
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customer than with the client. It is their responsibility to assist in the discovery of vital consumer
insights and to represent the client throughout the creative process.
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Performs research and analyses the competition
This position is in charge of doing extensive research. They evaluate the competition as well as
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assess the market and research data on products or services. Their objective is to discover what
inspires people to try a product or service for the first time and what prompts them to purchase it.
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Initiates the strategic direction

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An Account Planner's responsibility is to steer the overall strategic direction of creative campaigns.
They also verify that the creative team's work is strategic and adheres to brand rules.
 An Account Planner is not an:

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Account Manager - An Account Manager is in charge of managing, maintaining, and upselling

existing accounts. It is crucial to note, however, that many agencies assign the task of account
planning to the account manager or director.
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Account Executive- An Account Executive is responsible for acquiring new commercial accounts.
Account Planners serve as a bridge between the Account Executive and the creative department, as
well as the creative department and the customer.
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 Account Planner Responsibilities
Here are examples of responsibilities from real account planner resumes representing typical tasks
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they are likely to perform in their roles.

• Guide production planning tasks such as designing and amending production schedules,
anticipating trends and client demand, and logistics management.
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• Direct incoming or outgoing logistics operations, such as transportation or warehouse
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operations, safety performance, or logistics quality management.
• Redesign the website and direct all online advertising activities, such as paid search, SEO,
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blogs, and data feeds.
• Create RFP templates to streamline the process and assure consistency, as well as
organise vendor replies and assess findings.
• Serve as a liaison between client managers, customer business unit leaders, and other
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divisions, facilitating communication and increasing client satisfaction.
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Liaisoning
A liaison officer is an employee who establishes and maintains mutually beneficial relationships,
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facilitates communication, and coordinates activities between two or more individuals, agencies, or
organisations. Liaison officers, who are frequently members of the public relations team, are company
representatives who streamline operations and handle public communications, coordination efforts,
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incident response, and conflict resolution. They serve as technical or subject matter experts for the
individual, agency, or organisation that they represent.
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Liaison officers serve as the point of contact for businesses during major events such as emergencies
or leadership changes such as the appointment of a new CEO. They are also the primary sources of
information about these events for promotional and brand awareness purposes
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Types of liaison officers
 Liaison officers serve in both the public and private sectors, and are frequently engaged by
educational institutions, governments, law enforcement agencies, military, and major
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companies. While their communication-related jobs are usually the same, the exact
responsibilities of liaison officers differ based on the employer.
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 A governmental multicultural liaison officer, for example, may collaborate with foreign
embassy personnel to foster relationships between countries and agencies in order to help
overcome language barriers and cultural differences. A school liaison officer at a university
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may mediate conflicts between the superintendent, the board of education, and the larger
community of teachers, students, and parents.
 Liaison officers in the military may be responsible for acting as the commanding officer's
personal representative to allied troops as well as serving as a communications link between
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the commander and other liaisons, commanders, and staff officers.
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 The liaison officer is in charge of coordinating multiagency reactions to a breach, hack, or
attack in the context of enterprises and information security. The need for this position is
obvious: Multiple resources and agencies must be brought to bear in the case of a significant
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breach, incident, or other emergency circumstance for successful incident response – an
endeavour that demands swift and efficient coordination.
Liaison officer responsibilities and skills
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A liaison officer works in high-pressure, fast-paced workplaces and must be willing to take the
initiative to resolve disagreements and address concerns. The following are the responsibilities of a
liaison officer:
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• serving as a point of contact for all agency or organisational staff;
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• maintaining a list of agencies or persons who represent the person, agency, or organisation;
• enabling meetings and collaboration among individuals, agencies, and organisations
• identifying communication issues between these groups;
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• working with and connecting with key constituencies and the general public; and
• performing post-mortems once an event has been resolved.
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Because their major responsibility is to coordinate activities and communications across individuals,
agencies, and organisations, competent liaison officers must be well organised. They plan and deliver
verbal communications to colleagues, collaborators, the public, and other stakeholders, such as news
conferences, interviews, phone calls, and face-to-face meetings, as well as written communications,
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such as press releases, reports, and social media updates.
Liaison officers must be self-motivated and strong leaders capable of monitoring, coordinating, and
communicating strategic objectives in a timely and efficient manner. Liaison officers frequently
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function as mediators; therefore, their responsibilities include negotiating with others, creating and
fostering connections, helping individuals comprehend the perspectives of others, and knowing their
parent company and how it affects its stakeholders.
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Liaison officer tasks include event reporting and analysis. Compiling reports on accidents, events, or
updates in order to learn from them and enhance future procedures and interactions is one example.
Potential liaison officers should have a bachelor's degrees in business, criminal justice, international
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relations, management, or political science, depending on the organization's line of business.

Additional schooling may also be necessary. Liaison officers working in public safety departments, for
example, may be required to complete mandatory training requirements for that department.
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1) ____________ are described as a strategic communication process that fosters
mutually beneficial connections between corporations and their respective publics.
a) Public relations
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b) F
c) F
d) D
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2) A _____________is an employee who establishes and maintains mutually beneficial
relationships, facilitates communication, and coordinates activities between two or
more individuals, agencies, or organisations.
a) D
b) D si
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c) liaison officer
d) d
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3) Creating editorial content strategy to complement the brand's every campaign and new
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move is how ____________ works.

a) PR Agency
b) H
c) D
d) R
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4) Public relations are described as a ______________ process that fosters mutually

beneficial connections between corporations and their respective publics.
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a) D
b) strategic communication
c) d
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d) d
5) An ______________ is a distinct position that is frequently found inside an advertising

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agency or in-house creative team.

a) D
b) D
c) Account Planner
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d) D
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6) Which of the following is not the function of PR Agency?
a) Writing speeches
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b) Dealing with investor relations
c) Creating and disseminating publicity releases
d) Controlled Media Designed
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7) A structure of a PR agency structure does not include:
a) President of Client Service
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b) President of Operations
c) Initiates the Strategic Direction
d) Directors
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Summary
 A (good) PR firm is simply a consultancy that provides effective communications advice to its
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client (the brand, the business, or the person – if it's personal PR).
 An agency will focus on generating excellent outcomes in order to meet the goals of its
clients.
 PR consultancy outcomes will be what we term 'outputs,' which are the number of earned
pieces of publicity, coverage views, and social media shares of such coverage.
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 Public relations experts attempt to shape the public's impression of their clients' brand,
reputation, or image.
 The president of client service is in charge of the agency's mutually beneficial connection with
its clients.
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 The president of operations is directly responsible for agency’s strategic planning as well as
the implementation of the agency's goal, vision, and core values.
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 An account planner is largely responsible for advising clients on how to enhance their
accounts, sales strategy, and marketing. The account planner builds, manages, and
maintains customer accounts in order to maximise sales and profitability.
 Liaison officers serve as the point of contact for businesses during major events such as
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emergencies or leadership changes such as the appointment of a new CEO.

 Liaison officers serve in both the public and private sectors, and are frequently engaged by
educational institutions, governments, law enforcement agencies, military, and major
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companies.
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Activity
1. Contact any PR Agency and understand their Organizational structure and Functions.
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Glossary
 An Account Manager is in charge of managing, maintaining, and upselling existing accounts. It is

crucial to note, however, that many agencies assign the task of account planning to the account
manager or director.
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 An Account Executive is responsible for acquiring new commercial accounts.

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Account Planners serve as a bridge between the Account Executive and the creative department,
as well as the creative department and the customer.
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 The president of operations is directly responsible for agency’s strategic planning as well as the
implementation of the agency's goal, vision, and core values.
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 Agency directors lead five to seven account teams, supervising client service, project
management, and quality assurance.
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 Account supervisors oversee two to eight account executives and use their conflict resolution,
delegating, negotiating, and relationship management abilities.
 Account executives work directly with their assigned customers to achieve the public relations
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objectives and methods stated in the scope of work for an account team.
 Faculty Board of Directors includes providing continual leadership and assistance to the agency's
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executive board and personnel, as well as assuring overall agency profitability.

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1. What is a PR Agency? Elaborate the structure of PR Agency.

2. Define Account Planning and Liasioning. Explain their Roles and Responsibilities.
Further Readings
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1. https://www.radioactivepr.com/role-pr-agency/
2. https://www.celarity.com/job-description/account-planner/
3. https://www.zippia.com/account-planner-jobs/what-does-an-account-planner-do/
4. https://searchsecurity.techtarget.com/answer/What-are-the-roles-of-a-liaison-officer
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1) a)
2) c)
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3) a)
4) b)
5) c)
6) d)
7) c)
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Module II: Introduction to Event Management and Event
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Agencies
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Unit 1: Introduction
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Introduction
An event is a one-of-a-kind occurrence in time that is honoured or observed to meet special demands.
It is anything notable that occurs according to a predetermined strategy including the networking of a
multimedia package to achieve a goal. occurrences, occurring, incidents, occasions, and experiences
are all synonyms for events. While events can occur on their own, they can also occur as organised
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activity aimed at achieving a certain purpose or target.
Definition of Event
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According to Philip Kotler, “events are defined as occurrences to communicate particular messages to
target audience.” An event, according to a comprehensive multimedia definition, is a multimedia
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package carried out with a preconceived concept, customised or modified to achieve the client's goal
of reaching out and suitably influencing the sharply defined and specially gathered target audience by
providing a complete sensual experience and an avenue for two-way interaction.
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2.1.1 Concepts of Events

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According to Philip Kotler, “events are defined as occurrences to communicate particular messages to
target audience.” An event, according to a comprehensive multimedia definition, is a multimedia
package carried out with a preconceived concept, customised or modified to achieve the client's goal
of reaching out and suitably influencing the sharply defined and specially gathered target audience by
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providing a complete sensual experience and an avenue for two-way interaction.
Events allow individuals to interact with their surroundings, spend time together, appreciate and
experience the diversity of cultures, and stimulate creativity and innovation. They bring a town to life
and allow a region to promote its tourism experience while increasing economic activity. Community
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building, lifestyle and leisure enhancement, cultural development, tourism promotion and increased
visitation, volunteer participation, fundraising, and economic development are all aided by events.
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Above all, events foster a sense of fun and vibrancy, resulting in a strong sense of community
connectivity, pride, and a sense of place.
Characteristics of Events
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1. Events provide a one-of-a-kind, once-in-a-lifetime experience.

2. Events are designed to achieve certain goals and objectives.
3. Events are particular happenings that have a shorter life period than projects.
4. Events need a significant amount of money and the management of limited resources.
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5. Events need careful preparation and the participation of all key managerial departments.
6. Events include dealing with a risky and unpredictable environment.
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 How to Create an event concept step by step
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Events that will captivate your audience and entice them to return can only be done with careful
planning. The first stage is to come up with a unique event concept. This may be the most difficult
phase for some, but we are here to help you organise your thoughts and get started.
Step 1: Who are you organizing the event for?
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Knowing your audience is critical since you are preparing the event for them and the concept should
appeal to them. Some ideas may work for one set of people but not for another. You may construct
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audience personas by designing surveys or leveraging past event surveys. Type form,
SurveyMonkey, and Google Forms are all simple ways to construct surveys
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Following a study of the surveys, you should be able to answer questions like:
• Who is your target audience?

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• What do they enjoy most about your events?

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• What are their interests, and why do they attend these events?
Because your audience will be attending and engaging in the event, developing an event concept that
they will like is critical.
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"4 in 5 Millennials (79 percent) believe that attending live events makes them feel more connected to
other individuals, the community, and the globe," according to Eventbrite.
Assume that your target demographic is millennials. Knowing that people want to feel like they are
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part of a group, you should plan your event to provide them with the chance. They will be grateful.
Step 2: Why are you organizing the event?

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What is the significance of the occasion? What is your goal, and how will your audience benefit from
it? Is it for brand awareness, lead generation, knowledge sharing with the community, or internal
events for employee satisfaction and empowerment?
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It is critical to have SMART goals (SMART stands for specific, measurable, attainable, realistic, and
time-bound) in order to evaluate the event outcomes. Did you achieve your objectives? What should
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you keep in mind the next time?
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Step 3: What will the theme of the event be?
You are now ready to answer the question "what" based on your purpose and the demands of your
audience. Is it going to be a conference, a workshop, a networking event, or a gala? Is it going to be
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free, or will there be a ticket or fee?
Extending the experience beyond the event, such as during check-in queues, may turn mundane
situations into thrilling ones! In some circumstances, an interactive game or activity might be a perfect
fit for your event concept. It will engage your audience and provide an additional micro-experience
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within your event.
Step 4: Where will the event take place?
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The answer to this question is dependent on the nature of the occurrence. Will it be a modest event
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that you can even organize at your office, or will it be a huge event that requires a specialized site,
such as a conference or a summit?
Aside from the event's size needs, you should also consider accessibility, affordability, and comfort.
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There will always be a trade-off between all of these factors, but with careful preparation, you should
be able to choose a fantastic location for your event.
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After you've located the venue, you'll know how to use it to provide a one-of-a-kind experience for
your audience that corresponds to the event theme.
Step 5: When will the event take place?

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You must examine which day and time of day would be most convenient for your attendees based on
who they are. Will it be after work or on the weekend? If the event is going to be held outside, you
should think about what the weather will be like on that particular day. Check to see if there are any
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other major, similar events scheduled for the dates you're thinking about, since this might be a deal
breaker.
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When you choose the date for the event, make sure you leave enough time to complete your
research and coordinate all of the details. Event planning takes time and is fraught with uncertainty,
so always leave room for the unexpected.
Example
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A venture capital firm wishes to raise brand recognition and is aware that its target audience consists
of entrepreneurs, fresh start-ups, and business owners. Knowing that the aforementioned target
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group values information sharing and networking, they decide to host a free workshop hosted by a
well-known entrepreneur in the local community. Following the discussion, there will be opportunity for
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networking, coffee, and pastries.
The event will have roughly 100 guests, so they decide to have it in their workplace, where they have
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adequate room, good access to public transportation, and nothing extra to pay, allowing it to be free.
Because their target audience has somewhat flexible working hours, they decide to schedule the
event early in the morning to give attendees a lively and exciting start to the day.
 10 Awesome Event Concepts That You Will Want to Duplicate
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Attendees of events want experiences that will sweep them off their feet. They want to be wowed.
This so-called experience economy is what pushes event planners to always come up with new
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methods to create unforgettable encounters for their attendees. Because we appreciate the
significance of a fantastic idea, we've compiled a list of our ten favourite event concepts that have
recently inspired us. Get inspired as well, and make your event an outstanding experience.
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Secret events - People have always been drawn to secrets. That is why these events are becoming
increasingly popular. People's interest is piqued by the hushed directions and the unusual, unknown
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locales. To raise anticipation, the place is frequently announced only a few hours before the event
begins.
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The Lost Lectures - The Lost Lectures is an underground series of enthralling presentations
conducted in unusual locations. This idea reimagines the traditional lecture-style presentation. The
organisers go above and beyond to build immersive environments for the participants. They are taken
on a thought-provoking trip by world-class lecturers. Previous hidden sites included Berlin's famous
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'StummfilmKino Delphi' and an abandoned factory.
Secret Cinema - In the realm of immersive events, Secret Cinema has grown in prominence. From
hidden film screenings in abandoned buildings to large-scale participatory productions, this notion has
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grown. Imagine being able to enter the movie screen and being a part of the tale. You may even
participate in the creation of the experience by interacting with the on-screen characters. The setting
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is always chosen to fit the film scenery in order to create a distinct feel. Until the very last second,
everything is top secret. Those who join up receive just a few hints about the film, a clothing code,
and a meeting location.
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Silent conferences - Have you ever heard of silent discos, when participants wear wireless
headphones and dance to what the DJ is playing in their ears? Because of the success of these
events, conference organisers began implementing wireless headphone technology into their
programmes. The rationale is straightforward. It addresses some of their most typical issues:
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 Lack of breakout space
Delegates in a single room can divide into smaller groups using wireless headphone
solutions. This permits individuals to listen to various talks without being interrupted.
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 Not enough time
With a full agenda, you may schedule additional speakers to conduct concurrent lectures and
Q&A sessions on other themes.
 Disruptions
You may broadcast your material directly to your attendees in loud exposition halls without
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missing the core point.
 Low engagement rates
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The audience has the option of listening to anybody they wish. This makes the information
more relevant to the audience and the event more engaging.
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Lunch clubbing - Instead of a typical lunch at a neighbourhood café, how about a dance rave?
Daniel Odelstad, the organiser of Lunch Beat Stockholm, adds that the goal of this one-hour event is
to get as much dancing in as possible. The Lunch Beat organisers emphasise the value of
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involvement by using the Fight Club storyline. You must dance if this is your first time at Lunch Beat.
The dancing is a terrific way for the attendees to bond. There will be no alcohol served, but the
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admittance price will include a meal.
Dedicated Q&A tracks at Start-up Grind - Who wouldn't want to get their query answered by a
successful CEO or a powerful thought-leader? However, busy conference schedules seldom allow for
enough time for Q&A. At a recent event, start-up Grind set up a second stage focused only on Q&A to
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enhance attendees' learning. Following the speaker presentations, delegates submitted questions
through Slido. The presenters then responded to the questions via interactive 30-minute 'Ask me
anything' sessions. As a consequence, the presenters were able to expand on their issues more, and
the attendees received the answers they sought.
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Participant-driven open space - What better way to make your event memorable than to give
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participants complete control over the agenda from the start? According to Ryan King, co-founder of
BarCamp, "there is significantly more experience in the crowd than there possible could be onstage."
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Light Speed Presentations - This is one of those event concepts geared for young and aspiring
entrepreneurs trying to get their idea out there and attract potential investors and partners.
Each presenter is permitted to exhibit up to 20 photos in a formal light-speed presentation, also
known as a Pecha Kucha presentation, with 20 seconds of speaking time for each image. When all of
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the photos have been presented, their time is over, and they must vacate the stage for the next act.
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 Benefits of Events
The potential benefits of hosting major events from the perspective of the visitor economy include:
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1. Structural expansion of the visitor economy:
Visitors who come to a city or area for an event will contribute to a thriving economy, with visitor
spending having a multiplier impact on earnings throughout linked supply chains. The host destination
will gain from the multiplier impact in terms of employment, money, and higher living conditions.
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2. Alignment of tourism with other strategies:
The needs of a large event can be exploited to promote an integrated whole-of-government strategy
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and maximise synergies between relevant development and growth. Infrastructure built for events is
one of the most obvious long-term legacies for a host city or area, and it may have a significant
influence on tourist growth.
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3. Marketing and promotion:
Pre-event branding associated with the successful hosting of a major event can provide long-term
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recognition of destination branding in key tourism markets, encourage return visitation of attendees or
participants, and provide a better understanding of the event's focus, such as sport, arts and culture,
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food and wine, and so on.
4. Environmental impacts:
The worldwide emphasis that is typically connected with large events can assist to prioritise work on
an often underdeveloped or neglected built environment, increasing the attractiveness and
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competitiveness of locations. Furthermore, ensuring that events are conducted in an ecologically

sustainable manner is becoming a top concern in terms of branding.
A positive legacy can inspire community and stakeholder support for an event, represent a
measurable return on investment, or serve as rationale for government spending. Through achieve a
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favourable outcome, however, strategic preparation far in advance of the event is required, as is the
adoption of a long-term view and evaluation throughout the event lifecycle, from inception to post-
event. Any infrastructure construction must prioritise long-term usage, ideally with financing and
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resources reserved for the post-games period.

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 Use these 5 Steps to Set Event Goals to Maximize the Event’s Impact:
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Step 1: Identify the event goals
When identifying the goals of the event, you are merely noting the event's purpose. What is
the purpose of the event?
When developing and defining event goals and objectives, consider the following critical
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questions:
1. What is the purpose of this event?
2. What is the purpose of inviting people to your event?

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3. What are the main takeaways you want attendees to have?

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4. Describe how you plan to measure your success.
a) Keep the big picture in mind
The right event objectives should be consistent with the brand's overall marketing strategy as
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well as the company's mission statement. Because event planners' minds are usually focused
on a million little tasks and deadlines, remembering the bi g picture can be extremely
beneficial.
b) Define key performance goals
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Understanding the "why" is critical, but you must also quantify your aim.
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When dealing with performance objectives, concentrate on what you can manage. For
example, you have no influence over how many of your participants opt to return to the
conference the following year. However, you may evaluate the number of sales made before
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to, during, and after the conference. Also, how many qualified leads did you obtain? And how
many of those leads your team followed up with in the months af ter. The list can go on and
on. It may seem apparent, but when deciding how to gauge the success of the event,
decision-makers may recommend factors that are just beyond your control. That is why, when
conveying objectives to your superiors, the manner you word your goals is critical.
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Step 2: Make your event goals “smart”
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When setting goals, work with SMART goals, which are:
 Specific
 Measurable
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 Attainable
 Realistic
 Time-based
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For example, stating that you aim to "throw the finest marketing conference ever" is neither
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precise nor quantifiable. A goal of "planning a week -long country music festival by the end of the
month" is particular and time-bound, yet it is unlikely to be feasible or realistic.
When creating objectives, it's nice to aim for the stars, but have a realistic perspective on what
you can actually accomplish. First, make a list of as many ideas as you can for the aim. Then,
trim the list and integrate the concepts to arrive at a single strong aim.
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Step 3: Measure your event goals with 20 measurable event KPIs to use
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Regardless of your objective, one or more of these main event KPIs should be a great fit for your
needs:
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1. Per customer acquisition cost

2. The total number of qualified leads generated at the event.
3. Sponsors are quite pleased with the event.
4. Monitoring the success of individual promo code tracking links
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5. Total revenue
6. The total number of registrations
7. Social media mentions on each platform using the specified event hashtag
8. The majority of guests polled were quite pleased with the event speakers.
9. Total number of active community members following the event (compared to total
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number before the event)
10. Numbers from attendee satisfaction surveys
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11. Percentage of total event check-ins relative to registrations
12. Net Promoter Score
13. Online event community engagement as assessed by social media interactions OR
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specific event app activities
14. Live event app polling
15. Social media posts, likes, and shares pertaining to the event
16. Ticket sales and individual ticket type performance
17. Cost to revenue ratio
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18. Individual sponsor page engagement on the event website
19. Number of repeat attendees (for recurring events)
20. Total new customers acquired
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Event software is especially helpful for measuring these KPIs, so make sure you have a
reliable platform ready to go ahead of time with all the features needed to capture your
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chosen data.
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Step 4: Develop an event strategy
The next stage is to plan your event approach. Once you've determined your event goals —
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and you're confident and enthusiastic about them — it's time to work out how you're going to
achieve them.
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When considering strategy, consider it from two perspectives:
1. From your point of view as the planner

2. From your attendee's point of view
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How will both the planning team and the attendees contribute to the achievement of the
objectives? Begin by asking yourself questions like:
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1. What educational measures (e.g., speakers, panellists) are required to achieve this goal?
2. Will you require speakers or instructiona l content to achieve your goal?
3. If it is a social gathering, what is your social purpose for the guests, and h ow will you
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foster interaction?
4. What type of entertainment is required to provide the social satisfaction you seek for this
event?
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You may discover that your plan includes some mini-goals. It is OK to create mini-goals and
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milestones in order to achieve your main aim. Plan your event while you're brainstorming.
This plan might be an outline, a project plan, or something else. It should highlight the goals
you've established and outline the steps you'll take to achieve them.
Step 5: Ensure your event goal helps people make connections

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There are no two events that are precisely same, yet they always aim to connect people in
some manner. Attendees may connect with one another, with content, or with an idea. You
must consider how to make such relationships. For example, if the purpose of the event is to
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teach participants, you must consider what they are learning, why they are learning it, and
how you intend to teach them.
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With these answers, you may begin to construct the necessary things, such as speakers and
content. Finally, make sure that your objectives are clear to you r guests so that they can help
you achieve your vision along the road.
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2.1.2 Concepts of Event management
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The production of an event is referred to as event management. Its execution involves a variety of
persons with varying talents and duties. There is a lot of contact between people and their obligations.
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It includes all aspects of planning, organising, staffing, directing, executing, and assessing.
For example, during a Student's Festival in a college, all operations such as venue selection (in the
college premises or in an auditorium) and stage design (based on a theme such as 'Quintessence'),
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arranging the infrastructural facilities (like sound system, tent, furniture, etc.), liaison with
artists/performers (cultural programme for the show), and networking with other activities such as
advertising (to all invitees and sponsors), public relations (informing via mass media), ticket sales (to
the target audience) etc. fall under the purview of event management. During execution, event
managers must guarantee that all important client concepts and audience fit. The manager’s job is to
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physically reproduce this fitness in the event.
Five Essential Elements of Event Planning
So, here’s our checklist for event planning and organisation:
1. Know what you want to achieve

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It’s important that you know exactly what you want from your event. Whether you're hosting a small
exclusive dinner or a massive conference, you must define your objectives from the start. For
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example, ten new inquiries, a meeting with your most significant prospect, or a target % take-up of the
offer you have on the day. Setting goals allows you to assess the success of your event.
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2. Make an event plan
The finest events are meticulously planned down to the last detail, thus creating an event plan is
worthwhile. This should include a checklist of all the tasks that must be completed, such as space
rental, meal preparation, name badges, sales literature, speakers and presentations, and a running
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order and times for the event. To ensure that everything is covered, you may need to hire a virtual
event planning research and management assistant to assist you with phone calls, event
reservations, and event promotion.
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3. Look for funding or sponsorship

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You could be addressing a certain topic in your event, in which case it's worth checking if you can
team up with another company or a sponsor to assist you keep expenses down. If you're preparing an
awards ceremony, you may wish to hunt for sponsors for each prize, as is customary practise. This
manner, you can keep your personal spending low while adding a touch of glitz to your event. Set a
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budget for your event, with or without funding, that is tied to your goals so that you can assess your
return on investment.
4. Advertise and communicate
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For events that require a large audience, you'll need to promote to both current and future customers,
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suppliers, and connections. Make sure you have your plans in place before you do this - even if it's a
free event, people want to know what they're receiving because events require time away from work.
You may promote your event using direct mail, email campaigns, social media, or phone calls, and
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this is where having a virtual assistant on board comes in handy.
Make booking as simple as possible - most consumers expect to be able to book online and pay
using credit cards or PayPal. And, once booked, make sure you communicate effectively by sending
personalised emails that thank them for booking, include timings, directions, and any other
information they may want, such as food allergies. Continue to communicate in the run-up to the
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event to show guests how much they are appreciated and to stimulate their curiosity.
5. Manage and follow up
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Never presume that the job is over when the event begins. Attendees must feel as though they have
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gotten tremendous value, helpful knowledge, and have taken something meaningful away with them.
This includes handing out aide-memoires that they can take back to the workplace with them, as well
as making an incomparable offer that is only accessible on the day. Or perhaps a link to a separate
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web page with additional information that only participants have access to. Managing your event and
the expectations that come with it will assist assure its success. Finally, after your event, you must
follow up. You'll already have the contact information for everyone who has registered, so utilise it to
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make personal calls a day or two following the event. You don't have to actively sell, but a general
conversation will reveal what they liked most, what they learnt, and where you might be able to assist
them. Then schedule a meeting to take the process to the next level. Finding a virtual assistant who
can assist with this step is really beneficial — they can make follow-up calls and schedule
appointments for you, making the event process go smoothly from start to end.
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 Why event management / Need for Event Management

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1. Provides career opportunities

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Career prospects in event management include event planners, event managers, operations and
logistics managers, entertainment managers, security managers, and so on.
2. Professional growth opportunities

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Event planners have a lot of prospects for advancement if they continue their education and work on
diverse projects to get all-around experience. Event planners/managers can become entrepreneurs
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with their own event management company or independent consultants with time and experience.
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3. Opportunity to switch careers
Event management is one of the few occupations that offers a great deal of potential to enter into the
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field quickly. It does not need a formal degree or other educational certification. Professionals in other
fields can readily transition to event management if they so wish.
4. Availability of more jobs
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Event management is a profession that is expanding at a rapid pace and creating more employment
than ever before.
5. Better pay packages
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In comparison to many other occupations, the earning potential in event management are among the
finest. Pay packages improve with time and experience.
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6. Global reach
Event management is a career that may take people all around the world. The types of experiences
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provided by event management in organising and executing large-scale events on a worldwide basis
are enormous. The reach is global in nature, whether it is the management of an event catering to
worldwide audiences or the execution of an event in a foreign place.
 Analysis of Events Step

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Step 1: Select events for analysis

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The event manager must first choose the required collection of events and then decide which event to
analyse initially. If there have been several incidents, he must rank them in order of significance. If the
occurrences are of a similar kind, the event manager can combine them; however, if the event is
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really significant, the event manager must create a separate team to do a thorough investigation of
that particular incident.
Step 2: Collect and collate information

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After deciding which event to analyse, the event manager must thoroughly collect and synthesise all
information connected to that event in order to begin planning for that event.
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Step 3: Organise the Analysis Meeting
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The event manager must also ensure that frequent meetings are held prior to the event's occurrence.
He can also invite outside attendees who may have more knowledge on the event for the meeting.
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These participants can also make specific suggestions on how to enhance the event.
Step 4: Set frameworks and rules for the analysis
When a meeting is held for the aim of analysis, the event organiser must specify specific regulations
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for his meeting. The rules he establishes must be consistent with the event's main goal. Furthermore,
the meeting's discussion must be primarily focused on achieving these objectives.
Step 5: Conduct the Analysis
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The event manager then conducts the analysis to determine whether there are any difficulties and
what sorts of actions may be made to avoid them.
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Step 6: Implement Changes and Follow Up
If the event manager discovers during the meeting that adjustments are required, he can execute
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such changes and follow up on them.
SWOT Analysis in Event Management

SWOT is a strategic planning tool used to identify and analyse the strengths, weaknesses,
opportunities and threats involved in events. SWOT analysis can also be done on any organisation.
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Internal Environment External Environment

Strengths Opportunities
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Highly motivated staff Growing demand

Customer New markets
Execute plans within budgets New acquisitions
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Interactive activities New products and services

Support from local authorities
Weakness Threats
Tax Structure Rising cost of raw material
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Brand portfolio Poor infrastructure

Future profitability No derived license / special permits
Strengths: These are the characteristics of the project or organisation that assist it achieve its goals.
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For example: an experienced event crew, strong motivation levels, outstanding PR, a large market
share, and so on.
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Weaknesses: These are the characteristics of the project or organisation that are detrimental to
attaining the project's objectives. For example, social loafing, a lack of cash, an unskilled event staff, a
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lack of energy, a lack of media and business contacts, and so on.
Opportunities: These are the external variables that aid in the achievement of the project's
objectives. For example, little competition, favourable economic conditions, local government
assistance, availability of cutting-edge infrastructure, and so on.
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Threats: These are external elements that are detrimental to attaining the project's objectives. For
example, severe competition, little or no backing from local governments, terrible weather, insufficient
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infrastructure, a high labour rate, and a lack of raw materials. It is critical that we undertake a SWOT
analysis before designing an event plan in order to build a strategy that maximises the potential of the
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project's strengths and opportunities while minimising the impact of the project's weaknesses and
threats.
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 Establishing policies and procedures of an event
Event management policies that must be followed in order for events to be successful. Every event
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management company must have a framework consisting of certain regulations that allow the
organisation to function better, create a hassle-free atmosphere, and ensure the smooth flow of
business.
1) Vision policy- Every company must have a vision, which is the ultimate objective, as well as a
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mission, which serves as a bridge or road to those goals.
2) Legal policy- it is the legal framework within which the company is obligated to operate, consisting
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of different laws, regulations, permissions, licences, clearances, clauses, and so on that provide legal
protection to both the business and the customer.
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3) Service level agreement policy- It represents the rules that are generally both broad and adapted
to meet the diverse needs of the clients, resulting in client relationship management. Food, facilities,
media, and time period are all service level agreement variables.
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4) Reservation policy- Due to time, space, budget, and people limits, certain activities must be
registered well in advance. It will necessitate some monies being put as an advance or part payment
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as a guarantee of the event's implementation.
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5) Cancellation policy- Certain conditions cause the event to be cancelled or postponed. In such
cases, the policy should provide for a win-win situation to ensure amicable customer relationships,
such as waiving the prepayment or offering discounts on future or postponed events.
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6) Escalation policy- There must be a single point of contact for the client who can answer
complaints as a representative of the firm.
7) Work flow policy- Work flow denotes the orderly method through which work is planned and
carried out in order to accomplish the intended results.
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8) Human resource policy- It is the most important policy that must be properly created, as it
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establishes guidelines for employers on qualification, dress code, wages, compensation, appraisal,
and so on.
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9) Marketing policy- It is the most innovative in itself since it advertises and promotes numerous
activities held by the firm in order to raise public awareness. It consists of aspects such as marketing
timing, demand and supply, rivalry, market share, and new marketing tactics utilising technology.
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10) Billing policy- This is the form of payment that must be established for the convenience of both
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the company and the customer to guarantee that there is enough time given for settlements from the
client's perspective and that the firm has free working capital management.
11) Compliance policy- It is a set of restrictions for workers that must be followed in order to
guarantee that no sensitive, critical details, corporate future plans, strategies, models of work flow,
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and so on are communicated by employees with rivals or clients.
12) Security policy- It is the organization's safety measures and security team that are in place to
safeguard the safety of its clients, corporate premises, invitees, and so on.
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13) Environment & pet policy- This refers to the efforts that the corporation must do to protect the
environment, society, and public properties, among other things. Some events may include provisions
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prohibiting pets from being brought inside the event's premises.
14) Transportation policy- Transportation policy will be channelized for efficiency, including mode of
transit, cost of transportation, destination, arrival and departure times, and so on.
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15) Technical policy- The variables to be evaluated under this policy include audio visuals,
communication systems, software, hardware, the cost of buying technology-based instruments,
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support systems, and other aspects that provide the organisation an advantage over competitors.
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 Procedures to be followed in conducting of events
Based on the policies that are being established, the event management business is expected to take
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particular steps that lay out the road to achieve the vision or purpose. The following are the general
steps to be followed:
1) Identifying objectives- the aims of the event are critical and must be known at both ends to
guarantee that there is sync in the event organisation and to avoid any pitfalls.
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2) Event planning- event planning is the first phase in designing the company's work flow model,
which aids in the analysis of the many events to be scheduled consecutively.
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3) Service requirements- venue requirements, cuisine, lodging, transportation, road closures, traffic
management, flower arrangements, and so on are determined by the event5s and clients.
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4) Tapping of skilled employees- Employees are the company's assets, thus they must be carefully
selected based on job profiles, job descriptions, and abilities required by the firm, to whom the
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company may allocate duties for a smooth flow of work.

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5) Forming teams- groups or teams comprised of diverse combinations of people have been
established to decentralise the given duties, accelerate progress in the work flow model, and
successfully fulfil the company's goal.
6) Assignment of roles & responsibilities- Delegation of duties and responsibilities-work must be

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delegated to multiple teams consisting of managers, directors, coordinators, support staff, technical
personnel, and so on who are expected to operate as a team for a shared objective.
7) Checklist for events- a list of what will happen at the event must be made, and the event
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managers must double-check that everything is included.
8) Risk analysis- A full analysis of uncertain scenarios must be examined in order to prevent all sorts
)A
of risk connected to personnel shortages, surplus or deficit finances, and resource mismanagement in
order to face and overcome all problems.
9) Crisis management- it refers to the obstacles that the company faces in terms of unanticipated
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crises that might lead to disaster, and so the firm must be prepared to meet such scenarios.
10) Coordinating teams- given duties and responsibilities must be merged in such a manner that
there is mutual understanding across diverse teams in order to achieve the ultimate goals for which
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cooperation and coordination are needed.
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11) Monitoring- The company's efforts would be beneficial only if the various actions of the work flow
model are monitored on a regular basis.
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12) Outcome analysis- The firm must study the final outcomes or outcome after the successful
completion of the events in order to plan for future improvements.
13) Reporting and evaluation- Periodic reporting to higher-level managers on project overall
performance and future projections, as well as the scope of development
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14) Self-assessment- Evaluation aids in working on SWOT for improvement, the growth of the
organisation as a whole, workers, and the building of good customer relationships.
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15) Procedure revision- Analysis and improvement provide the opportunity for reorganising,
including, or removing any rules or processes to fit changing customer, government, and cultural
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needs.
 Event Management Strategy

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Strategy for Event Management Events are well recognised for providing potential as a significant
economic and tourist generator, as well as a variety of communal and social advantages to their host
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destination.
The cultural, social, and environmental advantages of community activities are important drivers of
this strategy. A clear vision is required to offer future direction to activities, therefore the development
of an Events Management Strategy for Irwin. Our goals in designing this Strategy are as follows:
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 Gain a thorough grasp of existing events and locations;

 Clarify the role and duties of the event management business in supporting and hosting
events.
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 Create a long-term, outcome-focused events programme that maximises the value of our
participation in events;

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Incorporate cultural, lifestyle, and environmental characteristics unique to the destination into
the events programme;
 Pursue events-supporting campaigns that add to overall destination promotion.
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 Objectives of Event Management
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Every event must have a clear overarching goal; otherwise, the event should not take place. Events
need a significant amount of dedicated work and dedication. This dedication can only arise from a real
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sense among all participants that the goals are desirable and will be useful in the long run.
In addition to an overall goal, each single event must have its own set of objectives, which must be
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explicit and written down in a way that allows you to measure the event's success once it is
completed.
Objectives should always be SMART.

 SPECIFIC to the particular event and particular aspects of it.
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 MEASURABLE express the objectives in numbers and quantities.
 AGREED make sure all team members know the objectives.
 REALISTIC set objectives the organising team can realistically achieve
 TIMED set a timescale for achievement of the objectives
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Functions Of Event Management
1. Planning:
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The goal of planning is to maximise resource use across the board. Given the complexity of the
decision-making involved and the need for multiple event activities, a cross-functional team is
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required. Beginning with an awareness of the client profile, the event brief, the target audience and
number expected, a significant component of each event that follows is the creation of the event
budget. The planning function is involved in micro-level event coordinating tasks such as liaising with
the creative team to discuss, facilitate, and arrange technical specifications such as sound, light,
stages, and sets.
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One of the most difficult responsibilities in the planning function is shortlisting artists and standby
artists in accordance with the mandates of the creative artists. It also entails investigating alternate
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arrangements for situating the event, the site, the event's circumstances, and obtaining information to
aid in deciding whether the event should be hosted indoors or outside. While on the subject of the
final responsibility, knowing the needs for permits, clearances, and so on and arranging for them as
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and when necessary is a fundamentally responsible task that the event planner is tasked with.
Soft factors such as whether the concert will be ticketed, nonticketed, completely or partially
sponsored are also considered throughout the planning process. The event is then rated in terms of
risk by event planners. Defining plans for the level of hospitality and the dress code of the
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hosts/hostesses depending on the audience profile, as well as deciding on the suitable food and
beverages to be provided on the occasion, are all planning functions. This is especially true because
the security and other preparations will differ depending on the sort of beverages supplied. Inflows to
event firms are mostly derived from a combination of sponsorships, ticket sales, commissions, event
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production costs, artist management fees, and infrastructure and equipment leasing charges, as
shown in the cash flow statement. All of these flows should occur concurrently; on the outflow side,
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one may include categories such as supplier payments, venue hiring charges, payment to artists and
performers, and so on. The primary outflows, however, are mostly related to event production, as well
as licencing and tax payment issues.
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The mechanism of payment for events spans from part payments to cash payments and is mutually
agreed upon by the parties concerned before being validated in the form of a contract following talks.
Penalty clauses for payment failures may also be incorporated. The exact payment plan may be
worked out depending on the nature of the project, the connection with the clients, and the aims of
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both the client and the organiser. This may entail a certain amount as a down payment in advance, a
certain amount upon accomplishment of particular milestones, and ultimately payment of the
remaining amount either at the start or at the end of the event.
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It is critical that a certain amount be set aside as advance to cover working capital requirements. The
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planning function establishes the boundaries of the creative function by supplying the limitations that
the creative team must operate within. It deals with hard practical aspects such as logistics, such as
material transportation, travel, and lodging, and networking, such as media planning, ad designs,
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banner printing, and ticket invite design and printing. It attempts to provide a perfect image of the
event flow and to define and regulate the inflow and outflow of money prior to, during, and after the
event.
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As a result, it is critical that the planning function play a significant part in the preparation for every
event. Furthermore, because the time range for decision making is constrained, planning becomes an
even more important function. Travel arrangements, audio visual needs, catering, China and flatware,
convention services, decor, decorations and props, entertainment, exhibitor needs, site selection,
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sound and lights, speakers, stage decor, staging, web site management, and so on are some of the
event planning services that must be handled by event organisers.
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2. Organizing:
These events often feature a team-based work environment and a project-type organisational
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structure, and responsibility for the event is delegated to the necessary staff members in the team.
Coordination of the necessary arrangements is distributed among the team members. Understanding
organising in the context of event management entails describing the activities necessary for an
event, defining individual and team duties, and allocating responsibility to coordinators. A precise
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definition of authorities and delegation of authority are also part of the procedure.
This type of activity aids in the development of an intentional framework for the clarification of roles
and responsibilities. Depending on the resources available, these structures alter with practically
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every occurrence. In event management, project-based structures are increasingly common. Event
coordinators are primarily responsible for event organisation. One of the most crucial tasks of the
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event planner is to contact the artist or performers and, in the event of absence or dropout, to make
backup arrangements. After the planning and creative functions have worked out the game plan, the
event organiser works with the artist to finalise the date, terms, and conditions.
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This is followed by the planning and construction of the requisite infrastructure. Following the planning
and coordination with specialists for the physical availability of the sound, lights, stage, sets, and
seats, some softer parts of organisation are arranged. These include handling publicity, which
includes press meetings, releases, and so on, in order to get favourable coverage, as well as handling
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ticketing and invites.
Once the needs are determined during the planning stage, the coordinator is responsible for obtaining
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approvals and licences from various government authorities. Organizing functions include arranging
for hospitality management such as lodging, food and beverages, hostesses, and so on, as well as
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contacting sponsors to assure the fulfilment of obligations made by the event organiser to their
customers. In a nutshell, organising is the process of making an event happen within the restrictions
specified by planning.
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3. Staffing:
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Event management staffing needs are defined by functional roles in a project-type organisational
structure. In event management, the necessity of team structure, experience, background, and skill of
team members is critical. The size and availability of resources in the events company, to some part,
define the actual function of the staff members. Event management necessitates the use of personnel
with a variety of skills to oversee a wide range of activities. In a large firm, there is greater possibility
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for specialised functional staff with restricted functional tasks, but in a small business, there is a fusion
of jobs based only on time and space available.
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Thus, while hiring for events, it is common to believe that applicants with prior experience in the
hospitality business, sales, and advertising would be most able to deal with the stress and uncertainty
that the process entails. As previously said, the events are quite physical in character. A large number
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of expert and unskilled volunteers and labour personnel must be efficiently guided. Functionally, the
following functional level duties that must be addressed within the team for a given event, as stated
above in the section on organising, can be segregated.
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The overall coordinator is in charge of a certain event. He has the last say in event-related decision-
making. The creative manager is in charge of the creative team. The project manager's responsibility
is to ensure that the event is conceptually successful, and he or she is particularly crucial in the
planning function. The production managers are involved in the planning stage as well, but their
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primary role is to ensure the event's physical success.
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5. Leading and Coordination:
The sum and content of occurrences centres around interpersonal skills as a whole. The primary
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purpose of coordination is to achieve synergy among individual efforts in order to achieve the team
goal. The overall coordinators must be managers with exceptional people abilities. Given the physical
nature of the job, the time limits involved, and the one-time nature of the event, they are constantly
required to push the employees and other younger coordinators to work extremely hard.
Given the scarcity of experienced event managers, the overall organiser should also be able to advise
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the marketing and project managers. This may even imply that the knowledge and skills of previous
events must be passed on to relative newcomers. Thus, outstanding communication skills, patience
without allowing too many blunders, and understanding how to apply the carrot and stick in a
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balanced manner are the essential traits of the overall coordinator. In addition to the foregoing, the
ability to identify and manage challenges is a desirable management quality for an event manager.
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6. Controlling:
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The essence of controlling is the evaluation and rectification of variations in event plans to guarantee
conformance with original plans. Evaluation is a process that aims to comprehend and quantify the
amount to which an event has succeeded in accomplishing its goals. The goal of an event varies
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depending on the type and variety of event. There are two techniques of putting appraisal into correct
perspective. The assessment notion indicated above was a critical analysis to determine what went
wrong. Making recommendations about how an event may be enhanced to fulfil its goals more
successfully is a more positive emphasis for review.
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It is critical to understand the established objectives of the events before conducting an assessment
and measurement activity. The brief should include all of the information that will be delivered since if
an event is arranged without a clearly stated objective, any review of it will be worthless. The
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fundamental event assessment method consists of three steps: defining quantifiable objectives and
including sensitivity in evaluation; monitoring performance before, during, and after the event; and
finally, addressing deviations from plans. Because this is such an important function in and of itself,
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we have covered it in greater depth in a separate section on event assessment.
1) ___________ is a strategic planning tool used to identify and analyse the strengths,
(c
weaknesses, opportunities and threats involved in events.

a) Event Planning
b) Risk Analysis
c) SWOT
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d) Crisis Management
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2) Which policy is the organization's safety measures and security team that are in place to
safeguard the safety of its clients, corporate premises, invitees, and so on?
a) Security Policy
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b) Marketing policy
c) Human resource policy
d) Environment & pet policy
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3) ______________ will be channelized for efficiency, including mode of transit, cost of
transportation, destination, arrival and departure times, and so on.
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a) Technical Policy
b) Transportation policy
c) Compliance Policy
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d) Billing Policy
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4) ______________ refers to the obstacles that the company faces in terms of unanticipated
crises that might lead to disaster, and so the firm must be prepared to meet such
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scenarios.
a) Crisis management
b) Capital Management
c) Event Management
d) Risk Analysis
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5) _____________ aids in working on SWOT for improvement, the growth of the organisation
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as a whole, workers, and the building of good customer relationships.
a) Monitoring
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b) Evaluation
c) Self-Assessment
d) Outcome Analysis
(c
6) Which objective of SMART is to express the objectives in numbers and quantities?

a) Measurable
b) Specific
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c) Agreed
d) Realistic
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7) Functions of Event management includes:
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a) Planning
b) Organising
c) Staffing
d) All the above
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8) In_____________ the necessity of team structure, experience, background, and skill of
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team members is critical.
a) Event Management
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b) Process Management
c) Hospitality Management
d) Website Management
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Summary
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 Event planners have a lot of prospects for advancement if they continue their education and
work on diverse projects to get all-around experience.
 Event planners/managers can become entrepreneurs with their own event management
company or independent consultants with time and experience.
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 Event management is a profession that is expanding at a rapid pace and creating more
employment than ever before.
 Every event management company must have a framework consisting of certain regulations
that allow the organisation to function better, create a hassle-free atmosphere, and ensure the
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smooth flow of business.

 Event planning is the first phase in designing the company's work flow model, which aids in
)A
the analysis of the many events to be scheduled consecutively.

 Strategy for Event Management Events are well recognised for providing potential as a
significant economic and tourist generator, as well as a variety of communal and social
advantages to their host destination.
(c
 Every event must have a clear overarching goal; otherwise, the event should not take place.
Events need a significant amount of dedicated work and dedication.
Activity
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1. Discuss the concept of Event Management.
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Glossary
 Events are defined as occurrences to communicate particular messages to target audience.

 Service level agreement policy represents the rules that are generally both broad and
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adapted to meet the diverse needs of the clients, resulting in client relationship management.
 Legal policy is the legal framework within which the company is obligated to operate,
consisting of different laws, regulations, permissions, licences, clearances, clauses, and so on
that provide legal protection.

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Service level agreement policy represents the rules that are generally both broad and
adapted to meet the diverse needs of the clients, resulting in client relationship management.
 Work flow denotes the orderly method through which work is planned and carried out in order
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to accomplish the intended results.
 Marketing policy is the most innovative in itself since it advertises and promotes numerous
activities held by the firm in order to raise public awareness.
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1. What is an Event? How to create an event?

2. How can you Set Event Goals to Maximize the Event’s Impact?
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Further Readings
1. https://www.one-resource.com/the-five-essential-elements-of-event-planning/
2. https://www.uou.ac.in/sites/default/files/slm/HM-402.pdf
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3. https://www.tame.events/blog/how-to-create-an-event-concept-that-stands-out

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1) c)
2) a)
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3) b)
4) a)
5) b)
6) a)
(c
7) d)
8) a)
Unit 2: Types of Events
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Objectives:
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 Understand Events
 Explain Types of Events
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 Brief Speaker session and Networking session
 Explain Conferences and Seminar
 Understand Workshops & classes
 Elaborate VIP Experience
 Understand Sponsorships
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 Explain Trade Shows & Expos and Awards & Competitions
 Brief about Festivals & Parties and Webinars
Introduction
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The famed economist Philip Kotler (2004) described events as "occurrences meant to transmit certain
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messages to specified audiences." An event is a celebration of an idea that is conceptualised with the
target audience in mind, with whom live contact occurs to produce the desired impact. Events are
gatherings that allow people to connect and share joyful memories with family members, relatives, co-
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workers, and friends. A family function is envisioned as a chance to reconnect with old friends and
relatives while also forming new ties with strangers. Aside from that, events are an essential element
of professional life, whether it is in a business setting or a non-profit organisation.
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The corporate sector organises events to offer its services or goods to its final customer(s) in an
acceptable manner while also enhancing its own image. Such events are viewed as the result of a
public relations strategy that includes elements of advertising, sales promotion, and multi-level
marketing. The government sector utilises events to improve their own image. Because many types of
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events must be organised all year, this has given rise to the Event Management sector, which caters
to all segments of society.
The main objective of any event is for a group of people to gather in one location for one specific
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purpose at a specific time. That might be for a variety of reasons, such as a wedding, a corporate
networking event, a religious meeting, and so on. All of this is meant to come together in order to
investigate that objective.
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We need events, as we need gatherings to commemorate such occurrences that bring optimism and
enjoyment into our lives. We utilise events to get to know our customers, meet and greet them, and
create a desire for them to use our products, and also, to raise awareness of our company's goal and
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vision in order to establish a brand image. Events may be utilised to have fun, transmit information,
express oneself, induce trial, increase revenue, and have fun while working, and generating money.
2.2.1 Speaker session
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Preparing Your Event Speakers for an Interactive Session: 5 Easy Steps
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Your Attendees Will Remember your Interactive Session. One common goal shared by event
planners is to make sessions more interactive and engaging for attendees. One simple approach
to accomplish this is to include live polls or allow attendees to submit questions to the speakers via
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an event app. However, this technique requires you to gain buy-in and begin preparing event
speakers in order to properly implement these tools.
Depending on the speaker's experience with these event app capabilities, there may be some
resistance to using the tools to further engage the audience
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Preparing event speakers is simple; here are some tips to make this process less intimidating and
to get your speakers on board to conduct and guide their own interactive sessions! Attendees will
be able to participate in an interesting and participatory session with a little planning and
information.
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Step 1: Be Strategic About Execution
Before you introduce the concept of an interactive session to your speakers, think about how you'll
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use this functionality throughout your event rather than just during a ses sion.
Using polls strategically throughout your event, such as during the opening session and any public
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sessions, is an excellent method to expose your guests to the notion of live polling if you want to
use it throughout the other sessions. Consider employing the Ask-a-Question capability during
your keynotes and panel discussions. Introducing these elements at the start of the event
establishes the tone and expectation that these features will be a vital part of the event
experience. Attendees will be eager to participate and interact.
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While excessive participation and interaction is never a negative thing, you should be aware of
when techniques that encourage such behaviour are employed. The goal is to verify that they are
contributing to the session's overall quality. Setting up a live poll or opening the floor to questions
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should have a clear goal in mind and should provide value and purpose.
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Step 2: Test Knowledge or Gather Insight
As you prepare your event speakers for what questions they might want t o use in a poll, there are
two ways you can use this functionality to help them visualise your session:
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• Putting the audience's knowledge to the test

• Obtaining insight or criticism from the audience
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For example, you may ask the participants a particular question on the subject covered during the
session to check whether they were listening/understanding the content. The speaker can then
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utilise this to drive the conversation forward. Alternatively, they can measure the audience's
opinion on a certain issue by posing a question and then using the results to guide the path of their
discussion.
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Using these two simple examples is an excellent approach to start your presenters thinking about
what questions they might want to ask the audience. It may also be a n excellent method to get
their support!
Step 3: Collect Questions in Advance
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Once your speakers have agreed to use Live Polls to increase the engagement of their session,
the following step is to collect questions from them to enter into the event app's C ontent Manager.
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While we prefer gathering questions ahead of time, you may also create a new poll or activate
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Ask-a-Question during the event. As a best practise, they should also include a slide in their
presentation that provides the question and encourages poll participation.
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Step 4: Communicate Best Practices to Your Event Speakers
There are a few more recommended practises you should explain to your speakers ahead of time.
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• The speaker should introduce the poll and read the question aloud. • Allow ample time for
participants to bring out their gadget and answer to the question (estimate 1-2 minutes per
session)
• Consider the replies and use them to spark more discussion as part of the session.
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Step 5: Run a Training Session & Test Run with Your Speakers
As a final step before the live event, make sure your speakers are comfortable. Consider holding
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an onsite drop-in session the day before they are scheduled to speak. This will give them the
opportunity to test the technology and get any queries answered.
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2.2.2 Networking session
Networking events provide an opportunity for groups of professionals to meet and develop contacts.
Each event you attend may have a distinct appearance. Some are more relaxed and allow individuals
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to chat with one another. Others are more formal and may include a lecture or presentation. The goal
of these gatherings is for individuals in an industry to network.
All events can offer networking chances for guests to engage and connect with others. Networking
gatherings aren't simply one kind of meeting. Instead, at every (or virtually any) event, organisers may
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locate chances to assist participants in making useful relationships.
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In-person events, virtual events, and hybrid events comprise the next wave of networking events.
Conferences and trade exhibitions with a streaming component are not considered hybrid events.
They include a wide range of digital components, such as gaming tournaments, communication
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between in-person and online players, and more.
Here are 10 types of networking events that can help you grow your connections and advance your
career:
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1. Happy hour meetups
2. Industry-specific seminars
3. Virtual groups
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4. Career fairs
5. Conferences/trade shows
6. Breakfast or luncheon meetings
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7. Community service groups
8. Speed networking
9. Workshops
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10. Roundtable discussions

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1. Happy hour meetups
Happy hour gatherings are a relaxed form of networking. Typically, the event organisers will rent out a
piece of a bar or restaurant to your group. Everyone is welcome to have a couple drinks and nibbles
during happy hour while conversing with other professionals. Because this is a relaxed setting, it's a
low-risk approach to get to know other professionals on a more personal level.
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2. Industry-specific seminars
During an industry-specific session, you may learn about a variety of topics related to your sector or
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business. Many event organisers include time before the session for you to network with other
experts. In general, there will be small snacks and refreshments available. During the session, an
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industry expert instructs the participants on a certain topic. For example, if you attend a marketing
conference, you may learn about social media methods, copywriting skills, or email marketing.
3. Virtual groups
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For networking reasons, you can join a variety of sectors or job-specific virtual communities. Many of
them may be found on social media platforms or online forums. To notify members of various virtual
networking activities, the organisation may utilise email newsletters or Slack messaging. When an
industry expert provides an online presentation through video conferencing, this is a typical sort of
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virtual meetup. A live Q&A session may also be held by an event organiser, where you may message
or video chat with other experts regarding particular issues you have.
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4. Career fairs
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Career fairs are wonderful networking opportunities for persons just starting out in their professions.
Throughout the academic year, many schools and universities have career fairs for students to
attend. You may meet with representatives from a variety of companies at this event. It's an
opportunity for you to introduce yourself and ask them a few questions about their business. Many
firms with job opportunities have booths at career fairs, which is a wonderful chance to hand out your
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résumé to reps so they know your name when you apply for a position.
5. Conferences/trade shows
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Conferences and trade exhibitions are often combined in several sectors. A trade show is essentially
a platform for firms in a certain industry to showcase their products and services. Trade exhibitions
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are often held at a big expo hall, where companies put up company-sponsored displays. People who
are interested in these items or services may speak with representatives at each booth or show,
which is a convenient approach for businesses and their customers to connect face-to-face.
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Some sectors combine a trade exhibition with a conference. During this time, attendees can attend a
variety of industry-related seminars and keynote speeches. Many of these lectures qualify for
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continuing education credits.
6. Breakfast or luncheon meetings
An event organiser provides a meal for all participants to enjoy while getting to know each other
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during a breakfast or luncheon gathering. These sessions might serve a variety of purposes. If you're
part of a group, you could get together to organise initiatives or talk about critical issues. Occasionally,
the organiser will ask someone to speak at the event. Breakfast or luncheon gatherings allow you to
speak and engage with other professionals.
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7. Community service groups

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Volunteers and donors can engage with one another through community service groups. If you work
for a non-profit, you could go to an event like this to meet the individuals who support your cause.
Similarly, volunteering for this type of event is a terrific opportunity to meet new people in the
community and expand your network of connections. It's also a terrific way to contribute to a worthy
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cause.
8. Speed networking
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Speed networking allows professionals to quickly connect with other professionals. You meet one-on-
one with another professional for a fixed length of time, similar to speed dating. You can introduce
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yourself, ask a few questions, and exchange contact information at this meeting. Event organisers
may even provide ideas for topics to discuss. When the timer runs out, you move on to the next
individual. Many institutions now provide speed networking events where students may meet with
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industry professional’s one-on-one for a few minutes to seek career advice and discuss their
resumes.
9. Workshops
Workshops allow you to hone your talents while expanding your network. Most seminars concentrate
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on a single topic or skill. During a workshop, you may choose to attend a presentation or participate in
more participatory learning. For example, if you attend a team-building session, you may engage in a
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variety of team-building activities. Similarly, a coding workshop might provide an opportunity to work
on your code while receiving hands-on assistance from another professional.
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10. Roundtable discussions
A roundtable discussion occurs when a small group of people gathers to discuss or debate a specific
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topic. It's a great way to express yourself and learn about other people's points of view. The purpose
of roundtable talks is to promote polite dialogue. Everyone is paying attention to what you're saying
when you're speaking. When it's the turn of the next person, you focus your attention on them. There
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is frequently time set out for follow-up questions and closing statements.
2.2.3 Conferences
A conference is typically defined as a gathering of numerous individuals to discuss a specific topic. It

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is frequently mixed up with a convention, colloquium, or symposium. While each conference is unique
in terms of size and purpose, the term "conference" can be used to refer to the overall notion. A
convention is a bigger assembly of delegates from various organisations than a conference.
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At a conference, specialists exchange new knowledge and exchange creative ideas. Its function might
be any of the following:
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 An academic conference is a meeting of scientists or academics at which research findings

are presented or workshops are held.
 A business conference is a gathering of people who work for the same firm or industry.
They get together to talk about new business trends and prospects.
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 A trade conference takes place on a larger scale. Aside from businesspeople, members of
the public attend to network with vendors and make new relationships. Workshops and white
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paper presentations are part of such a conference.
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 An unconference differs from the traditional conference, since it avoids the high costs, top-
down organizational hierarchy and sponsored presentations. All attendees are equally
knowledgeable about the topic and the discussion follows an open mode; usually without a
single speaker addressing the gathering.
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The keynote address is usually delivered by one or more keynote speakers at most conferences.
These are frequently seen at academic and commercial conferences. The speakers chosen are well-
known figures in their fields, and their participation is intended to entice more people to attend the
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conference. There are several kinds of conferences:
 A seminar is a gathering of people who get together to talk about a specific topic.

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A workshop is more of a hands-on experience for the participants with demonstrations and
activities; the length of time one speaker addresses the group is limited.
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 A round-table conference is a gathering of peers to discuss and debate a certain issue,
generally political or commercial. There are a restricted number of participants who sit around
a circular table so that everyone can see everyone else.
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 Need to Organize a Conference

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There are a number of reasons you might organize a conference, some practical, some idealistic,
some political, and some with elements of all three.
 There’s an issue that needs examining. This category includes the example of childhood
asthma at the beginning of this section. Organizing a conference may assist to respond to and
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underline the importance of dealing with the issue.
 The field needs a conference. There are several possible reasons for this:
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o The field may be new and lacks a distinct identity. A conference might bring together
and define the individuals who are developing it.
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o The field may not be cohesive. People in it may not know one another, may disagree
on methods or other issues, or may simply not realize how many others have similar
interests. A conference could bring them together and create networks that would
expand and improve the work.
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o New research findings, work, ideas, techniques, or information (new rules, for
example) may need to be disseminated.
o People may want energising and reassurance that they are not alone. Budget cuts or
allegations of unlawful or unethical behaviour on the part of individuals may be
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causing havoc in the profession. A conference may assist to redirect energies,
provide a venue for resolving some of the issues that have surfaced, or just provide
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participants with an opportunity to exhibit mutual support.
 Your organization or group wants to start an annual gathering. You believe that a
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problem, a field, a community, or a certain set of individuals is significant enough to warrant an
annual conference devoted to it.
 There’s a crisis or opportunity that should be addressed. A conference may address a

significant decrease or increase in financing for the profession, or it may address the fact that
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a conventional practise has been demonstrated to be useless or harmful.
Opportunities for advancement in knowledge or practical application in the subject may exist here. A
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popular topic, for example, may offer financing to explore or attempt new things, or it may attract new
participants or donors.
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 You may want to establish the legitimacy of the field. If your work has only been around
for a few years – or less – you may want to attend a conference to confirm that there are a
large number of people involved in it, that the majority of them have respectable credentials,
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and that the field is not on the crazy fringe, but has a solid intellectual and philosophical
foundation.
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 Feedback from the field or the community may demand it. People may indicate a strong
desire for training, networking, or other advantages that a conference might bring.
 A funder may demand it. Some financing for an organisation or coalition may be designated
for a conference, or hosting a conference may be a requirement for receiving funds for your
activities.
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 You could wish to enlist others to help promote the field, either via their work or
through advocacy. A conference can give guidance and incentive in this regard.
 It’s a matter of prestige, credibility, or credentials for you or your organization.
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Academics, for example, may gain status just by arranging a conference. The fact that you
can bring together people from your profession – or, better yet, from a number of fields –
identifies you as a key figure in your area. The same might be said for a community group, a
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hospital or clinic, a coalition, or any other organisation or institution. Organizing a conference

can help you establish yourself as a voice of reason or a prominent authority in your industry,
which can lead to financing and calls for collaboration, both of which can benefit your work.
 It’s part of your job. Some staff and board roles in professional groups, government
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agencies, coalitions, foundations, or educational institutions include the planning and

execution of an annual conference as part of their responsibilities.
 Planning the Conference
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The following steps will help you and your organizing committee to plan your conference:
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Step 1 – Settle on a theme
This phase should be a logical continuation from the first portion of this guide's advice on choosing a
goal. Your theme should serve as a guiding star for both your team and your attendees as they
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mentally organise the event.
This typically entails keeping your subject short, memorable, and motivating - keep it to no more than
one phrase.
Add a tagline to the theme as a bit of subtext if you want to add more information (these usually are a
bit longer and help set the scene if the theme itself is a bit esoteric). As an example, the topic may be
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"Innovation as a team," with the tagline "Working together to jump-start progress.”
As picking a theme can often mean the difference between success and failure.
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Step 2 – Design the delegate journey
After you've decided on a topic, the next logical step is to imagine the trip your conference participants
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will take. Making sure your attendees have a pleasant, efficient, and memorable experience is an
important aspect of the overall event trip you want them to take. So, what exactly does "plan the
delegate journey" imply?
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While a long conference may not appear to be so, it is really simply a collection of a few discrete
touchpoints — little moments of truth that may make or break your participants' entire event
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experience. Touchpoints include anything from the initial point of contact through food, lodging,
transportation, technology, signs, and technology (to name just a few). Pretend you're a total novice
and try to navigate the event's route. What will have the greatest impact on you?
Every touchpoint and stage along the way should promote your theme and the main purpose of your
event. This contact does not have to be overt, but it should be there in the background of every part of
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your event.
With that in mind, here is a fast and simple checklist of things to ask yourself as you construct the
delegate journey:
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• Are all touchpoints directing participants to the main conference goal?
• Do I design each phase with the overall picture in mind?

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• Have I acted as if I were a random attendee?
• Are all of the touchpoints important, or are some unnecessary?
• Is the journey's conclusion on track to meet the goal?

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Step 3 – Identify your team and set roles
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No conference of any size or influence is organised in a vacuum or by a single individual – you will
need to collaborate with your organisation and put together a team of people who can contribute to
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making your event a success. Typically, this necessitates the presence of the following individuals:
 Physical planning: A few assistants to manage the mundane aspects such as scheduling
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the venue, lodging, transit, and so on.
 Marketing and communications: Even if it is an internal event and you're not attempting to
lure attendees or sell tickets, you'll still need a few individuals in charge of developing
promotional materials and sending out messages to generate buzz.
 Administration: Essentially the main point of contact for those with queries, these individuals
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should be involved in all aspects of the event on some level.
 Facilitators: Your feet on the ground, ensuring that everyone gets where they need to be and
that everything is set up correctly. They are prepared to tackle any odd duties that may arise.
Step 4 – Settle on a date, venue and budget si

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While you may be tempted to perform these one at a time, it is normally ideal to arrange these
concurrently or as near to each other as possible. This manner, you can prevent any last-minute
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uncertainties, such as establishing a budget for date x only to discover that day x is already booked
and date y is unexpectedly more costly. When creating your budget, keep the entire cost of leasing a
conference location in mind; this will be the most expensive line item, so prepare accordingly.
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When preparing, it's a good idea to have a list of a few different sites in mind to ensure that you're
covered even if plans change. When deciding on a date and location, avoid holidays, local festivals,
and athletic events. Wednesdays, Thursdays, and Saturdays are normally the most popular days, so
unless you have something specific in mind, you should stick to them.
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Obtaining a budget might be either simple (you have money set aside from your organisation) or
challenging. If your conference does not have a budget, you will need to seek into conference
sponsorship to make it happen. This means you will need to be even more thorough in describing the
event's objective, the value it will deliver, the interests of your guests, and how sponsors might profit
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alongside you. Essentially, you are developing a pitch to persuade sponsors to support you. Finding a
sponsor to pitch to may also be difficult, as it is depending on your business, area, and aspirations,
among other factors.
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Step 5 – Book the right venue
Unless you're fortunate enough to have your own room that can accommodate everyone attending
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your conference, you'll need to seek for the ideal location for your needs. In general, this entails
looking at nearby hotels, universities, or other facilities capable of holding larger events, as well as
using an internet venue discovery tool. While you're doing it, keep the following in mind:
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 Size and seating: Do your venue accommodate everyone without having to cram too many
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people in or, on the other hand, make them have to yell to be heard? Take your time and
discover the Goldilocks zone, especially if you want specific seating configurations to make
things work.
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 Location: Depending on your requirements, you may want something remote or close to the
city. Consider public transportation, taxi accessibility, closeness to the airport for out-of-town
guests, and local attractions for those staying overnight.
 Technology: Do you require any IT, AV, or other sorts of technology to make your
conference go smoothly? If that's the case, find out if it's accessible on-site or if you'll need to
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bring your own (as you'll frequently need to guarantee it can even be connected at your
location).
 Ambience and amenities: Select a venue that complements the topic of your event. You
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should avoid doing things like holding an IT conference at a library. Places are frequently
customizable, so it's worth contacting the venue ahead of time to see if you can conduct a dry
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run or at least inspect the area with your own eyes.
 Lead time: As previously said, the sooner you book your venue, the better.
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Step 6 – Select the right conference technology

When it comes to conference technology, you now have a plethora of alternatives ranging from the
really required (an event app, social media walls, and live broadcasts) to the truly fun (facial
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recognition of guests and AI chatbots for answering customer queries). While not every conference
has a major tech focus, a clean and efficient technical experience may frequently swing your guests'
overall experience in your favour.
Step 7 – Arrange people and services

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Do you require speakers, caterers, builders, or other specialists? If this is the case, attempt to hire
them as far in advance as possible and then keep them updated on your needs as they change
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(which they will, if you are doing the smart thing and booking at least a few months out). This is critical
for getting the most out of your money and avoiding any last-minute shocks.
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Step 8 – Book speakers
If you intend to have a keynote speaker at your event, which is likely, you should be very selective in
your choice. A good speaker is frequently the event's centrepiece, but a terrible speaker is equally
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memorable for all the wrong reasons.

Choosing your event speaker should be done approximately six months before the event to prevent
logistical complications, and you should ask yourself the following questions before making your
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decision:

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What is the primary goal of your event? Does this person fit into that?
 Who is your audience? Will this person resonate with them?
 What is your budget? Can you afford them?
 What is the purpose of the speaker? Can they deliver on this?
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 What is their availability? Can they make your event work?
After you've developed an idea for these points, you should begin the process of actually hiring
someone to fit the job you've just created. This may be accomplished by referrals from persons in the
same industry as your conference, researching keynote speakers at comparable conferences, and
searching for organisations or clubs in your profession on social media.
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Step 9 – Plan your agenda
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Depending on how long the conference will take, how much information you're squeezing into the
time, and how many people will attend, this can be an either easy or highly hard component of the
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conference preparation process.
 Opening address: You'll want to begin with an opening address to set the tone, welcome
participants, and lay out some of the event's major topics. This is also the time to confirm any
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logistics and lay out the agenda.

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Agenda communication: The agenda should be well-designed and easy to follow on paper
(or online) and, if feasible, provided to participants in advance of attendance. If you are
arranging a multi-day conference, the agenda is considerably more important than one for a
single day event. Include start and finish hours, dinner times, and general break schedules,
as well as times for any transportation you've planned for your visitors. It is also a good idea
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to schedule some entertainment (maybe a social evening of some kind) to keep energy levels
high and your attendees interested.
 Plan time in blocks: Aside from that, it's best to arrange your time in one- or two-hour
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increments rather than anything much smaller or larger. The reason for this is that you want to
spend enough time on a specific topic to make some progress but not so much that your
attention begins to wander. For the same reason, avoid arranging anything really critical
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either before or right after lunch (hard to stay engaged on an empty stomach or when you
might be fighting off a food coma).
 Decide on early start or late finish: When it comes to fitting in all of your information, you'll
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also need to consider if an early start or a late evening is better for you. Starting at 8 a.m. may
appear to be a smart plan on paper, but it will need many of your participants to be awake 2
or 3 hours sooner, and alertness levels will be low. Starting later and finishing later may also
be challenging, so experiment with your schedule to find the ideal balance for you.
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Step 10 – Promotion
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Now that you’ve got some of your plans in place, it’s time to look at another topic that can be
extremely simple or the trickiest part of the conference planning process – promotion.
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 Internal events: First and foremost, if your event is internal, you have a very straightforward
task ahead of you. Create a communications strategy that includes a few months' worth of
messaging to generate excitement and deliver all of the necessary registration links to your
attendees. This is often accomplished using the workplace Outlook network or other internal
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communications systems such as Slack. This normally consists of a save the date a month or
two in advance, an explanatory message a few weeks before the event with links to register
for the event, and a reminder a few days before the event to ensure everyone has kept their
calendars clear.
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 External events: If your conference will be largely attended by external people and you need
to generate interest, you're in for a far more difficult assignment. Set a ticket price (if your
conference isn't free) and stick to it as you plan to promote your event through every channel
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relevant to your target market. If you have a high-traffic location, investing in offline materials
such as a well-designed pamphlet or poster may go a long way. However, the majority of your
promotion will most likely be digital. Unless you have a large budget to spend on a
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professional marketing business, you're better off doing something low-cost, such as
advertising on social media (Facebook, LinkedIn, Twitter, or Instagram if you have channels
on each), forums for your sector, client lists, and so on. If your firm has a strong media
presence, you may even write a press release.
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 Select brand champions: Aside from that, choosing certain brand advocates is usually a
smart idea, regardless of whether your audience is largely internal or external. This entails
enlisting the help of a small number of influencers with a large following in your target market.
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You'll want to collaborate with them, expressing your vision for the event and assisting them
in developing messages to share with their own networks. This method is frequently
significantly more effective than cold messages on social media.
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Step 11 – Prepare the venue
As the date approaches, you'll want to increase the amount of back and forth between you and your
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preferred venue. Organizers frequently think that because the essential measures were negotiated
with the venue a month in advance, the venue will carry them out exactly as planned. This is often
true, but you don't want to be caught with your pants down on the odd occasion when it isn't. You run
the risk of seeming bothersome, but staying on top of the venue in the days leading up to your event
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is a smart idea to ensure everything is in order.
Staging is key - Setting up the physical environment may be the difference between a lifeless event
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that disappears from memory as soon as people walk out the door and something that they proudly
talk about to their friends and colleagues and post on social media. This entails finding inventive ways
to make the most of your space, and there are a few broad guidelines you should follows:
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 Be modular: You should attempt to avoid making your staging an all or nothing
issue, instead opting for elements that can be moved and configured in a variety of
ways to meet any new and unexpected difficulties. A nice example is writing out the
event's name using individual Styrofoam letters on stage rather than using a non-
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editable placard.
 Plan for branding opportunities: Consider how people will interact with your
material, where they will look, and where they will want to snap images. Nothing
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beats some free publicity for you and any possible sponsors.
Stay on budget, but be creative: Conference technology seems to grow better and
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more expensive every year, but you don't have to waste your entire budget to be
effective.
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Step 12 – Stay on time
You'll want to take the time to ensure that your team understands the strategy for each day, so a few
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last-minute planning meetings a few days ahead of time are essential. In fact, it's a good idea to
schedule a meeting the morning before your event to go over any last-minute arrangements.
Prepare a map, an agenda, and a timekeeper to ensure that everything runs well. Being the
timekeeper might be one of the most challenging aspects of the conference, since it can be tough to
cut someone off if they are running late. Here are a few pointers to make this process go more
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smoothly:
 Timecards: This is especially useful when you have given a set amount of time to a
speaker. Holding up timecards that tell them when they have 20 minutes, 10 minutes,
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etc. to go will assist them know when to speed up and when to wrap things up.
 Senior timekeeper: It's common to see temps or volunteers act as timekeepers,
which is a horrible idea because it means they are brushed aside and don't have the
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metaphorical weight to keep things on track.

 Prep your attendees/speakers in advance: A few simple remarks at the outset of
the speech or activity may go a long way toward avoiding things running longer than
they need to, so plan ahead of time.
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Post-conference follow-up:
The measures you take following the successful conclusion of your conference are sometimes just as
vital, if not more significant, than the conference itself. You should plan ahead of time and take at
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least some of the following steps:
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Step 13 – Gather feedback
Gathering feedback is a vital element of determining whether or not your conference was a success.
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In general, you should wait until the conference is complete but before your visitors have departed to
get feedback (though sometimes it might be worth it to gather some after particularly key sessions,
while the information is still clear in the minds of your participants).
Feedback might be as detailed as a comprehensive survey emailed to participants or as easy as
pushing a smiling or frowny face on an iPad on their way out the door, so you must decide how much
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detail you want. A decent place to begin is with at least the following:
 Likes and dislikes: Put several components of your event on a scale of 1-5 and ask
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participants to rate how much they appreciated each one.
Overall opinion: Once again, place the overall impression of the event on a sliding
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scale and have attendees rate it. Put a "why" section exactly after this question to
follow up with some qualitative information.
 Changes or improvements: A blank section for certain remarks is frequently where
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you get the most honest input on the event if you plan on organising this conference
again, or others in the future.
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It is also critical to get input from the whole team, not just the participants. The opinion of the
individuals who built the backbone of your conference is quite important, especially because they
frequently notice things you overlook and will have wonderful ideas for the future if you work with
them again.
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Step 14 – Follow up on conference themes/promises

The goal is not to wait too long, as the efficacy of follow-up communication gradually dwindles. In
general, a day to a week later is approximately the maximum amount of time you should wait before
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your participants become less receptive. It is worthwhile to allocate a few more individuals just to this
stage, having them organise large-scale communications, working with the "champions" we outlined
previously, and overall keeping the topic going ahead and not dying out.
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Step 15 – Keep track of interested parties for the future

Even if you don't want to go full George Orwell, it's a good idea to retain a list of your attendees and
indicate the portions of the conference they found most fascinating. These are generally the first
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individuals you target with future events, so it's important to know who they are and what sort of event
they'd want to attend-
An excellent method to handle this portion of the process is to provide an opt-in option in the feedback
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form that allows individuals to sign up to get notifications about future events in specific categories. If
you're organising another event, starting to create your database early on may sometimes be worth its
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weight in gold later on.
2.2.4 Seminar
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A seminar is a meeting of individuals with the aim of discussing a specific topic. These meetings are
often participatory events in which attendees engage in conversations regarding the specified topic.
The sessions are often headed or led by one or two presenters who drive the conversation in the
desired direction. It is an educational approach that entails creating an environment for a group to
engage in guided dialogue on a certain issue. It refers to an organized group debate that generally
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follows a formal lecture or lectures on a certain topic, sometimes in the form of an essay or a paper
presentation.
Purpose Of a Seminar
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A seminar might serve several functions or only one. A seminar, for example, may be held for
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educational purposes, such as a lecture, in which participants discuss an academic issue in order to
get a better understanding of the subject. Other types of educational seminars may be held to teach
participants new skills or knowledge. Personal finance, web marketing, real estate, investing, and
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other types of seminars where participants gain knowledge or tips about the topic of discussion are
examples of such seminars.
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Of course, a seminar might be motivational, in which case the goal is generally to motivate the
participants to become better people or to focus on putting the skills they gained during the seminar
into practise. A business seminar with a financial emphasis, for example, may teach small business
owners how to pitch to investors or prepare a strong business plan, as well as push them to get
started right away.
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Seminars are sometimes just a way for businessmen and women, or other like-minded individuals, to
network and meet other attendees with similar interests. Such seminars provide attendees with the
opportunity to make potentially valuable contacts that can help them advance in their careers or
endeavours.
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A trade seminar brings together a diverse cross-section of the community, including government
officials, businessmen and women, and members of the general public. Workshops and the
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presentation of white papers are common components of such seminars. They are often hosted in
order to network with various suppliers and make new relationships.
 Types of Seminars
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Seminars can be classified in to four types
 Mini Seminar
 Major Seminar
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 National Seminar and
 International Seminar
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1. Mini Seminar
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Its coverage and scope are limited and straightforward. This seminar can be held with a small
population. Group discussion refers to a conversation among students about a topic that has been or
will be taught. It is referred to as a mini seminar when such group talks are done in an organised
manner within a classroom. This mini seminar trains students in questioning skills, information
organisation, and seminar presenting abilities. A mini seminar is deemed useful since it provides
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valuable experience for conducting a big seminar at the institutional level.
2. Major Seminar
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Major seminars are those that are held at the institutional or departmental level on a certain topic or
subject. This sort of lecture is often attended by students and professors. Every month, a big seminar
might be conducted at the department level. For the seminar's theme, a specific topic or subject is
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chosen.
3. National Seminar
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National seminars are held at the national level by an association of any sort, particularly one with
academic or professional interests, or by an entity (Government, Firm, etc.). The topic matter experts
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are invited to the seminar to participate in the discussion. The seminar secretary creates the seminar
schedule and functionaries.
4. Inter- National Seminar
The seminar is usually held by an international organization or agency and is referred to as an

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international seminar. This seminar's theme encompasses a broader range of issues. Themes of
international seminars include globalization, renovation, atomic energy agreements, policy
implementation and modification, and so on. The international seminar might be conducted or
organized by a nation or its body.
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 Planning a Seminar
Starting your seminar plan as early as possible

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Once you’ve got the green light on your seminar (at the very minimum, four to six months before your
event), it’s time to start the tasks below. The sooner you can check these tasks off your planning list,
the better!
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1. Establish your goals and objectives

First, make a list of the goals of your seminar. Then, pick a target number of people who will attend in
person or view your live stream. Finally, establish a clear profit target to assist you choose how much
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to charge participants.
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2. Put together a rough budget
Determine your ticket pricing while keeping your profit target in mind. Consider the costs of previous
seminars or webinars to help you price your event competitively without compromising profit. If you're
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unsure about any of the specifics, you may fill in the blanks with informed assumptions based on
some fast research. This extra step guarantees that you construct a realistic budget so that you aren't
caught off guard by unexpected expenditures as your event nears.
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3. Select a date
Choose two dates — an optimal and a second-best for backup just in case.
4. Decide on your event format
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Determine whether your event should be held online or in person. COVID-19 limits may make big in-
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person lectures difficult to arrange, depending on your region and goal date. A webinar can be a
convenient option that is not limited by travel or event constraints. When you understand how to make
a webinar, you can keep your event running even if time constraints prevent you from bringing people
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together. If you need to reduce capacity but still want your lecture to reach a big audience, consider a
hybrid approach.
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5. Research speakers, locations, and vendors

Begin by locating speakers who have already performed at comparable seminars or webinars. To
narrow down your choices, look into each person's prior speeches and seminar themes. If you're
arranging a webinar, bear in mind that your speaker selection isn't limited by region because
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everyone can livestream from wherever they are. Once you've identified your best speaker, contact
them to finalise specifics such as the date, their salary, and the type and duration of their lecture. You
should look around for sites and vendors for an in-person seminar. To filter things down, follow these
steps:
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 Choose your desired geographic location and locate nearby venues. Determine how many
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individuals will attend your session to determine your capacity requirements.

 Inquire with each location to see whether they have Wi-Fi and the necessary equipment.
 Determine whether your ideal location has preferred vendors, and if not, discover local
merchants on whom you can trust.
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 Before signing, go over your contract and ask questions.

6. Start your sponsor search
Sponsors can contribute to the cost of your seminar or webinar, allowing you to accomplish more than
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if you were to pay everything yourself. Determine the kind of sponsorship activations you can provide.
To find out who to approach, look into sponsors that have collaborated with similar seminars and
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companies that are attempting to reach the same target demographic. Make a list of your best
candidates and start with a cold email campaign. Our workbook will assist you in determining the
market rate for your sponsorship packages as you prepare your pitch.
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7. Finalize speakers
As your event approaches, you'll need to finalise some specifics, such as speaker fees and contracts.
It's also an excellent opportunity to solicit biographies and images from attendees in order to update
your website and event description. Make travel and lodging arrangements for in-person events and
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communicate these details with your visitors as appropriate.
8. Organize financials
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Maintain control over your financial information to avoid budget shocks and stay on track with your
expenditures. Select a ticketing or registration system for your event so that people may begin
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purchasing tickets. Contact your confirmed sponsors to complete sponsorship donations so you know
how much help you'll get.
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9. Build your seminar website

A website for your seminar might help to increase interest and attract people. Before you begin,
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consider if you'll need to construct an all-encompassing website or simply drive traffic to your
registration page. If you require a website, follow these steps to create one:
 Get stakeholder permission on the design.
 Update your site (if you have one) or develop a new one after you get stakeholder approval.
 Confirm that your website's infrastructure is capable of handling extra traffic when tickets go
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on sale.
 Ensure that your website is mobile-friendly.
10. Start promotion

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Seminar and webinar best practises necessitate event advertising in order to create your brand and
grow your audience. Use the following procedures to publicise your next event:
 Create a message document that is consistent with your brand. • Incorporate seminar
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marketing into your email and social media agendas.

 Make a Facebook event and promotional videos to share on social media.
 Post your class on internet event calendars.
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11. Finalize venue details
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As your lecture date approaches, delve into the venue specifics. You may need to collaborate with
your caterer on a menu for in-person events, taking into consideration any particular dietary demands
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of participants. Book the audio equipment required for in-person speakers or a visual setup for
livestreaming. Review any security requirements and create a security plan if necessary.
This is also the time to apply for any specific permissions or licences that your venue might need.
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Create signs and an attendee communication strategy to streamline communication before and during
the seminar, which is especially crucial if COVID-19 limitations will be in effect.
If you're organising a webinar, look into livestreaming platforms to discover one that meets your
requirements. Try out multiple platforms to find the best match for you and to learn about the features
you'll be able to utilise.
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12. Draft your seminar agenda
Make a timetable for your lecture and select who will talk when. Before you complete it, make sure
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that each speaker has ample time to share their feedback. Include breaks in the itinerary for both
attendees and speakers. Once you've finished a draught of your agenda, present it to decision-
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makers for approval.
13. Convince interested event-goers

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It's time to start drawing guests. Send out regular emails over the next three to four weeks to remind
anyone who is on the fence that there is only a short time left to register. Retargeting advertising may
be used to target users who started the registration or purchase process but did not complete it.
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14. Finalize schedule and scripts

To guarantee that your seminar or webinar works successfully, provide a timetable to your presenters
and participants. Speakers should sign off on any scripts so they may complete preparing their
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remarks.
15. Update your stakeholders

Send final registration figures to your company's stakeholders, presenters, and sponsors so they
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know what to anticipate at the event.

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16. Confirm timings of all your vendors

Follow up with your vendors to verify that everyone comes on schedule. Contact your caterer, vendor,
decorating firm, and speakers ahead of time to offer a clear timetable and address any last-minute
queries. Test your livestreaming equipment and execute a dry run for online or hybrid events to
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ensure you're ready to go live on the event day.

2.2.5 Workshops & classes
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Workshop
A workshop is a single, brief (ranging from 45 minutes to two full days) instructional event aimed to
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teach or introduce participants to practical skills, techniques, or concepts that they may apply in their
job or everyday life. The following characteristics are shared by the majority of workshops:
 They are typically small, with 6 to 15 participants, giving everyone to get personal attention
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and the opportunity to be heard.
 They're often designed for people who work together or in the same field.
 They're often led by people who have real-world experience in the subject under discussion.
 They're often designed for people who work together or in the same field. • They're often led
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by people who have real-world experience in the subject under discussion.
 They're informal; there's a lot of debate as well as involvement, rather than merely a teacher
presenting content to attentive pupils.
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 They are time limited, usually to a single session, though some may require numerous
sessions over a period of time (e.g., once a week for four weeks, or two full-day sessions over
a weekend).
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 They are self-sufficient. Although a workshop may conclude with handouts and
recommendations for additional reading or study for those who are interested, the
presentation is generally intended to stand on its own, as opposed to a course, which relies
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on extensive reading and other projects (papers, presentations) in addition to classroom

activities.
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 Need Of Workshop
Why pick a workshop when you might utilise a study circle, a course, on-the-job training, or
another method? Because there are a variety of techniques for teaching people, and because
people learn in different ways, a workshop has some benefits (and downsides, most notably the
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lack of time it gives) over these other methods that make it a desirable choice in some
circumstances.
 A workshop allows you to create an intensive educational experience in a short amount of

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time, which is useful when time for a more thorough effort is limited. Participants may be
working, live too far away to meet on a regular basis, or are simply hesitant to spend
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substantial amounts of time. A workshop might present a new topic, prompting

participants to further study it on their own, or it can illustrate and promote the use of
actual procedures.
 It's an excellent technique to teach hands-on skills since it allows participants to
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experiment with new ways and fail in a safe environment. Failure is frequently the best
lesson, and in this case, failure comes at no cost. Simultaneously, feedback from both the
presenter and peers in the group assists a participant in understanding what she can do
to prevent failing in a real-life circumstance.
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 A workshop is a mechanism for someone to share ideas and procedures that he has
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created or believes are essential with peers. Although he may not be able to teach a
degree course, he may be able to reach a huge number of people by presenting
workshops in various scenarios.
 • A workshop, especially for individuals who work together, can assist to foster a feeling of
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community or a sense of common purpose among its participants.
 When to Conduct a Workshop
As previously said, a workshop might be beneficial in some situations. When do those conditions
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emerge, and when would you choose to hold a workshop over other forms of education or training? A
workshop would be the best option in the following situations:
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·The start of something fresh. When your business adopts a new approach or your
community effort embarks on a new path, there are frequently new bits of knowledge or ways
of working that employees must learn. A workshop, or series of workshops, is a good
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approach to introduce things in a short period of time and prepare people for the shift.
 The initial training of staff or volunteers. Workshops are a great approach to teach new
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employees or volunteers on the philosophy, procedures, and operation of your organisation,

as well as the techniques they'll need to execute their roles.
 Ongoing or in-service training for staff or volunteers. Workshops on various themes,
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strategies, and so on are a great way to keep employees and volunteers engaged and
thinking about what they're doing.
 Staff development. Workshops are frequently used to improve professional abilities and learn
about current advances in the area.
 The demonstration of a new concept. If someone in an organisation has been introduced to
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an especially interesting new concept or approach, he may like to hold a workshop for his
colleagues, or the company may choose to bring in someone to do so.
 The public explanation of something. An organisation may hold a public workshop on its topic
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to ensure that people are aware of its cause or what it is doing. For example, an adult literacy
programme may offer a workshop on illiteracy in its community, or a shelter may hold one on
the causes and consequences of homelessness.
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 The availability of an experienced presenter. If you have specialised knowledge in a field, you
may be invited to deliver a workshop to employees or members of another organisation, the
general public, at a conference, or elsewhere. Well-known individuals in a certain subject are
frequently invited (and compensated) to travel significant distances to offer seminars
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 How to Conduct a Workshop?

Even if you've never done it before, you can run a successful workshop if you pay attention to all
stages of the process. A workshop is divided into three stages: planning, preparation, and
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implementation (actually doing it). Furthermore, once you've finished, it's critical to follow up with
participants to gather feedback on the workshop so that you can enhance it the following time. We'll
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take a look at each of these phases individually.
1) Planning
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Planning a workshop, once you've decided on a topic, entails determining what you want to do to
guide participants through the experience and what you hope they'll gain from it. A lot of elements
must be considered in order to do this:
Consider your topic. The first step in organising a workshop is to know what you're talking about. No
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matter how dynamic and participative your workshop is, you must have a solid understanding of what
you're presenting. Do your homework so you're certain you'll be able to handle the majority of
inquiries and concerns that may arise. That doesn't mean you have to know everything about the
subject, but it does imply you should.
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That doesn't mean you have to know everything about the issue, but you should know enough about it
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and comprehend it well enough to assist participants fit it into the context of their own work and lives.
Consider your target audience. Your audience, the people who will actually participate in the
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workshop, is most likely the most crucial piece of the jigsaw here. Understanding them and their
requirements will assist you determine what to do and how to accomplish it more than anything else.
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Consider the size of the workshop. If the group is ideally sized for most purposes (about 8-12), we
can arrange activities for individual participants, in small groups (2-4), and for the entire group. If the
group is larger than about 15, it is advisable to divide it into many activities. If it is less than 7 or 8, it
may be better for the entire group to work together in most workshops.
Consider the time available. Workshops can run for a minimum of one hour, a maximum of one day,
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or longer. It is important that the workshop goals are in line with the available time. This not only
means planning the presentation to fill the time properly, but also matching the amount of material
covered to the available time. Especially if it is the first time for participants, it takes a lot of time to
explain and ask questions to understand.
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The general rule of time is to pre-block the time for each part of the workshop. Rehearse different
parts to see how long or how long it will take (for example, if you ask someone else to write about
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something, try it yourself and how much Check if it takes time). It's rarely 100% accurate, but you can
get closer. This will give you an overview of the workshop and a reasonable sense of what you can
expect in time.
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Consider the purpose of the workshop. Workshops are held for many purposes, each implying a
particular presentation method or other details. Teach participants the skills they must or may use in
the future (for example, first aid workshops for childcare workers). This kind of workshop will generally
be less talkative and more active. If people want to take advantage of what they have learned, it is
clearly important to put it into practice, which is probably what you want the workshop to focus on.
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Give participants the opportunity to practice techniques and concepts they already know and
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receive feedback. Again, the emphasis here is to do everything that is actually being
discussed and get advice and reflection on their performance from the presenters and other
members of the group.
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Use workshops as a way to help participants feel comfortable with each other and their
situation. Often used in university orientation and employment-related team building, this type
of workshop usually consists of a number of rapid activities that often cause laughter,
collaborative problem-solving, or both. Any story usually helps to understand the activity and
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its impact on the participants.
Your presentation style, both your personal style and the actual presentation method you adopt, will
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greatly help determine the effectiveness of your workshop. Some of this depends on your own
personality and experience, but there are some general guidelines that can help:
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The presentation method and style should reflect the topic as much as possible. For example,
if you are conducting a workshop on hands-on education, it should be hands-on, not lecture-
based.
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Workshops are much more effective and enjoyable to involve participants in activities,
discussions, and interactions with others than simply informing people. There are many
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opportunities to give everyone in the group an opportunity to play an active role, such as skill
practice, small and large group discussions, reports from discussions, problem solving as
individuals and as small and large groups.
2) Preparation
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Now that you've completed your planning, it's time to get ready for the workshop. Planning is
concerned with the delivery of the workshop itself; preparation is concerned with logistics, ensuring
that you have the necessary materials and time to make the workshop a success. That includes
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gathering all of the supplies you'll need as well as gathering all of the knowledge you'll need to
execute the finest job possible.
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Find out about the space you'll be using, if possible. If you have your own space, you may select
the finest room or location and set it up ahead of time. If you are allocated space in another institution,
you may be able to request a certain type or size of room, or you may be able to have it set up in a
specific manner (chairs in a circle, comfortable furniture, etc.). You must consider how you will use the
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space: Will people have to relocate a lot? Will there be any heavy equipment to transport? Do you
require a screen, a blackboard, or a whiteboard? The more you can learn about the room and prepare
it for your purposes before guests come, the more smoothly your presentation will run.
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Arrange well beforehand for any equipment you'll require (overhead projector, VCR and monitor,
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computer, etc.) or bring it yourself. (If you're bringing it, make sure you have a backup in case the one
you're planning on bringing breaks down.) Make your plans ahead of time (in writing as well as orally
if feasible), and double-check a day or two before the workshop to ensure that everything is in order.
Arrive early enough on the day of the session to check on it. Assume that if anything can go wrong, it
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will, and that you will have to repair it even if it isn't your fault.
Make materials and hand-outs as attractive and interesting as possible so that participants will
return to them.
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 Wherever possible, use colour.
 Pictures and easy-to-read charts and graphs are beneficial for many people (but not all), as
are easy-to-read charts and graphs.


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Organize printed content so that it is easy to read and absorb if applicable. Outline form,
bullets, and the use of colour or illustrations can all be beneficial in this situation.
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Try to keep the amount of content you distribute under control, unless you're dealing with a
scenario in which people genuinely need and desire a lot of information (state regulations, for
instance, which they may need as a reference over time). Printing separate handouts on
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different coloured paper might assist you and your attendees keep track of them ("Turn to the
blue sheet?").
 Actual "things" that people may take home (AIDS ribbons, small model breasts for practising
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self-examination) might help individuals remember what they learned at the session.
Make up an evaluation form that participants can quickly fill out at the conclusion of the session but
that covers the topics you actually want to know about. (Many conferences have evaluation forms for
each workshop, so you are not required to do so.) The norm for this type of thing is generally a
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multiple-choice form that asks participants to either score each area on a scale of 1 to 5, or to check
off one of five options ranging from "strongly agree" to "strongly disagree." You might wish to cover
the following topics:
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 The clarity with which you deliver your message.

 The use of each of the activities you included, particularly in the context of the participants'
employment or lives.
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 The participants' level of interest and relevance to the topic.

 Your knowledge of the subject (i.e., how well you knew your stuff).
 How successfully the workshop piqued participants' interest.
 How successfully you were able to establish and maintain a relaxed tone.
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 Any general remarks, if any

There may be other specific questions you have about your particular workshop. Just be sure to keep
it short enough so that people will actually fill it out.
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3) Implementation
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Planning and preparation have been completed. You're incredibly organised; you've color-coded all of
your handouts and arranged them in the order you want to distribute them; you've planned activities
down to the second, with plenty of extras if they don't completely fill the time; and you've set up the
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room to welcome participants and work for the activities you've planned. All that remains is for you to
pull it off.
A workshop, particularly a lengthy one, is divided into phases. The introduction covers the period from
when the first participant enters the room to when the first topic-related activity begins; the workshop's
substance comprises the presentation and activities; and the workshop's close includes review,
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reflection, assessment, and concluding. We'll go through each of them in detail, along with some
suggestions for how to make things go as smoothly as possible.
Introduction
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This section of the session will inform participants about the nature of their experience. By the time
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the session begins, attendees usually have a good idea of whether they're going to like it or not. As a
result, it's critical to create a pleasant tone and make people feel at ease and engaged; to familiarise
them with you and with one another; and to ensure that they understand what's coming up in the rest
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of the workshop.
Setting the tone. You may take certain efforts to make attendees feel at ease as soon as they come
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in and to establish the workshop as a community of learners.
 The space. We've previously spoken about arranging the space so that everyone face one
another, that there's no visible centre of power, and that the environment is as physically and
mentally pleasant as possible.
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 Music. Depending on the nature of the workshop, you may want to play music as people
enter, either to create quiet or to build enthusiasm. Music also indicates that this is going to be
a laid-back encounter.

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Greeting. As people enter the room, which might take up to 15 minutes or more, there is
typically a moment when no one knows what to do. The presenter may grin and nod when
people approach, but the session hasn't begun yet, and "there's nothing to chat about." One
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method to avoid this unpleasantness is to greet individuals as they enter, giving them
materials and an evaluation form, and inquire about their histories or why they're interested in
the course..
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Personal introductions. If your workshop includes a lot of hands-on and group activities, it will go
more smoothly if everyone is at ease with one another. If you started a discussion as people walked
in, many participants may have already introduced themselves to those they didn't know, but it's still a
good idea to introduce yourself and everyone else.
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You may begin by introducing yourself and providing a (very brief) explanation of why you're
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delivering this workshop (experience, expertise with the topic, etc.). This should only take a minute or
so. Then, you may employ a technique or game to introduce the group members to one another (you
can also take part in this activity, if you think it will be helpful to your purpose).
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4) Substance of the Workshop
This is the true substance of your work, the reason you came in this morning. Of course, what you do
relies on your personal preparation, but there are certain broad recommendations, some of which
have already been addressed, that may help make your workshop more productive and fun.
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 Keep track of time. This does not imply that you should be a slave to your objective, but
simply that you should be conscious when you stray from it. In many cases, it may be
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appropriate to ask the group how they would want to spend their time: "We've gone too
beyond with this activity. Is that okay with you, or do you have any other priorities that we
should address?" Don't be scared to speak up if you believe what's going on is vital and
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should not be disrupted.
 Be enthusiastic. If you truly believe in what you're presenting, show it; it will assist make
attendees more passionate as well, and may have a significant impact on the workshop's
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success.

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Encourage participants to relate the workshop content to their reality. How can people
use these concepts or practises in their work or in their daily lives? How would their co-
workers react? They require time to ponder and debate these issues. You may urge everyone
to commit to using anything they learned in the workshop at least once, or to applying new
principles to a specific aspect of their job or home life. The essential questions that both
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presenters and attendees should be asking about a workshop topic are, "How does it fit into
the world?" and "How can it be used?”
 Allow ample time for reflection and discussion in all activities. In order to grasp their
experiences or new knowledge, people frequently need to ponder and discuss about them.
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It's also critical that participants have the opportunity to be heard about what they believe and
what they've learned. It gets relevance and credibility for them if they can communicate it
loudly. Even though the workshop material is comprehended, it is not truly learnt until it is
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integrated into the learner's view of the world. This absorption is facilitated by reflection.
5) Closure
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In the workshop's last phase, you'll need to tie things up and offer participants an opportunity to reflect
on what they've just experienced. You may choose to engage in some structured activity for this goal,
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or you may simply ask some questions and listen to what individuals have to say.
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 Sum up and review agenda. Restate the main points of the session and go over the agenda
again to identify any areas you didn't get to. You may hand out or offer to send them
information or a bibliography on such topics, or host another workshop to address what you
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missed, depending on their relevance, the group's enthusiasm, and actual possibilities.
 Revisit expectations. Take a look at the expectations list from the start of the workshop.
Were people's original expectations reasonable and met? If not, where did the gaps exist?
 Give participants a chance to sum up. This might be as basic as asking, "What did you
think?" or a more planned activity. (One option is to walk around the room and ask everyone
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to share one thing they enjoyed or learned from the session and one thing they would change
about it.) It's critical to provide attendees with a mechanism to summarise the value, or lack
thereof, of the session for themselves.

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Ask for feedback on the ideas, techniques, methods, etc. that you presented. Take note
of the participants' difficulties and reservations regarding the subject. It might be completely
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new to them and contradict all they've learnt thus far. They'll need some time to process it.
Don't be offended if they don't agree with all you've been pushing. You may have reservations
about some of the information, and it's fine to express them. The goal of a workshop is to
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learn, and learning seldom occurs without some internal struggle.
6) Follow-Up
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After the workshop is over, there are still a few loose ends to tie up.
 If you promised to send anything to participants (materials, bibliographies, etc.), do it as

quickly as possible, both so you don't forget and so the content is still fresh in people's
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thoughts when they get it.

 If you have comments on the summary and feedback, you should type them up and email
them to participants as well, if they would assist them comprehend the session.
 Review the evaluations and feedback comments as soon as possible following the workshop,
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while they are still fresh in your mind. What do the majority of people believe you should have
done differently? What areas seemed particularly strong or particularly weak? This is the time
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to consider what you'll do differently the next time you do a workshop, and there should be a
future time.
 Benefits of Attending Workshops for Professionals & Business Owners

A workshop may introduce a new idea, inspire participants to further explore it on their own, or may
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illustrate and promote actual process practice. It is a great way to teach hands-on skills as it gives
learners an opportunity to try out new methods and fail in a safe environment. Read on to know the
advantages offered to professionals and business owners on attending a workshop.
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Need for Professionals to Attend a Workshop
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Attending a workshop has been one of the most beneficial experiences a professional has had. Aside
from learning new things, attending a workshop allows professionals to form new relationships,
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interact with like-minded individuals, and even get to know clients and vendors on a more personal
level. In this section, we will go through the several advantages of attending a workshop for working
professionals in further detail:
1. Assessment or Evaluation
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Feedback can be difficult to give, but it is an important step in the career-building process for
professionals. Attending a workshop and receiving honest, constructive criticism will improve your
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work as a professional, especially if the instructor is well-known. You may wish to use the comments
you got to help you improve as a person.
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2. Novel Ways of Thinking
Everyone does not have the same perspective on the world, and their interpretation of anything may
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be vastly different from yours. Attending a workshop accomplishes just this. Other participants may
provide you with a stunningly distinct or entirely fresh insight. You may sometimes even produce
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something amazing in your profession by asking for their ideas or opinions on something you may not
even be aware of or have heard of. We must be open to new ideas, new methods of doing things, and
new ways of thinking in order to evolve. It is true that you must first learn a new way to thought before
you can master a new way of being!
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3. Opportunities for Networking
Personal development requires the formation of new relationships and the meeting of new people. A
workshop provides you with the ideal opportunity as a professional to meet other individuals who
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share your interests. It's always a delight to meet someone who shares your interest. Attending a
workshop is an excellent opportunity to meet new people in your region who share your interests. Of
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course, there is not a guarantee that a friendship will blossom, but it never hurts to try. You'll at least
be able to locate a buddy and someone who knows your "talk shop," i.e., to discuss work-related
issues, etc.
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4. Developing New Prowess

Attending a workshop is like giving oneself a fresh opportunity to learn something new from peers
who have more experience and information to share with you as a new bee into the professional
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world. Because the atmosphere is highly competitive, and in order to survive, one must attend as
many seminars as possible in order to keep tuned in or ahead of the competition. New talents might
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also lead to higher compensation or a raise. So there's even more reason to rejoice!
5. Inspired to Work Better
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When you have an audience, you are more motivated to complete your project. It is wonderful to be a
member of a programme that provides such support since it ensures that someone else will enjoy
your effort.
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6. Having Fun While Learning
Most importantly, the workshop is intended for personal growth and enjoyment. Even if you believe
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your employment will not change significantly, you may still have a beneficial attendance time. When
you're pleased, your productivity and ingenuity skyrocket.
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2.2.6 VIP Experience
Experienced event planners understand that VIPs frequently receive preferential treatment, so the bar
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for exceptional experiences is set rather high. The good news is that there are several inventive
methods to wow and manage your event VIPs while remaining within your budget. In this section,
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we'll look at some VIP gift, experience, and marketing ideas to help you plan your next event.
1. Treat VIPs to private concierge service.
There are several choices for VIP concierge service at events. There's no end to what you can offer
VIPs, from hand-delivering extra event delights before opening day to leasing out tennis courts for
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some post-event fun.
2. Offer complimentary on-site storage for personal items.
It is possible that you may need to engage additional event workers to check in items and
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keep an eye on things. However, as long as you have the room and resources (a lock for the
door, tickets with tearaway stubs, and hangers) to organise everything, this advi ce should
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make the overall event experience more pleasant and convenient for VIPs.
3. Host a spa lounge.
There are several mobile spa services that will arrive when and where you specify and then
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take care of the rest. Alternatively, if you have a certain salon or brand in mind, you may
always approach them about a collaboration. This approach is best suited for local events,
where there is a larger likelihood that attendees who appreciated the services would return
after the event is done to continue doing business.
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4. Give out portable electronic device chargers.
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Consider utilising a customised power bank if you want to give out something basic with your
event branding on it. Alternatively, if you want to present something a bit more unique (and
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unbranded), consider giving any of these top portable chargers to your event VIPs.
5. Rent nap pods.
With their in-office sleep pods, companies like Google and NASA already promote power
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napping. Why not give your VIPs the same treatment? While rentals may increa se the cost of
your event, you may also host a separate quiet area replete with floor mats, dim lighting, and
an essential oil diffuser.
6. Add massage or facial vouchers to their goodie bags.

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You may buy spa gift cards in bulk if you wish to include them as a take-home present. If you have a
huge guest list, consider gifting each person one or two travel-sized luxury face or body items instead.
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7. Create a completely separate event just for VIPs.
Pre-show networking dinners, private one-on-ones with event guest speakers, and post-event
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cocktail hours are all excellent ways to provide your elite guests with an extra memorable
experience.
8. Make a networking group for them on social media.

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Create a private, invite-only group on LinkedIn or another social media network that your
target audience already uses. Encourage meaningful conversations and offer exclusive
industry information such as free eBooks on current subjects or exclusive live streaming with
industry influencers.
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9. Hire a private chef or bartender for the VIP rest area.

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Allow them to serve delectable delicacies, provide a small culinary demonstration, and
socialise with the audience. You are not required to provide a complete dinner, but you
should prepare a menu that complements or enhances t he other food and beverage options
available at the main event.
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10. Pass out tickets to the main event’s most anticipated attraction.
Once you've set your event calendar, you should be able to see which headline event is
garnering the most attention. Provide complimentary tickets and the finest seats in the house
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to event VIPs. Allow them to stay afterward for a private Q&A with the presenter.
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11. Host a complimentary day-care with kid’s craft classes and snacks.
Experts advise business events that want t o include child care to make sure the remainder of
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their event matches family-friendly ideals. Additionally, recruit CPR and First Aid qualified
personnel, create themed experiences such as Pirates or Carnival, and provide a variety of
planned activities such as dancing lessons and movie time.
12. Provide exclusive access to post event video content.
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In a post-event thank you email, VIPs can get videos such as lecture summaries, trade show
booth highlights, and never-before-seen speaker interviews.
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13. Ask sponsors to help upgrade VIP attendee experiences.
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Whether it's sponsoring a few VIP tickets to present to particularly special visitors, including
some of their items in VIP gift bags, or funding lounge area spots, your sponsors may gain
additional exposure with this high ROI audience.
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14. Create a speakeasy lecture or special guest event.

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Who doesn't enjoy a good hidden event? Treat VIPs to a surprise party or event that only
they will be aware of. Make sure it's either on-site in a well-hidden place or within walking
distance of your main event. That way, even the busiest of your VIPs will have one fewer
hurdle to overcome in order to attend.
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15. Give popular industry speakers and presenters access to VIP amenities.
Do you want your VIPs to interact with the prominent lecturers? What better approach to
foster organic networking possibilities than to invite them to take advantage of VIP perks?
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This is especially effective if you have a separate lounge, a bar, or even simply a chill zone
with gadget chargers and Wi-Fi.
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16. Streamline the event check in process for more fluid entrances.
When visitors arrive, utilise a check -in app or event services solution to ensure a speedier,
more accurate entry procedure. Ensure that the VIPs are photographed by the a llocated
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photographers so that they may be easily identified by event personnel during the day. Also,
ensure that your check-in app provides alerts that will notify you and your staff of who is
arriving and when they walk through the door.
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17. Start a VIP newsletter that includes exclusive event ticket flash sales, free
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upgrades, and bonus gifts.
If your audience currently reacts well to email newsletter marketing, take it to the next level
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with a customised edition for premium members.
18. Host a mini hair styling pop up the morning of the event.
Set up a glamour station with experienced stylists and provide fast blow dries and beard trims
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for the females. Feeling good and looking good will immediately put VIPs in a good mood and
set the tone for the rest of their event experience. Alternatively, supply disposable hair styling
supplies in the toilets so that visitors may perform their own minor touch -ups as needed.
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19. Automatically enter all VIPs into luxury prize giveaways.
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Just remember to communicate with them, informing them of what they've submitted, the
value of the entry, and how they'll be notified if their name is selected. And, if they do win,
make the prize collection procedure as easy as possible for them by sending it to their homes
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or giving something that can be transferred digitally.
20. Arrange for a bonus class, workshop, or local tour.

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Anyone up for a salsa lesson, a pottery demonstration, or a strolling food tour? If you have
out-of-town event guests, they will enjoy the opportunity to take a break from work with
something free and exciting.
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21. Schedule one-on-one time between event VIPs and industry influencers.
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We've previously discussed a few options . However, if you have a large number of attendees
and limited time, consider hosting a speed meeting-style event in which influencers sit at
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tables and VIPs circulate around the room at ten-minute intervals.
22. Offer them a free VIP upgrade for next year’s event if they purchase admission
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tickets now.
Begin your super early bird sales by providing customers the option to order the same
package again right away. With the highlights of this year still fresh in their minds, the worth
will be undeniable. Store their credit card information securely in your event sales software
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for a speedier check-out procedure.
23. Provide clear venue signage and itineraries so VIPs always know what’s going on
and where to go.
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This often-overlooked feature frequently acts as the first impression for event VIPs, so make
sure your directions are large, clear, and simple to see if attendees are unsure what they're
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looking for. If your location is really vast, you may even provide golf cart or foot escorts from
the main entrance to the VIP section.
24. Personalize swag bags with a handwritten thank you card and a message
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specifically for them.

You want to make sure that your VIPs feel valued for more than just their financial
contributions, which is why a simple suggestion like this one is so effective. Make a note of
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their history with your company, anything they've personally remarked about the event to you
or on social media, and any personal event objectives they've revealed, as well as how your
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VIP activities will help them reach them.
25. Serve VIPs special meals.
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Also, make sure that everyone's food choices and dietary requirements are carefully
documented in a system like Social Tables, which will assist your event caterers and waiters
stay on the same page without missing a beat.
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26. Offer a pop-up professional headshot experience.
Send VIPs home with a freshly updated LinkedIn or corporate website photo. Hiring a
professional photographer and borrowing or providing a solid, universally attractive backdrop,
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such as textured white, light grey, or a faux brick pattern, is a good idea. You may even
incorporate your event logo - just make sure it's in an area of the frame that VIPs can c lip out
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later if they want to.
27. Give VIPs special parking spaces and rideshare drop off areas.
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One thing you should know about VIPs is that ease is a quality they all value. Coordinate with a local
taxi service or the corporate department of the area's most popular rideshare apps to obtain the
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necessary signs, obtain group discount coupons, and inform them that your event will necessitate
extra drivers.
2.2.7 Sponsorships
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Sponsorship first arose in sports and other sectors in England in the early 1970s. It then became
popular in Western nations in the early 1990s, resulting in a major boom. As a result, a new phrase
has emerged: sponsorship (sponsorship in French). Several definitions and analyses on the definition
of sponsorship have been published. We will keep some work on this semester, such as (Meenaghan,
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1991; Derbaix et al. 1994). Indeed, in order to define the term sponsorship (both sponsorship and
sponsorship will be used interchangeably), it is required to thoroughly research the task (Meenaghan,
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1991).
It defines sponsorship as a financial or material investment in an action, person, or event, as well as

having access to a prospective communication linked with that activity, person, or event.
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According to Derbaix et al. (1994), this strategy is used to achieve marketing objectives by creating an
event or independent support and assimilating to the event through the media. When used as a form
of communication outside of the media, sponsorship resulted in a commercial return for the sponsor
(Allen et al. 2005). Sponsorship often includes three actors: the sponsor, agency events, and
consumers.
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The sponsor gives financial assistance, equipment, or know-how in exchange for the event organiser
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advertising their event space for the sponsor. In terms of awareness and image, sponsorship is seen
as an indirect kind of communication quality objectives (Burton et al. 1998; Derbaix et al. 1994). The
fundamental advantage of sponsorship for businesses is that it allows for two-way communication
(Harrison and O'Reilly, 2005).
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Sponsors may be drawn to special events if they share target markets. Sponsorship is an effective
technique for businesses to promote their products or services, and they may be exposed in the
media as a result. Private foundation continuation grants: Private foundation funding can be utilised to
sustain ongoing initiatives and activities.
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 State funds
 Colleges/Universities
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 Partnerships
Sponsorship Development Plan

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Step 1 – Brainstorm: Make a large list of businesses or groups that might be a good fit for the event.
Those who have access to funds and are heavily active in community activities should be mentioned.
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Step 2 – Determine Purpose: There are two ways to work with a sponsor.
a. Sponsor provides a monetary contribution to the event.

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b. Sponsor and organizer agree upon a trade value.
A media sponsor, for example, may run commercials for the event through their sources, and the
organiser would give credit to that sponsor by displaying their logo on advertisements, social media
mentions, event notifications, and so on.
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Step 3 – Outreach: Once the list of possible sponsors has been determined, it is time to begin
reaching out to them. It is critical to be prepared for a discussion about what an event manager may
anticipate from a sponsor and the advantages that they meant.
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Step 4– Agreement: It is critical to develop and implement some form of agreement between the
event organiser and the sponsor. The terms mentioned during outreach should be included in this
agreement.
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Engaging Sponsors: Once an event planner has obtained a sponsor, it is critical to maintain contact
with the sponsors throughout the event's preparation, execution, and wrap-up. The event planner
must evaluate the parameters of the sponsorship deal during the pre-event phase. This might involve
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things like putting your brand on marketing materials or mentioning you on social media. Not all
sponsors choose to be present at the event, but if they do, here are some possibilities for the event
planner: providing a tent area for the sponsor's guests to congregate, Hang signs (usually provided by
the sponsor) somewhere prominent on the event site and provide the sponsor the chance to distribute
free branded products.
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There are contacting agencies that try to link sponsors with causes in need of sponsorship, as well as
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entities associated to commerce and business whose goal is to encourage commercial organisations
in their interactions with those seeking sponsorship or benefaction. An agreement that provides
advantages for all parties, including the objectives, persons responsible, marketing statements, and
budget, as well as an assessment section for monitoring the outcome and impacts of the event, is
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required.
Serious preparations may begin once the budgeted income and expenses have been thoroughly
developed and accepted by both customers, identifying any deviations from the and arranging
management. To correct departures from norms, an effective control system should be created.
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 Marketing Benefits of Sponsorship
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Sponsorships, in all of their forms, enable you to reach out to certain niche customers without the
price and unpredictability associated with traditional advertising. Strategic sponsorships might assist
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your company in meeting numerous marketing objectives at the same time.
1. Shape consumer attitudes. Sponsoring activities that are important to your clients fosters
favourable thoughts about your company. Customers are more likely to have a good attitude
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about your firm if they believe you care about the same things they do.
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2. Build brand awareness. Sponsorships using in-kind items are frequently less expensive
than standard advertising. Unlike traditional media commercials, which can be seen by
anyone, properly selecting your events ensures you an audience that need your products. For
example, a pet store owner who provides branded leashes for a local kennel club's yearly dog
show understands that their brand's name will be seen in action by their target customers on
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a regular basis.
3. Drive sales. Driving sales and brand recognition go hand in hand, and many sponsorship
possibilities allow you to expose people to your product in a way that motivates them to buy.
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Food or beauty firms, for example, may display samples for customers to experience at the
same place where they may purchase full-size items during a trade fair. You can opt to link
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purchases to a specific event, like American Express did during its "Charge Against Hunger"
campaign, by making a donation every time customers used their AmEx cards.
4. Increase reach. Word-of-mouth marketing is encouraged via strategic sponsorship. People

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who attend an event sponsored by you should have a great experience with your business
and continue to talk about your service or product. You have an extra opportunity to reach
more customers if your company's name appears on the event's promotional materials, such
as emails and advertising.
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5. Generate media exposure. For many small businesses, media coverage is prohibitively
expensive. However, if you can sponsor a local event or an industry trade fair, you may
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leverage on the event's media prominence. Sponsor names are frequently included in media
coverage, especially if your emblem is linked to the event's name or branding. This favourable
news raises the visibility of your products and services, particularly if you have a media
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strategy in place to capitalise on the exposure.
6. Differentiate yourself from competitors. Sponsoring an event, particularly an exclusive

sponsorship, distinguishes you from your competition by associating you with something
positive in the minds of customers. This strategy is especially useful if your opponent has a
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higher advertising budget than your organisation.
7. Take on a "corporate citizen" role. Not all sponsorships must revolve on industry events.
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Sponsoring local sports teams, charity projects, or public institutions such as museums
positions you as a nice neighbour or a firm with a conscience. Customers are more likely to
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see you as giving back to the community, which generates goodwill and favourable
connotations with your company.
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8. Generate new leads. If you're sponsoring an industry event, you have the opportunity to
connect with consumers who are actively in need of your services. Capitalize on the position
and respect associated with sponsorship to showcase yourself or your product. Don't focus
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on sales. Be knowledgeable and helpful while providing a way for interested customers to
sign up to learn more about your business. If you can, offer something for free in exchange for
their contact information.
9. Enhance business, consumer, and VIP relationships. Many events will provide sponsors
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with unique networking opportunities, VIP receptions, or outings with high-profile business
figures. You may use these events to meet key clients and strengthen business ties,
especially if you have a plan for following up after the event.
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2.2.8 Trade Shows & Expos

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Trade fairs and exhibitions are intended to bring together people who have a shared interest in a
business or activity for the goal of examining, showing, marketing, and selling materials and products.
This Unit will go over what trade shows and exhibits are all about. We'll look at the different players
and their responsibilities in trade shows. The Unit is also responsible for the administration and
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marketing of trade exhibitions. Finally, the Unit addresses the economic repercussions of these
developments, as well as how globalisation will impact the trade fair business.
Exhibiting at trade events may assist your company. You may meet with potential consumers in
person and create leads. However, success is not assured, and there will be expenses. Before you
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decide to commit your time and money, weigh the benefits and drawbacks.
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 Purpose of Trade Shows Fairs
A trade show's principal objective is to facilitate the exchange of information between firms and
potential clients. Trade shows are increasingly being regarded as an important component of a
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company's marketing mix. Trade exhibitions promote the cutting-edge of an industry to both exhibitors
and spectators. Exhibitors can not only sell or advertise their items, but they can also compare them
to those of their competitors. Similarly, guests can scrutinise the items in order to acquire the greatest
value. In the United States, for example, the annual convention of the National Restaurant
Association attracts, in addition to guests and delegates, producers and distributors of things of
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particular interest to the former.
"The 1800 exhibitors at the NRA trade show accomplish major portions of their marketing objectives
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by participation in the trade show, which in essence is a very carefully managed and orchestrated
artificial market place for buyers and sellers to interact," writes D.G. Ruthford (Overview of the
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Conventions, Expositions, and Meetings Industry: A Major Hotel Market, 1994). In reality, this reveals
the connection between a convention and a trade fair. As a result, both manufacturers/distributors
(vendors) and customers benefit from a once-in-a-lifetime chance.
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To interact with, sell, purchase, or promote things. On the basis of these objectives, H.N. Tongren and
J.P. Thompson (1981) identified three categories of tradeshows:
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1. Manufacturers utilise industrial fairs to present their products, demonstrate new products,
educate consumers about their products, and so on.
2. Trade exhibitions, where vendors meet with all sorts of purchasers who are trade members.
3. Professional or scientific exhibitions, which are frequently held in conjunction with specialist
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organisation meetings.
All of them may or may not be available to the general public, but they will cater to all those who have
a clear and demonstrable tie to the event as members of the industry, trade association, or
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professional society (Ruthford, 1994). In reality, large-scale exposition presentations that are available
to the general public are referred to as consumer shows or exhibits. These are conducted at large
venues (such as Pragati Maidan in New Delhi) and require an entry price. They are themed, such as
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book fairs, industrial products fairs, textile exhibits, home appliance fairs, and so on. Sellers can
participate at several levels, such as regional, national, or worldwide. Similarly, the time might be
yearly, every four years, and so on. Depending on the subject, local, regional, national, or worldwide
customers may be attracted. For example, the Indian Trade Promotion Organisation's international
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book market draws the four sorts of purchasers stated above. Aside from buying and selling, another
goal of huge expositions is social welfare. Many governments sponsor health fairs, rural fairs, and
other social welfare events in order to meet their social welfare obligations. All of the trade exhibitions
listed above have a direct relationship to tourism and, in many cases, are arranged as tourist
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attractions for both foreign and domestic visitors.
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They are timed in some areas in such a way that tourism seasonality can be increased. Trade shows
and exhibits are also good for presenting and evaluating new items, providing for input on their
potential commercial success. As a result, these trade shows not only function as part of the
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marketing mix, but also as a medium for research and development.
 Advantages of exhibiting at trade shows
The benefits of exhibiting include:
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 Raise awareness - Exhibiting at industry events is an excellent method to enhance your
company's visibility and build brand recognition. There are frequently various advertising and
sponsorship alternatives in addition to establishing a stand at an event.
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Meet in person - Meeting face-to-face with the potential clients face to face is a terrific
method to start creating relationships.
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 Networking - Trade exhibitions are an excellent opportunity to meet possible new customers
and suppliers, as well as learn more about your competition.
 Launch new product - Trade fairs are an excellent venue for introducing a new product or
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service. If your product is novel, being able to explain it and answer questions in person is
great.
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 Build your database - engaging with potential clients at an expo allows you to begin
developing your marketing lists and generating qualified sales leads.
 Disadvantages of exhibiting at trade shows
Some of the downsides of taking a stand at an exhibition include:

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 Costs - costs include stand space, stand design and construction, travel and lodging for
workers.
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Competition - It is possible that your competitors will be exhibiting at the event as well. To
attract the attention of potential clients, you must stand out.
 Results aren't guaranteed - Despite your investment in exhibiting, you are not guaranteed
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any sales leads.
 Potential low turnouts - Trade exhibitions may not have enough delegates to make your
attendance worthwhile if there are no big name speakers or adequate exposure. Before
deciding to exhibit at a specific event, do your homework.
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 Six tips for exhibiting at trade shows
Exhibiting at a trade show might assist you in generating new leads and developing commercial
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contacts. There may be significant expenditures involved, therefore it is critical to get things properly.
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Follow these pointers to make the most of your trade fair experience.
1. Do your research – It is critical to select a trade show that would attract your target market. Learn
about the delegates' demographics, such as their industry and job title. Before purchasing booth
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space, you should also research how popular and well-organized an event is. You may go as a
delegate first and then decide whether to take a stand the following year.
2. Get your stand design and location right - Many more companies will be exhibiting as well. This
includes your rivals. You should create an eye-catching and professional stand. It may be good to
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select and collaborate with a designer. The placement of your stand is also crucial; select a spot near
the entrance or break-out area.
3. Look out for marketing opportunities - In addition to attending the event, there may be
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additional options. Use public relations (PR) and social media to let people know you'll be there. You
might be able to collaborate with the organiser to send email marketing notifications to their
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attendance database.
4. Build your database - Take business cards or contact information from any potential consumers
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you encounter. Exhibitions are an excellent source of quality leads. Competitions or give-aways in
return for contact information can be beneficial. Some shows allow you to obtain contact information
from delegate badges using an electronic scanner. Make careful you follow the standards around
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personal data and direct marketing.
5. Network - Introduce yourself and speak with possible customers, suppliers, and rivals. This may be
a very useful source of market research.
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6. Follow up and evaluate - A personal follow-up phone call or email to potential clients you've met
can aid in the conversion of leads into sales. Evaluate the success of your attendance to determine
whether it is worthwhile to return the following year. Compare the quantity of leads and sales to the
expense of attendance.
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Creating and Designing Trade Fairs

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The process of creating and implementing a trade fair or exhibition differs depending on the
objectives. The show organiser or manager is the most significant individual in the construction of the
trade fair. Then there are other persons, such as the contractor, who play a critical part in the success
of the event, exhibition, or fair. Let's have a look at what their responsibilities are.
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1) Trade Show Manager

A show manager, exhibition manager, or event manager works for a trade organisation or an event
management business. He or she may also be a private entrepreneur, doing activities such as show
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conceptualization and production, sales, marketing, advertising, and promotion to eligible guests. The
role of the show manager include dealing with the many intricacies of selling the fair, moving the fair,
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setting up the show, performing the event, and moving the show of the convention or trade show site.
(Rutherford, D. G. 1990, Introduction to the Conventions, Expositions and Meetings Industry)
Sometimes a show manager develops a new idea for a potential trade show, books a facility to host it,
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and then sells the show to potential exhibitors.
Traditionally, the show manager's prime objective has been to sell floor space to exhibitors. In his
work, E. A. Chapman (Expositions Work, 1989) notes that show managers may be regarded "real
estate agents who rent an exhibition space." The position of a show manager entails a significant
amount of behind-the-scenes effort. They are in charge of promoting the show to potential exhibitors,
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selecting the show location, making lodging accommodations, devising educational programmes,
organising pre-show and/or post-show events, and monitoring all logistical planning. In any case,
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recruiting potential exhibitors is one of the manager's top tasks.
Show managers do this by sending a show prospectus to potential exhibitors. A decent prospectus
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will include the show's dates and location, previous attendance numbers, previous exhibitors, floor
rental pricing, amenities, special features, and other fundamental information. Based on the
prospectus, a potential exhibitor should be able to make an educated decision about participation in
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the exhibition. For example, every year, the Tourism trade exhibition at Pragati Maidan welcomes
travel companies, airlines, tour operators, and hotels, among others, to set up stalls for advertising. In
reality, tourist educational institutes are involved in it.
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When an exhibitor agrees to participate in a show, contact between the exhibitor and the show
management begins and continues until the exhibition is completed. For months leading up to the
event, the producer maintains close contact with each exhibitor. The exhibitor handbook (or service
kit), a package including "the regulations of the exposition organiser and exposition hall, as well as a
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collection of contracts and promotional pieces," is one of the first and most significant pieces of
communication the manager sends out. The exhibitor kit also contains information on payment
expectations, among other things.
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The job of the show manager has become even more complex as a result of additional demands
placed on the position. As the tradeshow business evolves, show managers are expected to have
greater skill and experience in specialised areas. This means that in the not-too-distant future, there
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will be specialists for each type of fair.
Perhaps the most crucial aspect of a show organizer's work is marketing the event to the target
audience. The concert is doomed if there are no attendees. In the case of consumer exhibitions, the
attendance base may be a very particular segment of the population, or it may be the broader public.
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The manager must understand how to reach the target audience as well as manage the logistics of
ticket sales and registration. Most attendees register in advance, however certain concerts may let
individuals to come in "off the street.”
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The show manager must also analyse the event and confirm data such as attendance and exhibition
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presence.
2) Contractor
The general service contractor is a significant behind-the-scenes participant whose role is to supply
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all key services to exhibition management and exhibitors for a trade show. Contractors really serve
two types of clients:
1) show management and
2) the individual exhibitors.
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During the preparation and run of the event, these two customers have different demands, and the
general service contractor is responsible for meeting both sets of needs. The managers provide the
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contractors complete information about the event and its requirements. The contractors then make
service bids to the management based on this information. One plan describes the services supplied
to management and how much they would cost, while the other describes the services provided to
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individual exhibitors and how much they will cost. Typically, the show management chooses one
contractor to serve as the event's "official general" service contractor.
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Below is a list of services most general contractor provides their two levels of customers:
i) Show Management Services

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• General decorating - Registration, officer, entrance ways
• Booth setup
• Furniture rental
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• Signage and graphics
• On-site coordination for show
• Advance planning for show

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• Cleaning service
• Drayage and material handling

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ii) Exhibitor Service
• Rental exhibit options

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• Hospitality suite set-up
• Booth signage
• Furniture rental
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• Signage and graphics
• Installation and dismantling services
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iii) Specialized Service Provided by Specialty Contractors
Other services, such as floral arrangement, need a high level of specialised knowledge. If one of
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these services is required, the general services contractor or show manager arranges for a
specialised business, known as a "specialty contractor," to offer it. The following are some examples
of speciality services that are commonly outsourced:
• Floral
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• Catering
• Photography
• Over-the road transportation
• Telephone/fax services si
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• Modelling/supplemental booth personnel
• Audio-Visual rental
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• Security and security boxes
• Electrical
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• Plumbing, air, and water
• Exhibit design and construction
All of these operations are exceedingly complex and need frequent, detailed communication among
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the show manager, the facility, the general service contractor, specialist subcontractors, and the
exhibitors.
3) Accounts Executive
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Once the show begins, personnel from the sales department (known as account executives) join the
show manager's team and are normally present throughout the event to ensure that everything works
successfully. Account executives are in charge of a show's often-confusing set-up. During set-up, the
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freight comes, the material is unloaded and transported to the appropriate booth space on the floor,
the sign is hung, the utilities are connected, the carpet is laid, and the booths are erected.
All of this activity takes place in a very focused, short period of time, necessitating precise planning
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and efficient on–site administration. Throughout the course of the show, the account executives
resolve any labour conflicts and ensure that the specialist subcontractors perform the anticipated
services. Following the show, the account executives are in charge of managing the exhibition's
dismantling. They are also responsible for billing the show organiser and the exhibitors. (Exhibitors
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rent floor space from the show manager but purchase other services and supplies such as signage,
booth rental, and so on.)
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Contractors that handle the same show year after year might get intimately familiar with its
requirements and provide more effective service. As a result, many event planners prefer multi-year
contracts with their general service companies. When a multi-year contract expires, the contractor
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and manager begin planning for the next year's event.
4) Exhibitors
An exhibitor is merely the "business or group supporting (the) show booth," according to the CLC
Glossary (1986). "Exhibitors hire space, acquire an exhibit, have it delivered and put up, all in
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exchange for an opportunity to sell, and are ultimately responsible for making a decision to participate
in any show," says Chapman (1987). As previously stated, exhibiting firms at a tourism industry expo
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may include travel agencies, tour operators, airlines, hotels, restaurants, business schools, and
companies that offer speciality tourist items, such as hiking equipment.
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5) Ten Steps to Trade Fair Success
The following phases are critical for show managers in designing a successful outcome for any trade
show programme (according to the Trade Show Bureau, "Reaching Export Objectives Through
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International Trade Fairs." 1991):
1) Secure management support.

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2) Set specific and realistic objectives.
3) Do a market analysis and adequate research.
4) Select a specific trade show that coincides with your market targets.
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5) Plan an adequate budget.
6) Develop pre-show promotion.
7) Create professional staff.

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8) Learn how to sell and effectively negotiate during the exhibition.
9) Follow up trade show leads carefully and immediately.

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10) Evaluate and measure the performance and results of a trade show.
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2.2.9 Awards & Competitions
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Awards Ceremonies are a celebration of talent, accomplishment, and achievement; therefore, it is
critical to arrange an event that is lively, interesting, and well-attended. Whether you are preparing an
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award ceremony to reward your workers for their hard work or you want to celebrate individuals in
your sector for their accomplishment, these events are a terrific way to get everyone together to say
thank you. In this essay, we will discuss how to design a spectacular awards event.
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1) Write a Brief
The goal of your awards presentation should be outlined in the brief. It might be to collect donations for a
worthy cause or simply to express gratitude to your co-workers.
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Ask yourself the following questions when writing your brief:
 Who should be nominated for an award?



Why do they deserve the nomination?
What information do you need on them?
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 Who should choose the winners?
 What should the awards look like?
 When should the ceremony take place?
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2) Start planning early

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If you want to be successful in arranging an outstanding awards presentation, begin preparing at least 9-
12 months in advance. A well-executed event is one that is set up for success from start to finish. To
arrange a great ceremony, you must commit time in advance and consider your final aim. Define clear,
realistic, and attainable goals and objectives first. These particulars should include:
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3) Have a planning and execution timeline
To guarantee that your event goes off without a hitch, determine the milestones and deadlines that
are required to achieve maximum success. Collaborate with stakeholders to define the event's scope,
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resources needed, deliverables, and expected timetable for execution. Make a list of all the tasks that
must be done during the execution phase of the planning process. Tasks such as hiring the caterer
and securing the venue may be divided into mini-projects and assigned to stakeholders.
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4) Assess the market need
Before you delve into the weeds of organising an awards ceremony, consider the demand for such an
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event in your sector. What additional award ceremonies do you know of in your industry? When do
your rivals' events take place? All of these are important aspects to consider before beginning the
planning process. It will be difficult to publicise your event if the sector is crowded with several award
programmes.
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5) Set the budget
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The first step in the planning process is to calculate your budget. If you can only afford to throw a
modest party, there's no use in preparing a lavash extravaganza. Your budget should include key line
items such as venue costs, food and beverage, operations, décor, trophies, live entertainment,
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security, and AV. All of these items may eat into your budget. You should also consider the marketing
expenditures associated with promoting your event. Will you have to pay for advertising to publicise
your event? Depending on how many individuals you want to contact, this might get costly. Once you
have an idea of how much it will cost to host the dinner, you can decide on ticket prices and
sponsorships.
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6) Choose a Venue
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Once you've determined your event budget, it's time to seek for an appropriate site. Award ceremonies
are usually glamorous; thus, the setting should match that.
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7) Plan the Stage Design
Consider how you want the stage to appear and whether it will fit within the venue. Consider where the
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host and podium will be, as well as where the awards will be given. Allow for Branding.
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8) Create a Floor Plan
People will require a place to sit while the ceremony is taking place. Position the nominees so that they
may easily go up and collect their prize. Position the winners near the stage.
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9) Organize a planning committee
It is your responsibility as an event organiser to assemble a team of individuals to assist you in

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planning your event. As previously stated, organising an awards ceremony is a large task, and the
more assistance you have, the better. It is not uncommon for all of the planning to fall on the
shoulders of a single individual. Enlisting the assistance of a steering committee of qualified volunteer
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professionals will reduce your stress and boost the likelihood of your vision becoming a reality. Each
committee member should be assigned a job and a set of tasks. An event chair should be appointed,
as well as subcommittees in charge of sponsorships, marketing, and food and beverage.
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10) Secure a location and date

When choosing a location for your awards ceremony, keep your budget in mind as well as the number
of guests you intend to invite. The majority of industry award presentations are frequently hosted in
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affluent and historic settings. This might result in an increase in the budget. Look for an all-inclusive
package that includes on-site food and AV assistance. This eliminates the need to hire an outside
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caterer. Additionally, ensure that the location has outstanding lighting, ambience, and sound quality.
The choice of a date is just as crucial as the choice of a location. Check that the event date does not
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coincide with a national or religious holiday. Check to see what other industry events are scheduled
for the same month. If people have to travel a long distance to participate, they are unlikely to attend
two industry events in the same month.
11) Select award categories
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The main reason for holding an awards ceremony is to acknowledge award recipients for their
achievements. Determine the categories you wish to award in before the nomination process begins.
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Keep in mind that the more categories you have, the longer the event will last. Limit the presentation
to 1.5 to 2 hours to save your audience from a boring and uninteresting awards ceremony. Determine
whether or not award recipients will be permitted to deliver acceptance remarks. If this is the path you
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wish to pursue, keep talks to three minutes or less to avoid going over time.
12) Choose judging panel

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Choosing the right panel of judges is a terrific strategy to boost your awards show presentation.
Finding a panel of judges that are well-known industry thought leaders lends legitimacy to your event.
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Judges might come from a variety of backgrounds; you can filter your search by sector and relevancy.
When choosing prize participants, look for a varied panel of judges who can offer different viewpoints
to the table. Reach out to local institutions, periodicals, and Fortune 500 leaders. There is no manual
for assembling the ideal panel of judges. When considering who should assist in picking award
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recipients, keep your ultimate goals in mind.
Include a "people's choice" category in which the public can vote on a winner. Including a "people's
choice" category is an excellent approach to boost online participation and generate external publicity
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for your event.
13) Align with a media partner

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If you want the media to pay attention to your event, consider partnering with an industry-leading
journal to host the ceremony. As part of the collaboration, the magazine or newspaper might print a
feature piece and a list of the prize winners. This will strengthen your brand's standing as an industry
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thought leader
14) Promote the Award Ceremony
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Whether it's a modest internal awards ceremony or a large-scale industry award show, you should
adequately market it in advance. This is especially important if you want to sell tickets for it.
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2.2.10 Festivals & Parties
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A party is a gathering of individuals invited by a host for the purpose of socialising, discussion,
recreation, or as part of a festival or other remembrance or celebration of a noteworthy occasion. A
party will usually include food and beverages, as well as music, dancing, or other types of
entertainment. In many Western nations, teen and adult parties are connected with the use of
alcoholic beverages such as beer, wine, or distilled spirits.
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It takes a lot of effort to arrange a festival, from defining goals to getting a crew to making it all
happen. This year, in particular, will need even more planning and preparation to guarantee that
everyone has a fantastic and safe experience at your event.
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As you begin to prepare a festival, you must be aware of what local public health officials need in
terms of health and safety regulations. As you arrange your event, have an open line of contact with
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the relevant health officials and consider going above and beyond minimal health regulations to
protect the safety of your employees, volunteers, guests, and the general public.
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Step 1) Create concrete goals for your festival.
Before you begin preparing a festival, it is critical to establish precise goals for what success looks like
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for your festival this year. These objectives should serve as a guidepost, directing you on what steps
to take during the planning phase to achieve success. Your objectives should contain both overall
objectives and measurable core KPIs.
Here is a list of example goals to help guide you in your goal development process:
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 Book 5 headliners that are in the top 20 charts

 Become the premier summer event in the region
 Offer the most sustainable festival experience possible
 Implement above-and-beyond health and safety requirements
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 Increase social media engagement and media coverage

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Once you select your overarching aims, move on to nailing down specific goals with measurable
KPIs. Take the following for example:
 Increase ticket sales by 20% compared to last year


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Reach 70% returning attendee from previous years

 Increase food and beverage sales by 35%
 Increase the number of performances by 20%
Regardless of your festival goals, it is critical to record them before beginning the planning process to
ensure that everyone on the planning team understands what they are attempting to accomplish this
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year.
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Step 2) Determine your festival’s budget.
Now that you have a clear knowledge of your festival objectives, it is time to begin assigning a festival
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budget to make all of those objectives a reality. There are a lot of moving components of a festival
that need to be addressed and accounted for in your festival preparation.
Here is a list of common budgetary line items that you should consider as you plan out your budget:
1. The venue or location rental cost
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2. Talent or entertainment cost
3. Catering and associated logical costs
4. Sanitary facility costs
5. Staffing & volunteer management
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6. Health and safety measures (cleaning, barriers, additional COVID-19 procedures required by
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health officials)
7. Equipment rentals
8. Security and local authority permit
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There is a lot that goes into preparing and executing a festival, and it all has to be accounted for in
your budget. Like everything else, you will need to prioritise your budget expenditures depending on
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your goals and the practical necessities of effectively operating your festival.
Step 3) Secure a festival venue.
Now that you've set your budget, it's time to start looking for a festival location or venue. A festival
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location or venue may greatly influence how spectators and artists view the festival; thus, it is critical
that you choose a place that is accessible to your target audience and matches with the experience
you are attempting to give.
It's not simple to choose the ideal venue for your festival event. Consider the following to guarantee
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that your event is accessible to your target audience and performers:
 Is the venue accessible by public transit, and does it provide ample parking?
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 Can your venue fit your current attendee numbers? Does it also have the capacity for your
event to scale year over year?
 Does it have the required infrastructure like high voltage capacity?
 Will you be able to bring in all the required vendors and equipment to the venue?
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Once you've selected the ideal location, you'll need to choose a date, sign a contract, remain within
your budget, and make payments. Don't forget to obtain the appropriate licences and permissions to
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hold the event (think zoning and parking).
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Step 4) Book your festival’s line-up and vendors.
It's now time for the crucial line-up and vendor preparation. These selections will impact the type of
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experience your attendees will have at your event, so getting them right is critical.
Before you even start making calls, you need figure out who your core attendee demographics are
and what would entice them to attend your event. Booking a hip-hop artist at a country music festival
may be a waste of time and money, so be sure you know who you're arranging for.
Here is a quick list to help you kick start your line up booking:
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 Create a list of desired performers and entertainment vendors.

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Start booking artists and entertainment.
 Build a festival schedule and fill gaps with new innovative attractions and entertainment.
 Send artist and entertainment vendors the festival schedule and make edits as required.
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Step 5) Build out your marketing plan for your festival.
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Once you've secured your primary talent and location, it's time to start promoting your event to your
target demographic. It is critical to have a distinctive sales proposition in all of your marketing
messaging. Essentially, you should have a marketing hook that distinguishes you from the
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competition and inspires consumers to act correctly so they don't lose out. Once you've hammered
down your primary messaging, you can begin strategizing your marketing channel approach.
In 2021, there are so many marketing channels to choose from and it's up to you to determine what
channels are best to reach your target demographics.
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Here are a few channels to consider using for marketing your festival:
 Pay-per-click (PPC) advertisements - Data is king, and you can now truly target PPC
advertising to reach your target demographic. Don't put all of your eggs in one basket;
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instead, employ a variety of PPC channels such as social media and Google. This gives you
the opportunity to conduct some testing to discover which channel is ideal for your festival.
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 Social media campaigns - Create hashtags and provide ticket competitions and giveaways
when people share your content; this is a low-cost, high-reward strategy when performed
properly.
 Influencer sponsorships and giveaways - This marketing technique may raise eyebrows,
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but if you choose influencers who have your target demographic as followers, a single post
might result in a large number of ticket sales.
 Local media - Contact the local newspapers, radio stations, and community groups to
expand your free and paid marketing to these channels. Locals are more inclined to purchase
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tickets to your festival.

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Email marketing - It may be outdated, but it works. Reach out to last year's connections and
offer them unique ticket offers and incentives to get them excited about your event.
Once you've developed a marketing strategy, it's time to choose campaign durations and start dates.
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Whatever method you use to advertise your festival, make sure it aligns with the aims of your event.
Step 6) Coordinate volunteers and on-site staff for your festival.
There can be no event without a dedicated team of event personnel and volunteers. It is critical to the
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success of any event that they can adequately staff their event, which for many events means
enlisting volunteers to get the work done.
To attract volunteers for your event, you must develop a volunteer management plan. To successfully
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and efficiently develop and execute a successful event volunteer management strategy, consider
investing in an event-specific volunteer management solution.
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Here are some core components of a successful volunteer management strategy:
1. Determine your staffing needs - What specific duties must be performed in order for your
event to be a success? How many volunteers are required to fulfil such tasks?
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2. Create detailed volunteer role descriptions - Define the numerous responsibilities or duties
that volunteers will need to complete to assist ensure that your event is well-staffed, clean,
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and safe.
3. Create your volunteer schedule - Decide when, where, and what you need volunteers to
accomplish in the lead-up to, during, and after your event. Then, create a volunteer calendar
that includes the shifts and volunteer jobs that must be completed.
4. Post public shift possibilities on the volunteer page of your event website and promote
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them through your marketing channels. Volunteers may browse and sign up for shifts
directly, reducing unnecessary administrative work for your team.
5. Equip your volunteer with the mobile app - Give your volunteers instant access to their
own schedules, event maps, and a direct communication mechanism to ask questions and
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get updates from festival organisers.
Step 7) Fully plan out your festival’s schedule.

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Now that your talent has been acquired and your staff and volunteers have been confirmed, it's time
to look at the event schedule, logistics, and all the intricacies that come with it. Keeping your event
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schedule on track is critical to ensure that your attendees have a positive experience while also
ensuring that your food vendors and staff can keep up with everything.
When planning your festival schedule, keep in mind how people will move from activity to
performance and how to guarantee they can do so securely. When planning your event's scheduling
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and logistics, event safety is critical. When it comes to logistics, festivals don't need any surprises.
Distribute a map of the area surrounding your event, both online and in print. All parking spots,
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restrooms, dining locations, and emergency exits should be marked on the map. Have a clear
emergency plan in place, as well as evacuation routes, emergency procedures, and safety
instructions.
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Your schedule may also be used in your marketing efforts to ensure that it is posted on your event
website and social media. Your event schedule will provide attendees with a thorough peek at how
fantastic your event will be.
Step 8) Watch your festival planning pay off on event day.
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Nothing beats the satisfaction of seeing all of your festival planning and preparation pay off. However,
there are always last-minute issues that arise in the lead-up to and on the day of the event. You
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should also try to plan for those last-minute situations.
Here are a few last-minute things to expect and plan for as part of your festival planning checklist:
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1. Equipment reallocation - Be prepared to relocate barricades, technical equipment, and even
tents in the days leading up to the event. You must be prepared to change your festival plans
in response to new requirements such as changing weather, security concerns, and
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unforeseen occurrences.
2. Staff scheduling issues and no-shows - Overstaff your team and have a platform that
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allows you to track staff and volunteer attendance so you can reallocate human resources
when individuals don't show up or when things become hectic.
3. Ensure security staff members are briefed - Inform your security personnel on the security
measures and what to look for at the check-in point.
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Maintain flexibility and over-preparation for anything comes your way. Your event should go off
without a hitch if you plan ahead of time.
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2.2.11 Webinars
Webinars (web seminars) are online video presentations, workshops, or lectures that are often hosted
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via webinar software. These online events are frequently participatory and business-related, and they
allow you to share your expertise with anybody in the globe.
Web presentations and conferences are extremely participatory forms of marketing that may be used
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to establish relationships or authority. However, the options are limitless. If you work on a remote
team, you can also use webinars for internal team meetings.
It is far easier to organise a webinar than it is to organise a seminar or lecture in person. Mostly
because you don't need a huge facility to accommodate a large number of participants. You may
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invite individuals from all over the world to meet in real time, and if they are unable to join live, you
can record the webinar and transmit it to them later.
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 Benefits of a Webinar
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Here are the main reasons you should host a webinar:
 First and foremost, they assist you in creating a list. Every person that registers is a new
contact in your database.
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 Online seminars brand you as an industry authority, a trustworthy and trusted source of
knowledge. They enable you to share your knowledge with your target market. You can
directly solve their concerns, which will dispel their reservations about your goods.

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Recording your webinars will provide you with great information that you can share with your
audience afterwards.
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 By registering, consumers demonstrate an interest in what you have to offer - they become
qualified leads, which makes nurturing and converting them simpler.
 They may assist you in training and onboarding new staff in a 'fun' approach — it is
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always preferable to communicate essential problems verbally than producing long -form
text.
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 Every webinar you host provides you with several branding options. Webinars help to
raise brand awareness and establish the brand voice.
 Webinar types
There are many different sorts of online seminars you may utilise to attain certain aims or to tailor to
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the demands of your audience and business. Here are some of the most common forms of content
and approaches to consider when designing your webinar marketing strategy and video conferencing.
Following them are the most common webinar varieties, as defined by the objectives they may help
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you reach.
Webinar content types:

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 A slideshow
If the goal of your webinar is to educate your audience, the online presentation should include
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instructive images – and presenting what you want to transmit in presentation slides is the most
convenient alternative.
 Live video
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If you want to create stronger ties with your clients or hold a team meeting, creating an online seminar
in a live-video format is ideal. It's highly personal, and you can demonstrate the "human side" of your
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company in a professional manner. This style of webinar might also be beneficial if you are doing a
video presentation of a real product.
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Text chat
When you hold a webinar, your audience can utilise the chat feature to ask or answer your questions.
When you give real-time solutions to their difficulties, it strengthens your relationship and
demonstrates your authority. Feeling noticed by you strengthens the relationship and establishes a
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link that keeps clients returning to you.
 Whiteboard
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More complicated concepts can be best visualised using the whiteboard. You may assist your
audience follow your thinking process by sketching over charts, photos, or mapping out various
notions from scratch.
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 A pre-recorded webinar
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If you need to give an online presentation on a given topic more than once, or even on a regular
basis, you may utilise a pre-recorded webinar instead. This option is especially beneficial if you're
hosting a webinar with a guest speaker who is unable to organise a meeting at a time that is
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convenient for your audience.

Once you've prepared a professional presentation, all you have to do is press the play button once
the webinar has begun. You may run the chat and answer their questions live while the pre-recorded
webinar is going to ensure the video presentation remains personable and your audience is satisfied
with the experience. This is a frequent practise among SaaS firms that must regularly deliver product
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training webinars for new clients.
 Screen sharing
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When your topic necessitates displaying certain step-by-step procedures in software or online, there
is no better method to do it than by sharing your desktop during a live webinar. Attendees will be able
to see and follow precisely what you're doing. This approach is very beneficial for training new users
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on your product.
If you've produced your presentation in a non-standard fashion, such as Prezi, you may also use
screen sharing. Because they aren't dependent on slides, sharing your screen with your audience is
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the best method to display them. The same is true if you're sharing numerous apps or files, such as
spreadsheets, rather than a single presentation. Rather than collecting screenshots and pasting them
into your presentation, you may share your desktop and freely switch between programmes.
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 Polls
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A polling tool will supply you and your audience with statistics and information that you won't find
anyplace else. You have the option of making it anonymous or public.
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Webinar types by different purposes
1. Educational webinars
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Webinars are one of the most efficient ways to educate your audience on the subject matter in which
you are an expert. To organise an instructional webinar, it's ideal to use well-prepared slides or a
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whiteboard video, which takes use of webinars' visual capabilities. Also, don't be scared to enlist the
help of outside professional speakers!
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2. Product webinars
When you have a terrific product to show off to a large group of people, convert your regular event
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attendees into webinar participants. You may give them a full presentation that covers every topic and
answers all of their questions. When you hold a product webinar, you're educating the attendees and
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capturing their interest with your product, allowing you to nurture your leads and even convert them
into genuine customers, resulting in a sale. This enables you to gather critical feedback on your
product or solution.
3. User onboarding webinars

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A user onboarding webinar will be most beneficial if your firm sells software. Make the learning curve
as gentle as possible by asking new users to participate in a webinar for novices that you offer on a
regular basis, such as once a month. Use a screen sharing tool to run a user onboarding webinar.
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4. Employee training and team meetings

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Of course, hosting webinars to convert leads is advantageous to your organisation. However, if you
have a remote team or a team that is too large to squeeze into a room together, you should not be
afraid to use webinars for team meetings and staff training. When you make the move to remote work,
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webinar training is the ideal approach to pass on knowledge and teach practical skills to your staff
since this sort of content is more engaging than written material.
5. Lead generation and list building webinars
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When promoting your webinar through several platforms, concentrate on attracting one persona in
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particular. When they register, they will provide you their email address, which is the first step. You'll
get useful and interesting leads that you may follow up on and nurture into conversions later on. With
the support of marketing funnels, you can also organise paid and free webinars.
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6. Customer retention and nurturing webinars
While holding exciting webinars is fantastic for attracting new clients to your company, it is also
excellent for nurturing existing customers. The personal bond you develop along the process is
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essential for keeping them coming back. They may stay up with your latest goods and
announcements by participating in such webinars. When you're more approachable than ever, it's
also a fantastic time for your clients to ask vital questions.
 Best practices to Start a Webinar

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If you’re wondering how to start creating webinars, here are a few webinar tips, and steps you need to
take.
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1. Choose the right topic, title, and format

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First and foremost, consider the goal of your webinar. Is your goal to create leads, build your list, sell
a product, or enrol new users? Then, choose a subject. What is the most significant information you
can impart to others in an hour or so? If you're searching for ideas for your webinar's content, look at
the statistics for your other material to discover what generates traffic to your site and what your
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audience is most interested in. This measure will undoubtedly increase involvement.
Keep in mind to be exact. It helps customers comprehend what they're signing up for, and it also aids
in the SEO of your landing page. Consider labelling it with a question, such as 'How to Sell a
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Webinar?' Specify if the webinar is intended for beginners or specialists. It will spare you from many
unfavourable thoughts such as "I already knew that" and "It was too difficult; I need to learn the
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fundamentals first." After you've settled on a topic, select a format that will work best for your webinar.
2. Choose the presenters & team

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When planning a webinar, you must select a skilled presenter. It should be someone who is educated
about the issue, is not frightened of public speaking or addressing difficult questions, has good
charisma, and is at least somewhat resistant to stress. Of course, your web seminar can include
many presenters as well as a distinct webinar host.
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Webinar hosts usually organize the event, introduce the presenters to the audience, and simply make
sure the webinar runs smoothly. At the same time, charismatic webinar hosts can make all the
difference and help your brand stand out in a crowded market. Then, you can choose an assistant,
who could admin the chat and possibly answer some of the audience’s questions while the speaker
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continues with their presentation. After you’ve found perfect people who will create the webinar’s
content, you can also ask someone (or a few people) to take care of the technical side of your web
seminar (make sure the Internet connection is strong and that you can be heard and, if required,
seen)
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3. Plan out the content of your webinar
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Planning is crucial If you want to construct an online seminar that’s engaging from start to finish.
Webinars that involve the presenters running through subjects in chaos and stumbling aren’t the best
and most memorable. If you plan your webinar right, it should deliver on your promise, and have the
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perfect amount of content for your audience to absorb.
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The outline - When you are aware of the topic and purpose of your online seminar, it should not be
hard to create an outline. Remember that the usual webinar lasts 40-60 minutes, so that's the period
you'll be working with. If you're doing a pre-recorded webinar, start with a storyboard, much like a film
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director.
The structure - The content you provide throughout the webinar should be engaging enough to keep
the participants until the end. You can also tease a bonus at the start, to create an incentive to keep
watching. Then, it should naturally lead into a paid offering, if that’s a part of your webinar’s purpose.
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There’s an 80-20 rule for this – make the webinar 80% solid content, and you can promote your
product for the remaining 20%. Always start by welcoming participants. Ask them where they are
joining you from, and you’ll create instant engagement.
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Make the participants sure that’s the right place for them to be, by specifying who will benefit from the
online seminar. Also, introduce yourself as well as the topic of your webinar. Begin with a quick,
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relevant tale to demonstrate your trustworthiness. Remember to leave time at the conclusion for a
Q&A session. Mention it in the start so the audience has time to think about the questions they want
to ask.
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How long should a webinar be?

Webinars typically run 30 minutes to an hour. 60 minutes is enough time for a 45-minute lecture plus
time to answer questions from the audience throughout the webinar in a designated Q&A session.
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However, the 'normal' webinar length is not fixed. Go for it if you have well-structured information that
will take you more than an hour to present. If you just have a brief presentation in the form of a TED
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Talk, you may turn it into a webinar on demand, as audiences tend to interact with lengthier video
material when it's live.
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4. Prep the tech & environment
Before you start a webinar, make sure you have a camera (a functional laptop camera will suffice)
and a microphone with settings that are appropriate for the area. In same vein, select a setting for
your webinar — it may be your workplace or even your home room, but keep it professional and
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ensure no one disturbs you during the webinar. It might catch you off surprise and divert people'
attention.
Check to see if your Internet connection is stable, whether your laptop charger is plugged in, and if
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your computer isn't automatically upgrading itself. And, it should go without saying, if you're going to
share your screen, make sure you don't have any extraneous tabs open in your browser and that your
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desktop is uncluttered. It's also a good idea to check in to the webinar room 20 minutes before the
planned meeting to make sure everything is running well.
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5. Attend other webinars beforehand

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It's difficult to comprehend how to prepare for such an event if you've never been to one. Find a
couple seminars with experienced hosts, such as industry influencers, and sign up right away. Make a
list of everything that piques your curiosity, from the webinar's landing page to the manner the
speaker speaks. Examine what you can include into your own preparation.
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6. Schedule the webinar using your webinar software
When is the most appropriate time to have a webinar? It is difficult to define the 'ideal' day and time,
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but the general guideline is to book a webinar for the middle of the week, from Tuesday to Thursday
(with Tuesday as the winner). People are more likely to be on vacation on the other days. Because
most consumers will only attend one webinar each week, you will be competing with other players in
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the field.
While it is natural to believe that individuals like to attend web seminars in the afternoon, this is not
always the case. According to certain studies, most individuals like to attend webinars at 10 a.m. or
11 a.m. Remember that you will most likely have visitors from various time zones, and if you are really
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far away from your target audience, you may even have to sacrifice some sleep to host. Also, avoid
scheduling the session at lunchtime.
Mention that your video seminar will be recorded when marketing it so that people will know it is worth
signing up even if they cannot attend and that they will receive the recording later.
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7. Promote your webinar
People must register for an online presentation in order for it to take place. It is not simply the material
that gets people interested; it is also how you advertise it. Combining several digital marketing
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techniques is the way to go.
 Webinar landing pages
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Make a landing page with an invitation that encourages visitors to join up and informs the audience of
all they need to know ahead of time. First, provide a brief summary of the topic. Highlight what the
attendees will take away from it in a few bullet points. Then, include a signup form where your
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prospects can enter their name and email address, followed by a clear CTA button — the term
"register" should enough. Remember to introduce the hosts. It's a wonderful touch that will provide the
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groundwork for your newly formed partnership. Finally, don't forget to emphasise the date and time of
your webinar (particularly the time zone if you expect attendees from all over the world).
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1) A _______________ is a gathering of peers to discuss and debate a certain issue,

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generally political or commercial.

a) Round-table conference
b) Seminars
c) Workshop
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d) Promotion
2) A ___________ is a meeting of individuals with the aim of discussing a specific topic.

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a) Lead Generation
b) Webinar
c) Seminar
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d) Press Pitch
3) ____________are those that are held at the institutional or departmental level on a

(c
certain topic or subject.

a) Major seminars
b) Minor Seminar
c) National Seminar
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d) Mini Seminar
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4) ______________ are held at the national level by an association of any sort, particularly
one with academic or professional interests, or by an entity (Government, Firm, etc.).
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a) Mini Seminar
b) National seminars
c) International Seminar
d) Minor Seminar
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5) The seminar is usually held by an international organization or agency and is referred
to as an________________.
a) Major Seminar
b) Minor Seminar
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c) International seminar
d) Mini Seminar
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6) A ___________is a single, brief instructional event aimed to teach participants to

practical skills, techniques, or concepts that they may apply in their job or everyday
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life.
a) Seminar
b) Speakers
c) Workshop
d) Financials
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7) _____________is defined as a financial or material investment in an action, person, or

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event, as well as having access to a prospective communication linked with that

activity, person, or event.
a) Sponsorship
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b) Awards
c) Festivals
d) Parties
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8) A ___________is a gathering of individuals invited by a host for the purpose of
socialising, discussion, recreation, or as part of a festival or other remembrance or
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celebration of a noteworthy occasion.
a) Webinar
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b) Party
c) Seminar
d) Press Meeting
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9) What is full form of PPC.

a) Pay-per-click
b) Pay-period-click
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c) Participant-Per-Click
d) Presentation-Per-Click
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10) ___________are online video presentations, workshops, or lectures that are often
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hosted via webinar software. These online events are frequently participatory and
business-related, and they allow you to share your expertise with anybody in the
globe.
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a) Festivals
b) Web Seminars
c) Classes
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d) Press Events
Summary
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 The main objective of any event is for a group of people to gather in one location for one
specific purpose at a specific time.
 Networking events provide an opportunity for groups of professionals to meet and develop
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contacts.
 In-person events, virtual events, and hybrid events comprise the next wave of networking
events.
)A
 Career fairs are wonderful networking opportunities for persons just starting out in their
professions.
 A trade show is essentially a platform for firms in a certain industry to showcase their products
and services.
(c
 No conference of any size or influence is organised in a vacuum or by a single individual.

 Themes of international seminars include globalization, renovation, atomic energy
agreements, policy implementation and modification, and so on.
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 The sponsor gives financial assistance, equipment, or know-how in exchange for the event
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organiser advertising their event space for the sponsor.
 A trade show's principal objective is to facilitate the exchange of information between firms
and potential clients.
 A show manager, exhibition manager, or event manager works for a trade organisation or an
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event management business.
Activity
1. Discuss how to conduct a workshop?

2. Write a case study on Trade Fairs.
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Glossary
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The famed economist Philip Kotler (2004) described events as "occurrences meant to
transmit certain messages to specified audiences."
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 A roundtable discussion occurs when a small group of people gathers to discuss or debate a
specific topic.
 An academic conference is a meeting of scientists or academics at which research findings
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are presented or workshops are held.

 A business conference is a gathering of people who work for the same firm or industry. They
get together to talk about new business trends and prospects.
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 A trade conference takes place on a larger scale. Aside from businesspeople, members of the
public attend to network with vendors and make new relationships.
 A seminar is a gathering of people who get together to talk about a specific topic.
 A workshop is more of a hands-on experience for the participants with demonstrations and
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activities; the length of time one speaker addresses the group is limited.
 Seminars are often participatory events in which attendees engage in conversations

regarding the specified topic.
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 Awards Ceremonies are a celebration of talent, accomplishment, and achievement

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1. How can a speaker prepare for an attractive event?

2. Explain the concept of Seminar. How can you plan the same?
(c
3. What is Sponsorship? Discuss the benefits of sponsorship.

4. What is a Workshop? Why do we need one?
5. Define Awards and how to design an award event?
6. Ques: Explain the concept of Webinar.
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Further Readings
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1. https://www.nsam.ac.in/pdf/lecture-notes/bcom/4th-sem/PRINCIPLES-OF-EVENT-
MANAGEMENT.pdf
2. https://www.uou.ac.in/sites/default/files/slm/HM-402.pdf
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3. https://www.eventbrite.co.uk/blog/formats-to-refresh-your-conference-ds00/
1) a)
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2) c)
3) a)
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4) b)
5) c)
6) c)
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7) a)
8) b)
9) a)
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10) b)
Unit 3: 5 Cs of Event Designing

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Objectives
 Understand what is event designing

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 Brief about Concept

 Understand Coordination
 Know about Control

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Brief about Culmination and Closeout
Introduction
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Events are becoming increasingly significant as social, cultural, and economic phenomena, to the
point that many of us live in 'eventful cities' (Richards and Palmer 2010) or travel through
'eventscapes' (Ferdinand and Shaw 2012). Events are growing increasingly complicated as their
variety of activities expands, including gathering places, creative spaces, economic catalysts, social
(c
drives, community builders, image makers, business forums, and network nodes.
Events are therefore built to fulfil certain functions in society and industry, and this process
necessitates creative imagination as well as a design approach that may be structured according to
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diverse viewpoints such as 'Service Design,' 'Design Thinking,' or 'Imagineering' (Nijs and Peters
2002). Events are meticulously constructed to blend tales (content) into places (context) using
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experience design techniques. An event's effective design can result in more profitable business
models, which can assist to continue cultural and sporting activities even during difficult economic
times. An event's effective design may also become a significant component in adjusting to changing
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external conditions and can even offer new possibilities where there was previously a danger (or
nothing else).
This collection brings together a variety of viewpoints on the elements that influence how events are
planned. It is about how events are planned to suit a variety of diverse goals and objectives for their
organizers, guests, and other stakeholders, rather than the practical, micro parts of design. We
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investigate these challenges through a variety of events, including mega-events, local community
events, business events, and festivals. These events are examined in eight different nations, offering
a global perspective on societal concerns in event design.
2.3.1 Concept
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The event concept is the first stage in arranging a great event. Consider why the event is being
hosted. One of the most effective methods is to consider the greatest concerts ever held. Even if your
event isn't a concert, this offers you a notion of how you want guests to feel. There is certain to be an
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event that you have attended that has left you with long-lasting memories. This is what you intend to
accomplish with your event.
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Consider the reason for organising the event. You might want to organise an event to amuse people.
Perhaps the event is a fundraiser for a non-profit organisation. Perhaps this is a seminar to educate a
certain subject. Once you've determined the 'why,' you'll want to determine who the event is intended
for. You want to locate your target audience, the people who will most enjoy and profit from your
event. This will assist you in determining the event's 'what.' This implies that you will be free to decide
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what the event will include - speakers, performances, activities, refreshments, and so on.
Finally, you must decide when the event will take place and where the finest location is. The answers
to the five questions below will define the overall tone and outcome of your event planning and
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execution.
 Who? W ho precisely is benefited by the event? Are you planning a big event for
)A
stakeholders or something for the community? W ill you be emphasising products

and services or recognising accomplishments? Knowing who your event is for
can assist you decide which path to pursue.
 What? W hat do you think this event will accomplish? Are you interested in
(c
driving investments? Do you wish to expand your professional network? W hat

advantages will the event provide?
 Where? Once you know who and what your eve nt is for, it will be easier to
select the ideal event space to meet your requirements. You'll be able to decide
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whether to go formal or informal, huge or small.

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When? W hen you hold your event, it will go hand -in-hand with the who, what
and where. This is mostly decided by the sort of visitors and the nature of the
event.
 Why? Will your event generate significant funds? Will it aid in the propagation of your latest
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company message or in reaching a larger consumer base? And, most importantly, would it be
financially worthwhile?
By answering all of the above questions, you can be sure that the reasons behind planning and
managing your event are worthwhile.
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2.3.2 Coordination
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We hope you understand how to arrange a timetable appropriately. After you've imagined your event,
the following stage is to arrange it. This will entail developing a theme or broad idea for the event.
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Once you've decided on a theme, you'll have a better idea of the location, decorations (if necessary),
and any other requirements for the event, such as hiring a speaker or employing audio/visual
equipment.
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You must reserve the date(s) and location well in advance. If you can't locate the perfect time and
place right away, make sure you have some wiggle room with the date(s) and venue. Once they have
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been confirmed, you may begin marketing the event to potential attendees.
This is also the stage at which you assign responsibilities to your team members. Reaching out to
speakers/performers will be one of these duties. Other responsibilities will include obtaining or renting
the necessary technology and equipment. You might want to enlist the help of your team members to
plan transportation, food, and marketing.
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You should also consult with an accountant/bookkeeper to determine the event budget. Check with
the accountant/bookkeeper to ensure that no one is over their budget.
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Some of the more common developments will include:

 Establishing a reasonable budget for the event.
 Creating a one-of-a-kind and relevant event theme.
)A
 Developing a timetable and event agenda to help lead the process.

 Choosing your keynote speakers and special visitors.
 Locating an appropriate event location that is easily accessible.
 Organizing meals and catering, as well as any entertainment.
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 Logistics planning, such as moving unique equipment or decorations.

 Offering transportation to and from the location.
 Creating invitations, marketing materials, and seating arrangements
 Making a contingency plan.
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 Plan ahead of time for potential press or publicity.
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2.3.3 Control
This is one of the most ignored and frequently disregarded aspects of event management. This is
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best handled by performing a run-through of the event. You want to be certain that everything is on
track. Arrive at the location and check to see whether there is enough room for all of the confirmed
attendees. You should also check to see whether there is enough room for the catering firm to set up
the food.
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You also want to stay on top of things and plan for any adjustments. For example, if a speaker
cancels, do you have a backup speaker? Have you created a list of alternative choices in case the
caterers have a problem? Have you thought about what you'd do if your budget ran out? Make it a
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point to constantly consider the worst-case situation so that you can stay on top of your event.
The management and maintenance of the planning stage is crucial to event control. It puts the plans
created during the event organising stage into action. It is now time to:
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 Ensure that everything is within the budget and make any necessary changes.
 Follow up with vendors, entertainment, and catering to ensure that everything
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goes as planned and on time.

 Ensure that the event site is secure and that the theming and décor are clear.
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 Ensure that any event marketing efforts reach the intended a udience.
 Follow up on any invites sent out that ask for an RSVP.
 Manage allocated teams and resolve any conflicts of interest.
 Mark off everything on your checklist as you go.
 Double-check ever ything, including all of the above.
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2.3.4 Culmination
This is, in a sense, 'D-Day.' This is when the event occurs. You and your staff must be on top of things
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on this day. You want to create a schedule for everyone engaged in the event. You want to ensure
that the crew gets access to the venue before the event starts so that you can set up and possibly
'rehearse' the event before it starts. As the event progresses, you must ensure that the itinerary is
)A
followed at all times. If one speaker is speaking, you must ensure that the second speaker is prepared
to speak.
You want to make sure that the caterers are cooking the food and that it will be ready on time while
the receptionists are checking in visitors. In brief, you must be vigilant at all times during the event.
(c
2.3.5 Closeout
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There is still work to be done once the event has concluded satisfactorily. You must ensure that all
payments and contracts with suppliers, caterers, speakers, and others are finalised. You should also
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provide comments to your team. Let them know if they performed an excellent job. If there were any
problems, make sure they are resolved as soon as possible so that they can perform a better job at
your future event. Make sure you also get feedback from them on how you performed as an event
organiser.
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Finally, ensure that you contact the speakers/performers, vendors, and caterers. Inquire whether they
loved the event and what may have been done better. You should also contact your participants and
solicit comments on the event.
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True/False
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1) An event's effective design can result in more profitable business models, which can assist to
continue cultural and sporting activities even during difficult economic times. ( )
2) The event concept is the first stage is not arranging a great event. ( )
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3) Coordination is the stage at which you assign responsibilities to your team members. ( )
4) Inquiring with the participants whether they loved the event and what may have been done
better is not necessary ( )
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5) Ensure that everything is within the budget. ( )

6) Controlling requires marking off everything on your checklist as you go. ( )
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7) The reason for organising the event should not be considered. ( )

8) An event's effective design can result in more profitable business models, which can assist to
continue cultural and sporting activities even during difficult economic times. ( )
9) An event's effective design should be such that it may not adapt to the changing external
conditions. ( )
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10) and can even offer new possibilities where there was previously a danger. ( )
Summary
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 Events are meticulously constructed to blend tales (content) into places (context) using
experience design techniques.
 An event's effective design can result in more profitable business models, which can assist to
)A
continue cultural and sporting activities even during difficult economic times.
 Control is best handled by performing a run-through of the event.
Activity
(c
1. Write a case study on effective event management.

Glossary
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 Controlling is best handled by performing a run-through of the event. You want to be certain
that everything is on track.
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 Culmination is, in a sense, 'D-Day.' This is when the event occurs.
 An event's effective design may also become a significant component in adjusting to

changing external conditions and can even offer new possibilities where there was previously
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a danger (or nothing else).
1. Explain 5 C’s of Event Designing.
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Further Readings
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1. https://www.midlothiancenter.com/the-5-cs-of-event-management-that-everyone-should-
know-about/
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2. https://www.proinvesthotels.com/what-are-the-five-cs-of-event-management/
3. https://www.eventbrite.com/blog/event-marketing-plan-ds00/
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1) T
2) F
3) T
4) F
5) T
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6) T
7) F
8) F
9) F
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10) T
)A
Unit 4: Relationship of Events

Objective
(c
Introduction
It is important to address public relations early in the planning process for any event. Before you
initiate a public relations campaign, consider your event's aims and objectives, the techniques and
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methods you want to employ to achieve them, and the target audiences you wish to attract. Public
relations are important to the success of any event, and there are several outlets available for event
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marketing. Cooksey Communications has assisted in the transformation of excellent events into
outstanding events by maximizing the value of the event via creative public relations initiatives.
Usually, many corporations and non-profit organizations arrange events to promote an important
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concept or initiative to the company. To reach out to their target audience, one might arrange a
seminar, conference, educational gatherings, celebrations, or gala events. Whatever the goal of an
event, it is critical for a company to incorporate their Public Relations from the start in order to
generate the appropriate level of buzz. There are a lot of public relations firms in Delhi/NCR that may
assist you in effectively planning your event. Public relations, advertising, and marketing all rely on
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excellent communication skills to get their message through, on psychological concepts to understand
and influence customers, and on basic data analysis to ensure they are reaching their target
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audiences. Furthermore, these disciplines need the use of creativity to produce ideas and messages,
as well as critical thinking abilities to interpret market research. Through Public Relations one can
successfully advertise your event by encouraging media to cover/attend your event, creating a buzz of
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excitement through raising awareness, increasing attendees, and assisting you in obtaining sponsors.
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2.4.1 Event as PR and Marketing Tool
Event as Marketing Tool

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The word event conjures up images of a brightly illuminated stage with well-known movie stars
singing to famous songs. Sure, it is an event, and it is being managed by an event management
business, but the scope does not stop there. Event management might include handling soap
marketing in rural regions through street plays or ground promotion activity for the debut of a new
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liquor brand. We're talking about below-the-line marketing, which has become a crucial instrument for
businesses to use in order to develop brand image in the minds of their target audience. And, as
competition heats up, event marketing may become a critical marketing tool for reaching the targeted
demographic.
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Today, event management has grown into a multi-billion-dollar industry, with live entertainment
events, both local and international, ensuring a large audience. Television events have also become a
staple diet in the programming offered by many television networks. According to industry estimates,
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the sector's total billing during 2002 was Rs 1,950 crore. Domestic events brought in Rs 1,150 crore,
while overseas events brought in Rs 800 crore. Over the next five years, the industry is predicted to
increase at a 30% annual pace. The sector is estimated to generate Rs 11,600 crore in billings by
2006.
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However, it is not simply live performances and events that will drive this expansion. According to
industry analysts, the utilisation of events as a strategic marketing strategy will also be important in
the expansion of this business. According to Fountainhead Promotions & Events Pvt Ltd director
Brian Tellis, organisations are increasingly looking at below-the-line activities to supplement traditional
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above-the-line promotions such as advertising and PR.
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Event management is also known as experiential marketing. According to Mr Tellis, the goal is to
address the client, which is where events, promotions, seminars, and conferences come into play.
So, whether it's product debuts like Tata Indigo, Yamaha Enticer, or Christian Dior, or roadshows like
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Cartoon Network, National Geographic, or Parle, event management has taken on a whole new
dimension nowadays, from conceptualization to marketing to execution. To mention a few, today's
events include marketing, sponsorship, financial management, operations, logistics, licencing, and
permits.
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The goal of an event is to both entertain and communicate a message. According to Red Pepper
Communication director Farid Currim, a specific event must be visualised and then executed while
keeping the target audience in mind. According to him, organisations are increasingly turning to
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events for both internal and external roles. A respected consulting business recently organised an
offsite for its employees and their families in Goa. Mr Currim added that the goal was twofold: to foster
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a sense of camaraderie among employees via fun and games, and to work out various business
difficulties.
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Companies across a wide range of industries are increasingly recognising the value of targeting the
right audience through events. Roadshows, promotions, and seminars are increasingly being used in
addition to the firms' traditional print and media marketing. Event marketing is often used in the liquor
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and tobacco industries, which are forbidden from directly advertising their goods on television.
Similarly, event marketing is used by FMCG, apparel, and automobile companies to advertise their
products. Even pharmaceutical companies have realised that promoting their drugs during events
allows them to focus on their target audience while gaining the necessary brand mileage.
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More and more firms are realising the importance of event marketing. According to Wizcraft business
head Simon Caszo, while the cost per eyeball may be high, events provide entire audience focus and
brand memory, which is crucial in today's competitive climate.
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The rural population is a vast market that an increasing number of firms are attempting to tap into to
fuel their growth. Promotions on the ground in the country's hinterland are now an essential aspect of
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a company's marketing plan. According to event management companies, more firms are using their
services to weave their campaigns with street theatre, melas (fairs), community meetings, and
religious festivals, all of which are regular occurrences in rural India. We staged over 100 events in
India's interiors during the previous year.
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This, according to Mr Caszo, indicates the seriousness with which corporations are approaching rural
India. For interior promotions, firms, according to Mr. Currim, seek event organisers to co-ordinate the
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whole operation, from idea to packaging to execution. We send advance teams to undertake
reconnaissance and spread information about the event at a certain location, he continued.
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The spurt in event marketing has also increased the demand for specialists who understand the
medium and can execute projects flawlessly. Institutes such as the National Institute of Event
Management (NIEM) and Event Management Development Institute (EMDI) provide training on many
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elements of event management to meet the industry's demands. These institutions' curricula
encompass topics such as organisational skills, technical expertise, public relations, marketing,
logistics, law and scientific studies, risk management, and budgeting.
While the courses cover academic material, the focus is on practical application. According to EMDI
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joint director Nowshir Engineer, the hands-on approach allows students to comprehend the
complexities of event management. He further stated that EMDI is now expanding to places like as
Bangalore, Kochi, Hyderabad, and Pune in order to meet the rising industry's expectations. Similarly,
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NIEM has locations in Pune, Hyderabad, New Delhi, and Bangalore.
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Despite the business's development and promise, industry participants believe that greater
organisation is required in this area. Concerns such as disparities in entertainment taxation across the
country, single-window clearance for licences at the federal and state levels, and intellectual property
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rights are difficult issues that industry insiders believe should be addressed from a single platform.
According to Mr Tellis, the event management business must be viewed as a single organised sector
in which the participants gather together under a single roof to address the many concerns
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confronting the industry and present them to the appropriate authorities. With the foundation of the
Event Management Association of India, a start has been made in this direction (EMAI). EMAI was
established under the auspices of the Federation of Indian Chambers of Commerce and Industry
(Ficci).
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Thus, the future appears bright, but with a few hurdles that the industry intends to resolve as it
transitions from a start-up to a more established business. As a result, the route to reaching Ficci's
magical figure of Rs 11,600 crore would be interesting. In today's digital age, it's easy to lose sight of
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how powerful direct, immediate experience of events can be. However, physical events continue to
play an extremely important function for a wide range of objectives and audiences.
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An event may be used to introduce a new product, refresh a brand, reveal a news storey, connect
with important suppliers, award top performers, and update internal and external stakeholders. It may
be utilised to increase demand, inform leads, and bring on new partners. Find the proper location, hire
the right speakers, and invite your audience, and you'll have an exciting, immediate, and very real
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chance to connect and interact with your target folks.

 The Four Pillars of Event Marketing
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Firstly then, let’s look at some of the specific marketing outcomes that event marketing can deliver for
your business or organisations.
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1) Brand building
Organize an event, and you'll have an immediate opportunity to promote your business in a real-world
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situation. An event's sensory experience ensures that your attendees are engaged in a very genuine,
meaningful, and memorable way - one that digital will struggle to equal.
2) Engagement
With a live event, you are only limited by your imagination and can provide your guests with the
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opportunity to connect with you in a highly immersive way that promotes desired results and boosts
the likelihood of brand advocacy. Events also allow for two-way participation in ways that internet
cannot. Rather of asking questions to a digital moderator or chatbot in an obviously artificial manner,
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delegates may communicate directly with a representative of your company.
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3) Lead Generation
When your audience demography is correct, event marketing may be a fantastic venue for lead
generation. Invite customers, prospects, partners, resellers, and suppliers to participate in a highly
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engaging event that will disseminate knowledge and insight. Leads can be caught, tracked, and
prioritised significantly more easily than with traditional digital analytics.
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4) Education
Events are ideal for developing thought leadership through education, advice, and knowledge. They
enable networking via education, fostering conversation, learning, and debate. You may assist to
enlighten your staff and/or business partners while also inspiring wider debate by bringing in industry
speakers to speak about current and larger industry topics. Bring your top employees and encourage
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them to work the room, offering their knowledge and skills.
 The importance and benefits of event marketing strategies

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Events are multi-se0nsory events that engage an audience on a way that other methods of marketing
just cannot. Events may help you achieve critical business objectives such as:
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 Increase in demand for your product or service

 Building recognition with prospective or current customers
 Widening your audience or your clients’ audiences

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Generating revenue from the event itself

Events are well worth the marketing cost if you have a clear objective and a plan to get there – as
long as you have a method to monitor effect.
 Event as PR Too
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Public relations for special events are an effective tool to:
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• convey your messages consistently
• cultivate relationships with the individuals you want to reach out to
• maintain a positive image.
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Whether you're planning a new event or updating an existing one, using a public relations strategy will
vastly enhance the outcome.
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• The management of communication between an organisation and its publics is best characterised
as the management of communication between an organisation and its publics.
• Determine the purpose of your unique event in order to successfully communicate with individuals
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you want to target.
• The objectives and goals of your organisation may serve as the foundation for a comprehensive
public relations plan for your events.
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 Steps to Build a Successful Event PR Strategy
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1. List the basic details of your event

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The purpose of event public relations is to increase interest and registrations for your event. Make it
simple for a press release to convert readers into attendees by presenting journalists with all of the
important information up front.
Here’s a checklist to get you started:
 Name of the event
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 Date
 Time
 Location
 Price
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 Where to reserve or buy tickets

 Highlights of the event
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2. Write your press pitch
You already have the abilities to write a successful press pitch as an experienced event organiser
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since it is built on the same basis as writing a great sponsorship presentation. While sponsors may be
interested in the data around your event, the press is more likely to be interested in the storey behind
the numbers.
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Here are some key questions to address in your pitch:

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How valuable is this information to the journalist or editor you're contacting?
 Why would their readership be interested in your event?
 How does this event fit with their publication's style or focus?
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3. Organize your event PR research
Begin by investigating which sorts of reporters are most likely to attend and cover your event in order
to optimise the ROI of your PR efforts. Once you've determined which media to target, look for
sections, authors, and editors who specialise in the themes relevant to your event. Finally, compile
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their contact information. Organize all of your research into a media list for your event.
Key information to capture in your media list:
 Publication name


Relevant section
Contact name (writer or editor) si
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 Contact information (email, phone number, Twitter handle)
 Area of focus (adjust your pitch to suit each publication)
It is also a good idea to leave at least one vacant status column next to each contact's name in your
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spreadsheet so you can follow the success of your outreach.

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4. Include local listings and event calendars
Remember to include in your PR research local periodicals, pertinent listings, and event calendars.
These are frequently free and take little effort.
Search terms to find relevant index publishers:
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 Your event types

 Your event city
 Week or month + city
 Related interests (like “networking opportunities”)
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 Industry served by event

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5. Leverage event headliners for PR
You've already put forth the effort to secure excellent speakers and performers for your event. By
adding them in your pitch, you may use their influence to get press attention. You may also utilise
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your line-up to broaden your media list by locating journalists who have previously interviewed your
artists.
Expand your media list based on talent:
 Can you get coverage for the performances at your event?
 Is there a different type of publication who would be interested in covering your speakers?
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6. Start event PR outreach early
Since all magazines have a lead period, you have the best chance of success if you give them as
much prior notice as possible. Aim for at least one month before your event to target internet media,
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and at least two months before your event to target print magazines. The longer the lead time, the
greater the publishing.
7. Create compelling PR assets
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The press strives to engage its audience. One thing you can do to assist them is to provide visuals of
your event. This benefits you since it increases the likelihood that periodicals will cover your event,
and images may help convert readers into attendees.
Methods for creating graphic event PR materials include:
 si
Request promotional photos from your speakers and artists.
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 Make use of photos from past events.
 Engage the services of a professional photographer for your occasion (this will help for future
event PR)
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 Make an infographic that summarises statistics from your event.
8. Choose an event hashtag

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Social media is an essential component of modern event promotion. Make a hashtag for the event
and use it frequently. If you have the time and money, you may also create a long-term social media
plan for your event. If your hashtag gains popularity, it may be a terrific source of credibility for
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readers to recognise your narrative.
9. Track your event PR efforts

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While it may appear straightforward, many event organisers fail to gain press coverage because they
do not follow up. Keep track of your outreach efforts in the blank columns of the media list you've
already established.
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Key information to track:

 Outreach date
 Response? (yes/no)
 Follow-up date
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 Response? (yes/no)
 Press requests
10. Invite press to your event
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Great event PR effort does not end when the event begins. By providing gratis entry to your event,
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you may establish long-term relationships with your press connections. They may be able to provide
live coverage or introduce you to additional contacts in their field. Are you ready to expand your
communication strategy beyond simple outreach? Learn how to create a communication plan that will
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keep your guests engaged before, during, and after your event.
2.4.2 Relationship of Event with Advertising and PR
Relationship between Event and Advertising
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The relationship between advertising and event management is the fact that event management can
be utilized as a tool for advertising. The practise of formally planning and organising events on behalf
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of a client is referred to as event management. It might be handled by businesses who specialise in
arranging and managing such events, or by the public relations department of a large corporation.
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Large corporations are also investigating the link between advertising and event management to
see how it may benefit them. Organizations can arrange promotional events to promote their
products and raise the organization's corporate reputation. A vehicle dealership, for example , may
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conduct a car show and invite the general public to attend and inspect the current goods. This
event also acts as a marketing opportunity for the vehicle dealership.
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When most people think of advertising, they think of traditional paid media (TV, rad io, print) and the
advertisements or commercials that interrupt the information they are getting. With the evolution of
marketing platforms to include owned media (websites, social media channels, blogs, and
podcasts), the definition of event advertising has expanded beyond traditional media and even
social media to include all digital marketing strategies that an eventprof may employ to drive event
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awareness, engagement, and revenue generation. Event advertising may involve nearly any
marketing activity, including earned media through experiential engagement activities or stunts,
influencer collaborations, and innovative cross-promotion activities that will help your event achieve
its strategic goals.
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 How to Promote an Event successfully
While there are several ways to promote an event, it is critical that you set your goals and plan your
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marketing strategy ahead of time so that you can measure and concentrate your efforts in the
appropriate direction.
 Identify Your Goals

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Not all event marketing initiatives are created with the same goal in mind. First and foremost, you
must determine what you aim to achieve through advertising. For example, you may focus on
increasing awareness of your event or client brand in the run-up to your event, aim to increase
website traffic, drive event app installations, or simply ensure a full house by pushing ticket sales.
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Once you've determined your objectives, you may design campaigns to achieve them. If you have
no clue what you're attempting to do, your odds of success are slim.
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 Know Your Audience
Knowing your audience is the most effective strategy to market to existing customers and to find
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others who might be interested in your event. You will very definitely have defined your target
demographic as part of the event planning process. This will aid your marketing approach since you
will be able to use this exact information to locate the ideal target demographic for your events.
Think about and investigate what inspires your target audience. To market to, create discrete
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audience groups. This means you may design material that appeals to specific groups and target
them directly. Speaking directly to someone on a topic that is important to them is the most effective
method to attract their attention and get them to take action.
 Know Your Event

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While it may be obvious that you must be familiar with your event in order to advertise it,
inexperienced event professionals may begin their event advertising before they have a clear
concept of what they have to sell. Understand the "why" of your event and the advantages and
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features of your event offering.
Be explicit on your ticket price levels, any special discounts, group deals, or upgrade offerings, and
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be smart in how you advertise them to avoid extending Early Bird deadlines or hav ing to "paper the
room" with complimentary tickets to ensure a sufficient number of people attend.
 Find The Connection

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Find the link now that you know your audience and your event. What are the apparent shared
interests and characteristics between you and your target market? Get the most of these links to
simplify your event advertising and make the most of your money.
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 Relationship between Event and PR
It is critical to address public relations early in the planning process for any event. Before you initiate a
public relations campaign, consider your event's aims and objectives, the techniques and methods
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you want to employ to achieve them, and the target audiences you wish to attract. The following are
some pointers for adding public relations into the event planning process.
1. Tailor the PR plan to the event. Create a public relations strategy based on the goals of
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your event. The strategy should include specific communication channels (media outreach,
social media, email marketing, and website updates), important messaging for each target
audience (media vs. public), a timeline for deliverable deadlines, and a list of duties.
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2. Start PR efforts as early as possible. You should begin public outreach as soon as the date
and location are set. Local print writers and photographers typically have a full calendar that
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fills up months in advance, so contact them early. Reaching out to important community
members actively also aids with ticket sales, securing sponsors and marketers, and creating a
buzz and public awareness. Finally, make contact with television and radio stations early in
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the morning on the day of the event because assignments are often made in the morning.
3. Plan your work and work your plan. Create a work schedule that clearly explains
everyone's tasks and responsibilities. This will not only assist coordinate the PR effort, but it
will also help the entire event staff stay focused. Status reports prior to the event, as well as a
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post-event debrief report, will monitor and record your efforts, better preparing you for the
next event.
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4. Identify your media target audience. Investigate which media outlets would be most
interested in attending your event. Submit information to event calendar websites and
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newspapers to increase public awareness. Hire a professional photographer as well, and
provide images to reporters who were unable to attend the event.
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5. Craft messages for each communication channel. Teaser postings on various social
media platforms may be used to build excitement for the event and engage
customers/followers. During the event, create and promote a special hashtag and encourage
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guests to tweet about their experiences. For reminders, big announcements, or special
subscriber-based perks/contests, use customised e-mail blasts. The distribution of media
advisories and releases can help increase media interest and attendance.
6. Have an angle or hook. To make your event stand out from the crowd, emphasise the
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benefits it provides and provide both the media and the general public a reason to come.
7. Be prepared for anything. it is critical to have a clear crisis communications plan. Knowing
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how to successfully communicate amid a crisis might be the difference between failure and
success.
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Public relations are important to the success of any event, and there are several outlets available for
event marketing. Cooksey Communications has assisted in the transformation of excellent events into
outstanding events by maximizing the value of the event via creative public relations initiatives.
(c
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1) According to industry estimates, the event sector's total billing during 2002 was Rs 1,950
crore. ( )
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2) Domestic events brought in Rs 1,150 crore, while overseas events brought in Rs 800 crore. (
)
3) Event management is also known as experiential marketing. ( )
4) The purpose of event public relations is to reduce interest and registrations for your event. ( )
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5) It is not important to address public relations early in the planning process for any event. ( )
6) Create a public relations strategy based on the goals of your event. ( )
7) Teaser postings on various social media platforms may be used to build excitement for the
event and engage customers/followers. ( )
8) Events are not ideal for developing thought leadership through education, advice, and
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knowledge. ( )
Summary

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Social media is an essential component of modern event promotion. Make a hashtag for the
event and use it frequently.
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 Organize an event, and you'll have an immediate opportunity to promote your business in a
real-world situation
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Activity
1. Discuss the Steps to Build a Successful Event PR Strategy.

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Glossary
 According to industry analysts, the utilisation of events as a strategic marketing strategy will
also be important in the expansion of this business.
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 According to Fountainhead Promotions & Events Pvt Ltd director Brian Tellis, organisations
are increasingly looking at below-the-line activities to supplement traditional above-the-line
promotions such as advertising and PR.
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1. What is event marketing? What are the four pillars of event marketing?
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Further Readings
1. https://www.financialexpress.com/archive/event-management-as-a-strategic-marketing-
tool/84443/
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2. https://www.eventbrite.com/blog/event-marketing-plan-ds00/
3. https://www.toolbox.com/marketing/content-marketing/blogs/why-events-are-still-the-most-
powerful-marketing-tool-out-there-080718/
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1) T
2) T
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3) T
4) F
5) F
6) T
7) T
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8) F
Unit 5: Structure
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Objective
Introduction
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An organisational structure is a framework that defines how certain tasks are directed in order to
fulfil an organization's goals. These actions may involve the implementation of rules, roles, and
duties.
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The organisational structure also governs how information moves inside the corporation. In a
centralised structure, for example, decisions are made from the top down, but in a decentralised
structure, decision-making authority is divided across several levels of the organisation.
A system for defining a hierarchy inside an organisation is known as organisational st ructure. It

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describes each position, its purpose, and who reports to whom inside the company. This structure
is created to determine how an organisation functions and to help an organisation achieve its goals
in order to allow for future expansion. An organisational chart is used to depict the hierarchy.
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2.5.1 Organizational Structure of an Event Management Company

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An event management firm is a sort of organisation made up of a group of individuals whose job it is
to arrange events and oversee the design, planning, and administration of these events for their
clients. Event organiser firms have different degrees of employment, and the job jobs are separated
into numerous categories or levels based on this. The hierarchical structure of a firm may vary
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depending on its size, however most major corporations have the same ladder of jobs.
The following given description will help you understand the event company hierarchy better:
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Event director
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The event director's job is the most crucial and also the highest on the organisational structure of an
event management business or team. He or she is in charge of coordinating and overseeing the
seamless operation of the entire event.
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The departments of an event business are under the management of an event director, and they are
listed below:
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a) Programmer Coordination Department

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This is the department in charge of event coordination, ensuring that everything from ceremonies to
tabulation happens smoothly and in correct synchrony. It also has various more employment
openings, as listed below:
 Event coordinator
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 Event planner
 Computer scorer
 Ceremony manager
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 Programmer coordinator
b) Venue Coordination Department

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The venue coordinating department is another department that an event director manages or heads.
This department is led by the Venue Coordinator and is responsible for activities such as
environmental control, risk management, setup crew, and venue reservations.
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 Risk manager
 Environment controller
 Booking manager
 Set up team manager
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 Volunteer manager

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Volunteers
c) Equipment Coordination Department
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As an event requires a variety of equipment, bigger event management businesses employ whole
departments to oversee the equipment, such as sound equipment, transportation equipment, and
maintenance equipment.
 Sound manager
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 Transport manager
 Driver
 Cleaning manager



Cleaning team member
Musicians
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Dancers
d) Promotion Coordination Department

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Since an event necessitates advertising and promotion, the functions of publicity, media relations,
media kits, and promotion events are delegated to a promotion coordination department.
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 Promotion coordinator
 Publicity manager
 Marketing manager
 Media expert
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 Sales expert
 Sales executive
 Marketing executive
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e) Officials Coordination Department
This department includes various sub-positions such as umpires, referees, marshals, and master of
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ceremonies, however it is not usually a component of a middle or small-sized event management

organisation.
 Umpires
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 Referees
 Marshal
 Master of ceremonies
 Official coordinator manager
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f) Hospitality Coordination Department
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Hospitality is an essential component of every event, and larger organisations have hospitality
coordination teams in place to handle things like food, reception, and sponsorships. This department
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may have a variety of roles, such as catering head or reception head, depending on the size of the
organisation.
 Caterer
 Sponsorship executive
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 Hospital manager
g) Merchandising Coordination Department
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The merchandising coordinating department is another department that is part of an event
management firm. This section is in charge of responsibilities such as sales, prizes, and volunteer
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outfitting.
2.5.2 Business Operations

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Business operations are the everyday actions that a company does in to improve the value of the
company and generate a profit. The operations can be optimised to create enough money to pay
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expenditures and earn a profit for the business's owners. Employees contribute to the achievement of
the company's goals by completing certain jobs such as marketing, accounting, production, and so
on.
Business processes alter as the company expands, and management should plan to adapt the
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changes to avoid system malfunctions. For example, if a small firm expands, it must be prepared to
deal with new obstacles such as legal, marketing, and capacity issues. Errors and omissions will
develop if the firm does not evolve in response to changes in business operations.
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Business Operations Elements
Business operations differ depending on the type of business, industry, size, and so on. The
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operations of a brick-and-mortar store, for example, will differ from those of an online retailer. To
process purchases, for example, the former will require point-of-sale terminals, whilst the latter will
require e-commerce software that provides electronic shopping cart services.
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Business operations for most businesses, though, take into account the following elements:
 Process
 Staffing
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 Location
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 Equipment or technology
The influence of process on productivity and efficiency is significant. Manual processes that can be
done faster with software or that duplicate work done by other divisions can cost a company time and
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money. Department by department, business operations processes should be recorded so that
operations managers may examine them to identify opportunities for improvement, consolidation, or
cost-savings. Documentation also assists businesses in training new personnel.
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The processes decide who is hired. Who is responsible for the work stated in the work procedures,
and how many of them are required? A small organisation may require a few generalists, but a huge
corporation may require many more experts. Certain types of businesses place greater emphasis on
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location than others, and the reasons for this vary. A solopreneur consultant may merely want a
workstation at home, but a pet groomer will require a site with parking and a software engineer will
require access to competent personnel.
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Location is frequently influenced by the equipment or technology required for optimal business
operations. A pet groomer with a staff and many grooming bays will require more space and different
equipment than a mobile groomer who provides services at the pet's house. A carpet cleaning firm will
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not require a storefront, but it will require a garage to keep its trucks as well as office space to
oversee its operations.
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 Aspects of Business Operations
The particular business operations of any firm often fall into one of a trio of categories.
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1. Processes.
The bread and butter of corporate operations is the procedures component. These are the actions
that are critical to a company's survival. Getting your procedures right is critical for any business. It's
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what keeps productivity and, by extension, profitability high.
2. Human resources.
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A company's operations include HR in order to cover all of its critical procedures. Firms must
guarantee that they have the appropriate labour to carry out their vital functions. This might imply
hiring full-time employees. Working with digital nomads and freelancers may also be required in this
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day and age.
3. Technology or plant.
Companies require equipment or tools in addition to a team of personnel. These are the critical
answers for ensuring that operations run as smoothly as possible. For a manufacturing company, this
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may imply a large number of machinery and plant. It might be workforce management software for a
contact centre to better roster and organise agents.
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 How to Improve Business Operations
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The following are some suggestions that businesses can use to improve business operations:
1. Measure performance
A company's business milestones should be measured in a realistic and actionable manner. The
process of gauging performance begins with goal-setting. The company's management should
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establish attainable goals with specific deadlines. For example, having a goal of increasing sales by
30% is more actionable than setting a goal of making more money in the following fiscal month. The
corporation should next put in place a measuring system that assesses how well the company is
doing in relation to the objective targets.
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2. Keep up with the latest trends
A company should keep up with what is going on in the industry in order to gain ideas on how to
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outperform the competition. Trends might manifest as new inventions, changes in state and federal
legislation, or changes in the local economy. Knowing the most recent trends and changes in
operations can assist the firm in identifying new systems that increase performance and save costs,
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or that assist the organisation in remaining compliant with new requirements.
3. Streamline processes
Another strategy to improve corporate operations is to adapt to industry developments in order to

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boost productivity. Management should be on the lookout for new tools, software, and equipment that
might improve and simplify important procedures.
For example, if the company employs manual ways to manage inventory, the management can
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purchase inventory management software that automates the majority of the procedures and saves
both time and money.
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2.5.3 Accounting
Accounting is the process of documenting a company's financial transactions. Accounting entails

summarising, evaluating, and reporting these transactions to oversight organisations, regulators, and
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tax collecting agencies. Accounting financial statements are a succinct overview of financial activities
throughout an accounting period that summarise a company's operations, financial status, and cash
flows.
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How Accounting Works
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Accounting is one of the most important roles in practically every firm. It may be handled by a
bookkeeper or an accountant in a small business, or by vast finance departments with hundreds of
people in bigger corporations. The data supplied by various accounting streams, such as cost
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accounting and managerial accounting, are vital in assisting management in making sound business
choices. Financial statements are brief and consolidated reports that explain a major company's
operations, financial status, and cash flows over a specific time. They are based on hundreds of
individual financial transactions. As a consequence, all accounting certifications are the product of
years of study and difficult tests, as well as a certain number of years of practical accounting
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experience.
While a bookkeeper may do basic accounting activities, advanced accounting is normally performed
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by experienced accountants who have credentials such as Certified Public Accountant (CPA) or
Certified Management Accountant (CMA) in the United States. In Canada, the three historical
designations—Chartered Accountant (CA), Certified General Accountant (CGA), and Certified
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Management Accountant (CMA)—have been merged to become the Chartered Professional
Accountant (CPA).
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 Types of Accounting
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Financial Accounting
Financial accounting refers to the processes used to generate interim and annual financial
statements. The balance sheet, income statement, and cash flow statement describe the outcomes of
all financial activities that occur during an accounting period. An external CPA company audits most
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firms' financial accounts on a yearly basis. Audits are a legal obligation for certain, such as publicly
listed firms. However, lenders often need the findings of an external audit as part of their debt
covenants on a yearly basis. As a result, most businesses will conduct annual audits for one reason
or another.
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Managerial Accounting
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Managerial accounting uses a lot of the same data as financial accounting, but it organises and uses
it differently. In managerial accounting, an accountant creates monthly or quarterly reports that a
company's management team may utilise to make operational decisions. Many additional aspects of
accounting are included in managerial accounting, such as budgeting, forecasting, and different
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financial analysis techniques. Essentially, any information that may be beneficial to management falls
under the purview of this category.
Cost Accounting
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Just as managerial accounting assists firms in making management decisions, cost accounting
assists businesses in making costing decisions. Essentially, cost accounting takes into account all of
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the costs associated with the production of a product. This data is used by analysts, managers,
company owners, and accountants to estimate how much their products should cost. Money is viewed
as an economic component in production in cost accounting, but money is viewed as a measure of a
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company's economic performance in financial accounting.
 Need of accounting for small business
Accounting helps you plan for growth
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Every great adventure starts with a map. Setting goals is critical when planning the expansion of your
business. What should your earnings look like in a year? What about in five years' time? Keeping up
with your accounting allows you to keep track of your company's money. This data is critical for
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determining how rapidly your company is growing. You won't have a complete financial picture until
you have reliable reporting. Has your cost of products sold gone up? Are the margins getting thinner?
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Are your development objectives reasonable? You won't have an objective response until you have
financial statements.
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Accounting is essential for securing a loan
Financial statements that are up to date show where your firm stands. They're required if you want to
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get a loan to support your small business.
Assume you wish to apply for a Small Business Administration (SBA) loan through one of the large
banks. You'll need to give three years' worth of financial documents, as well as a one-year cash flow
prediction. If you don't have an accounting system in place, it's nearly hard to offer any of them.
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You need accounting to attract investors or sell your business
You may not be looking for investors or selling your company right now, but it's a good idea to keep
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your options open. And the easiest way to do so is to implement a comprehensive accounting system
right away. Accounting papers reviewed by a CPA (Certified Public Accountant) that verify your firm is
profitable and on pace for development would be expected by potential investors or purchasers.
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Accounting helps you get paid
When a customer owes you money, it displays on your balance sheet as Accounts Receivable (AR),
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which is created automatically by your accounting software or manually by yourself or your

accountant. The balance sheet shows how much of your AR you've already pocketed and how much
is still due at the end of the month. You can track how well you collect money by referring to your
balance sheet. Then you can put processes in place, such as stricter payment deadlines or better
client follow-up, to ensure that you get your hands on the money you've earned when you need it.
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Accounting helps you stay on top of your debts
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If your company has debts from a number of sources, such as credit cards, loans, and accounts
payable, you'll have to check numerous accounts to see what you're still owed. The balance sheet
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consolidates all of your debts into a single document. It also displays all of your bank account
balances, allowing you to refer to both at the same time. It's the ideal report to go over to ensure you
have enough money to pay off your obligations and prepare for future payments.
Accounting keeps you out of jail (or at least saves you from fines)
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It might be challenging to maintain track of all your tax information reporting duties as your company
expands. Furthermore, if there are errors in your financial reports, you risk underreporting your
revenue. Either error may find you in hot water with the IRS. Solid accounting provides you with
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thorough, accurate financial records, lowering your chance of violating tax regulations. And, when you
hire an accountant to file your taxes, you can be confident that they will be completed correctly and on
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schedule.
Accounting helps you pay the right amount of taxes

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You will be punished if you do not pay your tax payment in full. However, you would not receive a gold
star for overpaying. If your company routinely receives substantial tax returns, you're paying too much
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in taxes.
Remember that a tax refund is not free money from the IRS. It's money you might have invested in
your firm instead of to the government.
Refunds are frequently the result of incorrectly computed quarterly anticipated tax payments. To
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correctly compute quarterly projected tax payments, you must forecast your revenue. It is nearly hard
to do so without trustworthy financial records generated by proper accounting.

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1) An _______________is a framework that defines how certain tasks are directed in order to
fulfil an organization's goals.
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a) Organisational structure
b) Financial Transactions
c) Accounting
d) Management
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2) _____________ entails summarising, evaluating, and reporting these transactions to
oversight organisations, regulators, and tax collecting agencies.
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a) Business Operations
b) Human Resource
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c) Accounting
d) Technology
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3) What is the full form of AR?
a) Accounts Retrieved
b) Accounts Receivable
c) Amount Receivable
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d) Amount Retrieved
4) The ____________ shows how much of your AR you've already pocketed and how much is
still due at the end of the month.
a) Balance sheet
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b) Event Management
c) Event Director
d) Programme Coordinator
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5) In_________________, an accountant creates monthly or quarterly reports that a company's

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management team may utilise to make operational decisions.

a) Cost accounting
b) Managerial accounting
c) Financial Accounting
d) Accounts
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6) _____________ takes into account all of the costs associated with the production of a
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product.
a) cost accounting
b) Managerial Accounting
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c) Financial Accounting
d) Accounts
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7) What is the full form of CPA?

a) Central Public Accountant
b) Certified Public Accountant
c) Certified Public Accountant
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d) Certified Public Accountant
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8) What is the full form of CMA?
a) Central Management Accountant
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b) Certified Management Accountant
c) Cast Management Accountant
d) Cost Management Accountant
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9) What is the full form of CGA?
a) Certified General Accountant
b) Cost General Accountant
c) Cart General Accountant
d) Cash Flow Accounts
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Summary
 Event organiser firms have different degrees of employment, and the job jobs are separated
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into numerous categories or levels based on this.
 The hierarchical structure of a firm may vary depending on its size, however most major
corporations have the same ladder of jobs.
 The event director's job is the most crucial and also the highest on the organisational
structure of an event management business or team.
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 Hospitality department may have a variety of roles, such as catering head or reception head,
depending on the size of the organisation.
 Many additional aspects of accounting are included in managerial accounting, such as
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budgeting, forecasting, and different financial analysis techniques.
Activity
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1. Describe the Organizational Structure of any Event Management company
Glossary
 A system for defining a hierarchy inside an organisation is known as organisational

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structure.
 The venue coordinating department is another department that an event director manages or
heads.
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 Hospitality is an essential component of every event, and larger organisations have hospitality
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coordination teams in place to handle things like food, reception, and sponsorships.
 Financial accounting refers to the processes used to generate interim and annual financial
statements.
 Just as managerial accounting assists firms in making management decisions, cost
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accounting assists businesses in making costing decisions. Essentially, cost accounting takes
into account all of the costs associated with the production of a product.
1. What is Accounting? Explain the need for accounting,
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2. Explain the concept of Business Operations.
Further Readings
1. https://www.eventmanagerblog.com/event-advertising
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2. https://cookseypr.com/2018/02/23/event-planning-and-management-the-role-of-pr/
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3. https://www.socialtables.com/blog/event-planning/vip-experience-ideas/

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1) a)
2) c)
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3) b)
4) a)
5) b)
6) a)
7) c)
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8) b)
9) a)
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Unit 6: Event Management Personnel

Objectives:
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In this unit you will be able to:
 Understand who is an event manager

 Describe the roles and responsibilities of event manager
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Introduction
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An event manager is in charge of the planning, organisation, and execution of social
gatherings. Small networking gatherings with a few dozen visitors to large -scale conferences
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with thousands of people over many days —and anything in between—can be held at these
events. Event management, regardless of its magnitude, is always a people -centric
endeavour. Your objective is to ensure that attendees get the most out of a specific event,
and you collaborate closely with others to achieve that goal.
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Above all, event managers must be people. Clients, event planning teams, vendor and venue teams,
and attendees must all be constantly interacted with. Every day, event managers work with team
members they know well as well as others they've just met. Other essential event management skills
include the ability to stay organized, multitask, sharp communication and listening skills, and a deep
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well of creative ideas. He should be able to focus in the midst of chaos, be adaptable when
unavoidable obstacles come, be confident in decision making, be eager to learn and grow his abilities,
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and be enthusiastic about the dynamic business. er
2.6.1 Role and Responsibilities
Here’s a Brief List of The Overall Duties of an Event Manager:

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 Pre-event organisation
 Planning an event that meets the stated objectives
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 Working out event budget, and logistics (venue, catering, etc)

 Managing an effective event marketing campaign
 Managing registrants
 On-the-day management
 Ensuring that on the day logistics are running smoothly (catering, venue, equipment)
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 Managing event staff to help mark attendance, run speeches, provide attendee support,
collect sign ups etc.
 Sending SMS communications to attendees when needed (last minute venue changes,
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parking notices etc)

 Post-event communication, reporting & analysis
 Managing post-event marketing/communications (‘thank you for coming’ email, feedback
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surveys, etc)
 Reviewing reports
 Analysing feedback and report data to measure whether event goal was achieved
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The most important, overarching event management responsibilities of an Event Manager are:
 Ensuring that all areas of event planning contribute strategically to the event's aim.
 Ensuring that an event is on pace to meet its objectives by tracking outcomes as they come
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in.

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Determining if an event was a success by evaluating post-event outcomes.
1) An _____________ is in charge of the planning, organisation, and execution of
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social gatherings.
a) Event Manager
b) Accountant
c) Manager
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d) Director
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2) ______________, regardless of its magnitude, is always a people -centric
endeavour. Your objective is to ensure that attendees get the most out of a
specific event, and you collaborate closely with others to achieve that goal.
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a) PR Planning
b) Advertising
c) Event management
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d) Event Planning
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3) Which of the following is not a duty of an event manager?
a) Pre-event organisation
b) Managing registrants
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c) On-the-day management
d) Post-event communication
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Summary
 Clients, event planning teams, vendor and venue teams, and attendees must all be constantly
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interacted with.
 Every day, event managers work with team members they know well as well as others they've
just met.
 Other essential event management skills include the ability to stay organized, multitask, sharp
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communication and listening skills, and a deep well of creative ideas
Activity
1. Discuss, as an event manager how would you organize an event and perform your roles and
responsibilities?
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Glossary
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 An event manager is in charge of the planning, organisation, and execution of social
gatherings.
 Small networking gatherings with a few dozen visitors to large -scale conferences with
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thousands of people over many days—and anything in between—can be held at these
events.
1. Who is an Event Manager? List of The Overall Duties of an Event Manager.
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Further Readings
1. http://www.leoisaac.com/evt/top549.htm
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2. https://www.hierarchystructure.com/event-company-hierarchy/
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1) a)
2) c)
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3) e)
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Module III: PR Planning & Event Organizing
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Unit 1: Event Planning
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Objectives
In this Unit you will be able to:
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 Learn to Prepare Event Brief
 Understand Organizing Event: Mock Press Conference
 Understand Objectives of the event
 Identify Date& Suitable Day, venue, time
 Learn about Invite, hospitality, refreshments (food allergies)
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 Learn about Equipment, internet facility, Internet coupons
 Understand Budget, Licensing & Permissions
 Understand Write Minutes of the Meeting, and Notice
Introduction
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Event
Events can be defined as the purpose of gathering people for education, marketing, reunion, or
celebration. Event-based classification based on event size, time, type, and content. The event can
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be social, educational or career, sports, entertainment, political, corporate, religious or funding (event
is 2014). In 1990, we will start the first event culture. Today, the event industry is very popular on a
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very large scale. There are three types of events: Hallmark, Mega, and Major. A feature can be
defined as a spirit or city or state of meaning that helps identify a city or region. An example of a
distinctive event is Carnival Rio. The mega event is a very large one that affects economic growth and
the people around the world who seek it, and its high level of media coverage, tourists and fame.
Examples include the ICC World Cup, the FIFA World Cup, and the Olympic Games (Event
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Management, 2007). Major events are sports, entertainment and cultural gatherings. It can be placed
in a permanent location built for a specific event or temporary location. Major events included
multifaceted planning, media coverage, large stakeholders, large volunteers and inexperienced
employees, national and international interest. Examples of major events include the Sate of Origin
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football game, the Australian Open, the Melbourne Food and Wine Festival, the Sydney Harbor
Opera, and Vivid Sydney. DesignEx is a major event. This event is a business form (Middleton, 2006).
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Definition - Event Planning
Planning is the most important way to make an event a success. That means to state well. What to do
and when should be included in the pre-bread. Reservations, funding and advertising must be made
prior to the event deadline. In short, time management is important. Parking, financial planning,
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venues, alternative sites, dates, alternative dates, transportation adjustments include event planning.
 Role of Event Manager
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The event manager plans the event and executes it. The event management team always works
behind the scenes. He not only plans vents, but also develops marketing, promotion and branding
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strategies (Jobs and Responsibilities, 2014). The event manager is responsible for the event and
customer satisfaction. The main tasks of the event manager are planning, management, budgeting,
staffing, supervision, coordination, and organization. Event managers must be friendly, voluntary,
organized, energetic, sensible, product stater, team player, and wall manners with all employees. A
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wide range of duties as an event manager. We have staff for temporary work, marketing,
communications, branding strategy development, confidentiality maintenance, event management
and more.
There are seven major function of event manager-
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 Planning
 Budgeting
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 Quick problem solving
 Marketing
 Maintains
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 Evaluating
 Record
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 Steps of Planning Event
Create Event Objectives The first stage in event planning is to define precise goals (for example, why
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are you hosting this event and what do you want to accomplish?). When you define your original
event objectives, think about how you will evaluate the event to determine your success. For example,
if the purpose of your event is to promote awareness, you'll need to benchmark and collect statistics
on online social media activity/mentions, offline publicity, and so on depending on your initial
objectives. Plan to conduct a post-event meeting with the event planning staff and, if feasible, elicit
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input from visitors. Examine what worked and what didn't, go over the budget, determine whether the
goal(s) were met, and identify best practises to help you organise future events.
1) Organize a Team
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A unique event, regardless of its magnitude, needs a dedicated team effort to manage all of the
arrangements. If at all feasible, the Trustee(s) associated with the school and/or activity should be
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invited to join the planning committee. Depending on the nature and breadth of your event, you may
want to consider hiring an Event Manager or Event Chair, as well as specific Chairpersons for
subcommittees like:

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Venue, logistics & catering management (selection, contracts, permits, insurance, etc.)
 Guest management (invitations, RSVPs, greeters, registration, seating arrangements, etc.)
 Speakers/presenters (selecting, confirming, logistics, management, etc.)
 Activities/entertainment
 Publicity/promotion (Web presence, events calendars, printed programs, media relations,
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signage, social media, etc.)

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Sponsor/partner management
 Transportation (if providing transport for guests, students, etc.)
 Volunteer management
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2) Create a Master Plan
Create a master plan and event blueprint as a committee, encompassing all of the prospective topics
indicated above. This plan will be used to manage the work, and a summary of only the main facts will
be used to notify stakeholders as needed. If necessary, create a run-of-show document stating the
expected schedule and any requirements for each session or activity, such as required setup,
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beginning and finishing timings, staging instructions, presenter/lead, audio-visual and production
needs, and so on.
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3) Establish a Budget
As part of the master plan, identify the available budget for your event, including internal and external
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sources for each of the prospective expenditures. Create a balance sheet that includes expenditures
for all functional areas of your meeting or event, and decide which expenses will be borne by the host,
possible sponsors, and/or participants (fee). If you are conducting a revenue-generating (fundraising)
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event, you will need to determine your break-even point (the point at which the revenue generated at
the event is sufficient to cover the expenses of hosting the event).
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Budget items to consider:
 Staff time
 Marketing expenses (design fees, printing, postage, etc.)
 Transportation

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Venue
 Guest accommodations (if applicable)
 Food and beverage
 Entertainment and recreation
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 Audio-visual equipment and production costs

 Security (CCSD School Police, etc.)
 Special needs (interpreters, etc.)
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 Taxes and gratuities, service charges, etc.

 Contingency fund for unanticipated, last minute expenses.
4) Determine Venue/Location
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When preparing an event, it is critical to understand how to construct an event that is open and
accessible to everybody. This can entail locating a venue that is secure and accommodating to a wide
range of abilities, as well as taking into account visual, hearing, and physical accessibility to meeting
spaces and amenities. No facility will seem the same in person as it does on paper, and you won't be
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able to obtain a feel of service without visiting the location. If you have the time, go to the site and
take photographs to assist you mark the position of important artefacts (catering, check-in table,
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seating arrangements, podium location, parking, etc.). Consider the following variables while deciding
on the ideal venue for your event and calculating your budget:
 Accommodation of guests – take into account the size of the gathering, gender mix, ages of
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participants, and any special requirements.
 Venue costs may apply.
 Convenient location in relation to where the majority of your guests will be coming from.
o If out-of-town visitors are expected, consider travel time and cost to a destination, as
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well as a location near air and/or ground transportation.
 Include adequate set-up and clean-up time in your request.
 Think about the weather, especially if you're contemplating an outside setting.



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Security (required? If so, how much money and how long?)
Availability of parking (including designated parking for Trustees and other VIPs)
Audio-visual requirements — keep in mind that not all venues have sound systems, and not
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all sessions require sound. A/V support is frequently charged in addition to the venue rental
fee. Determine which rooms require sound and which can be utilised with the existing
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systems. Consider the following possible A/V requirements:

o Sound system
o Projector
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o Screen (be sure to understand screen size – square or rectangle – in order to prepare
PowerPoint presentation in appropriate 16:9 or 4:3 format)
o Microphone (podium mic, standing mic, handheld, lavaliere, etc.)
o Internet connection (for accessing YouTube or other online content)
o Laptop (provided by facility vs. bring your own to connect to their system)
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o DJ and/or pre- post-meeting music (also consider the playlist to ensure the appropriate
tone for the event)
 Consider your potential facility needs as well:
o Podiums
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o Staging/Risers
o Stairs – such as from audience up to stage
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o Dance Floor
o Generators – may have additional cost for gas depending on length of use
o Spider boxes (power)
o Extension cords
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o Curtains
o Easels
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There are many meeting room configurations to consider as well:
• Theatre: Useful for huge events and seminars that do not need significant note keeping. Because
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chairs can be rearranged, this is a good configuration to use before breaking into conversation or role-
playing groups.
• Classroom: The best option for mid to large-size lectures. This design needs a relatively large
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space. Tables provide guests a place to spread out papers and take notes.
• U-shape, E-shape, and T-shape: For gatherings of fewer than 40 individuals. These are suited for
interacting with a leader situated at the setup's apex. Typically, audio-visual equipment is placed
toward the open end of the seats.
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• Conference and Hollow Square: Suitable for interactive conversations and note-taking sessions for
groups of up to 25 individuals.
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• Banquet Ovals and Rounds: These shapes are commonly used for dinners and activities that involve
small group discussions. A five-foot-round table easily accommodates eight individuals. A six-foot-
round table easily accommodates ten people.
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Most of the aforementioned venue services have charges associated with them, so enquire about
them and make sure you have planned for all of your event requirements.
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5) Set a Date
Consider the following factors before selecting an event date:
• Give yourself enough time. You should ideally have 4-6 months to plan (depending on the nature of
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your event).
• Confirm availability with important participants, such as speakers, presenters, VIP visitors, and so
on.
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• Confirm the availability of an internal meeting space or an external location; and • Be mindful of
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statutory and religious holidays.
• Avoid school holidays (e.g., winter, spring, and summer vacations) and other school events.
• If a school event, also avoid major school activities, such as sports, proms, etc.
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6) Theme Your Event
Select a current and engaging topic to match your event objectives, and then design as many
components as possible around the theme to create a fun and memorable event.
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• Brainstorm names. When coming up with an event name, consider the following:
o What makes your event unique from others?

o What do you want to achieve with this event?
o
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Which name would be the most memorable and draw the most attention?
A name that is as brief as feasible will make it easier to convey.
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o Ensure that the event name and/or topic are acceptable for the school and/or CCSD.
• Design promotional materials. Create a distinct appearance and feel for your event:
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o A graphic icon may be a useful tool for public relations and promotional materials (e.g.,
invitations, Web page, t-shirts, giveaway items, etc.).
o Create a consistent collection of materials that all relate into the event's overall appearance
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and feel (invitation, Web page, PowerPoint template, posters, directional signage, etc.).
o Consider what is suitable, readable, and so forth.
o Watch out for copyright violation.
o The CCSD Graphic Arts Center can assist you as required.
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• Include a theme in your event. Consider the following event aspects that can be linked to the
overarching theme:
o Food service (themed food choices, fun food names)

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o Speakers/presentations/entertainment types
o Decorations/decorations, etc.
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7) Identify and Establish Partnerships & Sponsors
Consider whether there are groups with whom you might collaborate or seek sponsorship to help
offset costs and expand possible participation. When you incorporate other individuals or groups in
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your event, they have a vested interest in spreading the news and ensuring the success of the event.
You may want to consider:

 Seeking business sponsors for a percentage of the event's funding. This can include both
major and small local companies that may be able to supply goods or services such as food,
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flowers for the tables, raffle prizes, and so on.

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Collaborating with community groups who may be able to provide a space and/or support
with event planning or staffing.
 Obtaining donations/sponsorships from prominent persons associated with the school, such
as the namesake, the PTA/PTO committee, and so on.
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Once you've selected your partners/sponsors, you'll need to make sure they're properly
acknowledged in event materials and during the event. Consider how you may provide them with
value in exchange for their gift. Tiered recognition can be given based on funding/involvement levels,
such as Platinum, Gold, and silver partners.
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8) Plan Meals and Refreshments
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 Where feasible, plan refreshments that complement the subject and character of your event.
 Allow ample time for attendees to dine leisurely, network or chat with colleagues or friends
and family, and enjoy any presentations or ceremonies, if any are included, at events that
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provide food and beverage service. Consider starting food service one hour before the event
begins, and publicise the "doors open" time.
 Breakfast should take 30 to 40 minutes, lunch should take 45 to 60 minutes, and supper
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should take 20 minutes each dish. Allow at least 15 minutes for groups of up to 100 people,
30 minutes for groups of up to 1,000 people, and 30 to 45 minutes for groups greater than
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1,000.
 Provide enough water for guests, even if no other beverages will be offered.
 Allow two cups of coffee or tea per person for a morning break and one cup of coffee/tea or
one soda for an afternoon break.
 For casual gatherings, consider a buffet setup. Buffets provide greater selection and speedier
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service.
 Consider food items for guests with particular dietary requirements (e.g., gluten-free options).
 Consider donating surplus food to homeless shelters or charitable distribution agencies.
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9) Create a Communications Plan

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You may market your event at low or no cost if you have enough lead time, excellent planning,
inventiveness, and enthusiastic volunteers or employees. Even if you have an incredible speaker or
entertainment line-up, you will need to market your event in order to get people in the door.
Event promotion may include:

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 Invitations
 Web site story and/or banner (School and/or CCSD as appropriate)
 Newsletter/e-newsletter
 Email announcement(s)
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 Flyers/posters

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Direct mail
 Social media (Facebook, Twitter, LinkedIn, Instagram, YouTube, Flickr, etc.)
 Registering on a variety of online calendars, such as City, Chamber of Commerce, Rotary
Club, etc.
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10) Launch Post-Event Publicity Plan
Without post-event thank-you cards, sponsor acknowledgements, and even press or newsletter
stories on the event's primary messaging and/or financial success, no strategy is complete. Make
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certain that readers or visitors to your website who are perusing post-event information have the
ability to:
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 Learn more about the event – especially if it is an annual affair
 Contribute funds – either to the specific event-related cause, the school or CCSD
 Receive information about upcoming events and/or volunteer opportunities.
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Create media materials as needed, such as selected images, video B-roll, and a press statement
outlining the event's outcome(s). You should highlight the presence of Trustees, CCSD leaders, and
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other VIPs.
People enjoy seeing themselves in photographs, so provide captions and identify event attendees,
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prize winners, and so on. Remember to obtain permission before using photographs and to identify
persons in them. You should also think about obtaining prints of specific pictures to add in VIP thank
you cards.
The nature of your event will determine your post-event PR chances, however here are a few
examples of some fundamental post-event publicity activities:
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 Include post-event stories and photos in:

o Web page(s)
o Newsletters (school, Trustee, etc.)
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o Blog posts
 Make videos and/or speaker presentations available on your website and/or social media.
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Make certain that you have permission from the presenters to upload their lectures online.
 Fundraising Events:
o Update your event page with details on the event's success (did you meet your target?
how much money did you raise?) as well as images from the event Make sure to provide
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options for further donations, such as a link to your fundraising website, etc.
o Issue a press statement reporting how much money you raised during the event. Remind
the reader of the fundraising event's goal (e.g., if you're raising funds for a specific
project, provide details on what this project will accomplish) – don't assume they'll
remember the details from your event press release, so include key points about why you
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had the event and what you'll do with the funds raised.
o Hold a post-event announcement event to reveal the total amount raised, present an
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enormous check, and so on.
 If you gathered contact information through RSVPs or other means (for example, collecting
business cards for a door prize), make sure to save it in your database for newsletters or
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other organisational mailings.
11) Event Planning Timeline
High-Level Planning: Four-Six Months Ahead of Event
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 Establish event goals.
 Form an event committee, seek a Trustee representative, choose an event organiser or chair,
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and appoint sub-committee chairmen.
 Choose a date
 Choose a location and work out the details.
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 Create an event master plan and choose a theme for the event.
 Gather expense estimates (for example, room rental, food and beverage, equipment, speaker
fees, travel, and so on) and develop a budget.
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 Develop a communications strategy (identify employees and/or volunteers to oversee certain

activities, such as media relations, VIP coordination, printed material design and printing
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coordination, internet /social media, and so on).

 Locate and secure speakers/presenters/entertainers.
 Establish sponsorship levels/amounts
 Locate and contact prospective sponsors/partners
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Three-Four Months Ahead of Event
 Identify VIPs and generate an RSVP tracking record (e.g., spreadsheet)

 Speaker/Presenter Liaison:
o Decide on presentation/speech themes
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o Request biographical information and photographs.

o Make travel and lodging arrangements.
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o Have Legal evaluate contracts, acquire signatures as needed, and so forth.

 Venue/Logistics:
o Investigate · Determine the requirement for any specific permissions, licences, insurance,
and so forth.
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o Determine and organise the menu, A/V equipment, facilities, parking, signs, and other
elements.
o Meet with the venue manager to discuss security requirements and plans for the event.
 Communications Plan:
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o Request corporate sponsor logos for online and printed materials
o
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Develop draft program
o Write a draft event script (e.g., MC, speaker introductions, thanks, closing, etc.)
o Collaborate with the Communications staff on publicity, such as CCSD.net.
o Create and print invites, programmes, posters, and tickets, among other things.
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o Create a media list and prepare materials for a media alert/release, backgrounder, and
media kit (e.g., speaker info, photos, etc.)
o Create a page for the event on ccsd.net and/or the school/department website.
o As needed, create social media accounts/pages.
o Consider creating a promotional film for your YouTube channel and Facebook page.
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o If you are having a public event, try listing it on a number of online event calendars such
as City, Chamber of Commerce, Rotary Club, and so on.
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Two Months Prior to Event
 Send registration/participation reminders to your contact list.

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 Presenters/Speakers: e.g.:
Confirm travel/accommodation details
Obtain a copy of the talks and/or presentations
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 Sponsorship: Follow up with sponsors and underwriters to confirm sponsorships and

underwriting.
 Publicity:
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o Make press releases regarding keynote speakers, celebrities, VIPs, honourees, and so
on.
o Distribute your initial event press release on your website to all partners, associated
organisations, and so on.
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One-Two Weeks Ahead
 Schedule a meeting for all committee chairs to confirm all details against Master Plan – and
ensure back-up plans are developed for any situation (e.g., plans for bad weather, back-up
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volunteers as VIP greeters, additional volunteers for registration or set-up, etc.)

 Finalize event script
 Brief any/all hosts, greeters, volunteers about their event duties and timelines
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 Final seating plan, VIP place cards, etc. Ensure that all Trustees that will be in attendance are
included in stage seating or in front row reserved seating, as appropriate.
 Provide final RSVP numbers to caterer
 Make print and online copies of any speeches, videos, presentations, etc.
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 Determine photo op and interview opportunities with Trustees, CCSD leaders, VIPs,
speakers, etc. and confirm details with interviewee(s) and media.
One Day Ahead
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 Confirm media attendance
 Make sure all signage is in place
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 Make sure registration and media tables are ready and supplied with required goods (e.g.,
blank name badges, paper, pens, tape, stapler, etc.)
 Ensure that all promotional products, presents, plaques, awards, and so on are present.
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Event Day
 Designate someone to arrive early in order to attend to essential event details.

 Bring copies of any instructions, directions, phone numbers, keys, additional parking permits
for VIP visitors, seating charts, and guest lists.
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 Check in with each Committee Chair to verify their team is on track.
 Provide water for the speakers.
 Bring an emergency supply kit (Kleenex, Band-Aids, safety pins, etc.)
Post-Event

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Conduct a Post-Event Survey – to understand what people liked about your event and where
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you can improve.
 Hold a post-event meeting and conduct a full review of objectives vs. outcomes.

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Collect all receipts, paperwork, final attendance figures, contributions, and so forth, and revise
the budget.
 Implement post-publicity plan – thank participants for attending and promote your ongoing
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activities, as well as how they can help you throughout the year by joining, volunteering, or
giving a sustaining gift.
 Send thank-you letters to:
o Sponsors
o Volunteers
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o Speakers/presenters
o Donors
o Media
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Remember to inform the beneficiaries of the event's success – and how they helped – in thank-you
cards you will be sending (e.g., dollars raised, awareness - number of participants, etc.).
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3.1.1 Preparing Event Brief
Event Brief
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An event brief is a comprehensive outline of the event you want to hold. Written before any actual
arrangements are formed and far in advance of the event date. It contains any information important
to the event and how you intend it to run, such as key dates, constraints, and so on. It is a document
that should be referenced to throughout the event planning process in order to track your progress
and stay focused. That being said, things change quickly when preparing events, but any changes
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should be a development of the initial concept outlined in your brief.
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 Tips for Writing an Event Brief
Aside from adhering to the Keep It Short and Simple (K.I.S.S.) guideline, there are a few things
you should consider in order to make your event short fuller and more informative. Here are a
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few things to think about when putting one together:
1. To begin the brief process, you must give a clear overview of the event.
What is the event about, and why are you doing it in the first place? These are just a few of the
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questions you should be asking yourself initially. This might contain specifics about the event's
organisation as well as a detailed explanation of what you intend to happen during the event. The
project's purpose and objective should be specified here.
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2. The date of the event must be specified which also consists of dates of any interviews,
meetings and other times in which you must attend.
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Time is valuable, and so are the dates included in the event short. When a person commits to
helping out at an event, he or she cannot back down; otherwise, the person organising the
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event will have lost a lot of valuable time and effort.

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3. The venue/location must be specified.
Similarly, you must carefully consider where you want the event to take place. There are many
fantastic venues to go depending on the type of event you are holding, and you are not
confined to just one.
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4. Your target audience should be decided on before planning to put in the brief.
What is the demographic of your intended audience? Is it because of their youth? Is it the
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business people? Is it university graduates? Is it aimed at the grandfathers? Some nations

have a yearly business month, which is not for children or normal adults, but for
businesspeople and economists who want to make the state a better business opportunity f or
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people.
5. If you are collaborating with any outside groups, they should be mentioned in your brief,
along with what they do and how they are participating in the event.
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Each and every party must be documented. They are considered aliens who may be inva ding
on the event if they do not have proper documentation.
6. State a clear budget at the start of the event to plan around.
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Depending on your budget, you would have to utilise your resources and occasionally make do
with the compromises that are available. If you only have $1000 to spend on a wedding, you can't
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expect it to be extravagant. Instead, you'd have to settle for a basic wedding. Budgeting gives
consumers options and choices about what they can acquire with their limited budget.
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7. Income and expenditure targets should be included.
If this is a fundraising event, make a note of how much money you want to make from it. If the
fundraiser includes a lot of freebies and meet-and-greets, it might produce a lot more profit than
you think. So long as the appropriate media is employed.
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8. All management/main roles in the event must be specified, with a brief description for
each so people know what they are putting themselves forward for.
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Everyone has a vital part to play in making the event a success. Wh ether you are working with
a group or with pals, it is your responsibility to appropriately define and assign each
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corresponding person's function so that they are aware of their task and role for the event when
it arrives. One benefit of allocating their assigned jobs ahead of time is that they may better
collaborate with one another.
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9. Lastly, any necessary contact details should be put in the brief so that any questions
about the brief can be answered.
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In case your team or friends have any questions for you, or vice versa, provide all of the
contact information for each team member so that you may get rapid replies from the
appropriate individuals.
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10. An event brief can be used as part of a recruitment process for leadership roles on the
event you are planning.
Application forms are available for download. In the professional sector, an event brief is
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frequently included in job postings for freelance project planners.

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 Event Brief Template
The goal of this event brief is to identify the tasks that must be completed in order for the event to be
a success. There are a few assumptions that need to be addressed here. You may prepare for
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outcomes and assess event performance depending on your business goals, whether the event is a
trade fair, a press event, or an internal corporate event. Another assumption is that events, unlike
most other marketing communications or public relations vehicles, have the power to encourage
participation. Despite the increased popularity of online community development, organising your own
events or arranging to attend others allows you to meet the people who are crucial to your business –
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from workers to prospects to customers, investors, and community leaders, news media, and political
officials. Finally, another assumption is that business gatherings should be centred on the people you
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invite rather than your personal interests. The trick, though, lies in this. We call this "enlightened self-
interest," since it serves your interests to help people around you. This is, of course, a strategy rather
than a tactic, but the point is that effective events as a tactic need careful organisation in order to
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involve people who have been invited. When you design your events around the people you invite,
they have a reason to come. Thanking consumers for their business, highlighting a partner or
customer as a subject matter expert, celebrating someone's accomplishment, and other reasons are
examples.
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There are three parts to this event template
1. The Event Brief

2. The Event Plan
3. Agenda
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3.1.2 Organizing Event: Mock Press Conference
Press Conference
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A press conference is just an interview given to journalists by a notable individual or celebrity in order
to make an announcement, present information, or answer questions. It is a planned event, which
means it has structure and order. You may have heard of news conferences being held on the fly,
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however they are typically referred to as "ambush interviews" owing to their rapid nature.
A press conference is an event that is held to formally deliver information and answer media queries.
In addition, press conferences are called in reaction to specific public relations challenges. The
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company's executive management, press liaison, or communications officer usually leads corporate
news conferences. Given limited resources, it may be difficult to garner considerable media attention,
particularly at a period of quarterly or yearly profits, unless a firm has a really unique or noteworthy
item to offer. Corporations and other enterprises, politicians, and other government officials hold press
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conferences.
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Mock Press Conference is an event in which participants dress up as prominent individuals such as
writers, scientists, politicians, musicians, sports figures, and movie stars. They converse, listen, and
ask questions.
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 At the commencement of the fake press conference, you should be prepared to greet TV
reporters at least 15 minutes before the conference begins. They typically require time to set
up their equipment. Meet everyone at the entrance and request that they sign a guest book
that you've already prepared (you may need their addresses for the next event).
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 There is just one key thing to remember while writing a news conference speech: keep it brief.
Say what has to be said, then quit. If you have more than one speaker, give each one three to
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five minutes to make three to five points in no more than three to five minutes. The entire
press conference, including questions, should run no more than 45 minutes.
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 The entire press conference, including questions, should run no more than 45 minutes. If you
have more than one speaker, give each one three to five minutes to make three to five points
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in no more than three to five minutes.

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Importance of Press Conferences
Press conferences are extremely beneficial and serve a vital part in society as a whole. These news
conferences make political and corporate announcements more effective. Celebrities and other
prominent people gain from press conferences as well. Here are some of the advantages of holding a
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news conference.
 It helps in information dissemination. Do you have significant and relevant information that
you would like the public to be aware of? Do you have something noteworthy to report? Then
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think about hosting a news conference. Of course, you may have one-on-one interviews with
journalists, but a press conference allows you to communicate with more than one or two
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journalists at once, saving you time, money, and resources in preparation and execution.
 It is a helpful response tool. Are you currently dealing with challenges with your person or
your business and wish to resolve them all at once? A press conference is an excellent
approach to do this. It is a wonderful way to address issues that may be bothering you or your
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business.
 It is a very good public relations tool. Whether you are an individual, an organisation, or a
corporation looking to gain media attention, holding press conferences will be beneficial.
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Gaining media awareness does not have to be restricted to typical advertising strategies; a
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news conference may also do the work.
 It is a good advertising alternative. We discussed media exposure previously, and we all

know that it may lead to increased brand awareness, so it is another inexpensive option for
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the company to achieve an authoritative position in the market. The benefit of a press
conference is that it is less expensive than traditional advertising or promotional campaigns.
However, you must already have a name before you can utilise it successfully.
 Need to Hold a Press Conference
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Press releases, interviews, and informal media connections are all great methods to get your
message out there. They are the lifeblood of your media relations and, in many cases, your whole
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outreach campaign. A press conference is an extra media tactic that may be used for exceptional
occasions when you really want to create an impression. Why, exactly, should a news conference be
held? Because:
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 You can provide more information than a news release allows.
 A news conference is interactive; you may answer questions from the press and highlight
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points that you would not have had the opportunity to make otherwise.
 You can announce a big development and discuss its local and broader ramifications.
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 You can clear the air if your organisation gets unfavourable exposure.
 You can frequently produce the type of attention or notoriety - a position on the 6:00 p.m. TV
news, for example – that you'd otherwise have to pay a lot of money for.
 When a large number of media people attend your conference, it appears to be very
newsworthy; the media presence itself adds to the importance.
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 A good media conference may not only produce news, but it can also enhance the morale of
your own organisation; that is, your group can take satisfaction in knowing that the press will
come to hear what you have to say.
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Planning a Press Conference

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Before the Press Conference
As previously indicated, you may be required to organise a news conference on short notice. If you do
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have enough lead time, you and your organisation should begin planning at least a week or two
before the press conference. The procedures below should assist you in planning your press
conference:
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1) Define the Message
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Define the main message(s) you and your group are attempting to communicate to the community.
Your purpose may be to present or throw additional light on your topic, to announce a new
programme or event, to respond to a news report or a criticism or assault on your work, or to bring
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notice to an honour or award that your effort has achieved. Whatever the message, it should be
concisely expressed in 3-5 key points for the press. If a date, time, address or phone number, or other
particular information is part of the message – for example, if the objective of the press conference is
to advertise an upcoming event – make sure to repeat it and have it clearly posted in your press kit.
Check any such information twice or three times to ensure that it is correct, both verbally and in
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writing.
2) Schedule the Date and Time
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You and your group must decide on a date and time for the press conference that does not conflict
with other press events or media deadlines. One way to find out is to contact the local media and wire
services, as they will be aware if your press conference conflicts with another. Here are some other
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suggestions for organising your news conference:
 As Tuesdays, Wednesdays, and Thursdays are slower news days, they are ideal for press
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conferences. If at all feasible, schedule your news conference on one of these days.
 To obtain maximum attention by the media, arrange your press conference between 10:00
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a.m. and 11:00 a.m. If you put it off until later, you could miss the afternoon paper or the
evening news. Remember that you are competing with all of the other news of the day, so
don't be too concerned if not everyone shows up.
 Keep in mind that you are competing with all of the other news of the day, so don't be too
concerned if everyone does not show up.
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3) Pick the Site
Choose a place for the press conference that has plenty of parking and isn't too far away for reporters
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to travel. Also, choose a location that gives visual appeal and a connection to each issue, such as the
state capital building, municipal courtroom, or a local clinic or other location where the actions you're
discussing are actually taking place. Other factors to consider include selecting a place that is largely
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free of excessive levels of background noise (e.g., traffic, telephones, aircraft), as well as one that has
enough electrical outlets and extension cords for illumination.
4) Select and Train your Participants

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At this point in the planning phase, you probably don't want just anyone from your organisation to
speak at the press conference. You'll want your participants to be well-informed and expressive on
the subject. They should also be able to deal with press questions and criticism. Local lawmakers, the
director of a local health promotion group, or a physician with a high level of reputation might be
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useful communicators. First-hand testimony from members of the impacted community may be highly
compelling and convincing.
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Here are a few tips for participants:
 Be clear and concise – avoid jargon, hyperbole, or provocative language, and keep "ums" and
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"ahs" to a minimum. You want to direct the audience's attention on the issue, not distract
them with your words.
 Assume your audience is intelligent, and avoid being patronising.
 Avoid fiddling with or clutching anything; it's distracting and gives the impression that you're
worried.
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 Appearance is important — attendees should be dressed nicely and suitably for the event.
 Always be truthful. If you don't know the answer to a question, state your ignorance. Don't
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exaggerate or provide statistics that aren't supported by proof, and don't present views as
facts or make allegations that can't be verified.
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In addition to the press conference attendees, you will need to identify a moderator who is familiar
with the press and the subject matter. He or she will be in charge of organising the news conference
by introducing the subject matter and attendees. In addition, the moderator answers queries or refers
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them to the right participants.
If you and your organisation are new to this, you should attend at least one previous news conference
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to get a sense of how they go. Even if you're an expert in this field, it's a good idea to do a dress
rehearsal. Speakers should use scripts to remember the 3-5 main topics and keep their speeches to
no more than 3-5 minutes. A dress rehearsal is extremely beneficial in teaching new participants and
is an excellent chance to try to anticipate difficult or aggressive questions. Play the role of the devil's
advocate with a member of your group and observe how the members react.
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A fair response to a difficult or mistaken question, for example, may be, "That's a good question, but it
is not within the subject of this news conference." Today, we'll be concentrating on..." If the inquiry is
valid but you don't know the answer, it's fine to call on someone else in your group who may, or to
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look up the answer and come back to the reporter later.
5) Contact the Media

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The first step in approaching the media is to compile a detailed mailing list of assignment editors at
television stations, news directors at radio stations and major newspapers, and weekly newspaper
editors. You may wish to add the wire services as well (AP, UPI). Others to add on your list include
reporters you've already worked with, media relationships you may have, and reporters who have
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covered the problem in recent months.

If your organization has previously worked with the media, you should have personal relationships
with a number of media personnel. If you haven't already made such contacts, this is a terrific moment
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to do so. The media aren't things; they're made up of people going about their daily lives. If you can
make personal touch with those people, especially if you can make their work simpler, they will
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reciprocate.
You should also create and mail a press advisory roughly a week ahead of time to tell the media
about the press conference. A press advisory is similar to a news release, however press advisories
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may be used to provide background information to your media contacts. The structure is similar to
that of a press release. See the Tools section for an example of a press advisory.
6) Follow up with the media
After you and your organisation have mailed the press releases to the media, you should follow up
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with phone calls to the main news outlets. Allow three days for your press advisory to arrive before
beginning phone follow-ups with the folks you submitted your press advisory to (if they say they never
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got one, offer to bring or email one to them). In addition, follow up again the morning before the press
conference.
7) Develop a Press Kit

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A press kit is a collection of materials designed to provide reporters with background information on
your problem or activity. If your organisation can afford it, press kits are quite beneficial. If a press kit
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is out of your price range, a press advice will suffice. The following items should be included in your
press kit:
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 A list of those who will be attending the press conference.

 A press statement outlining your organization's stance on the topic, key points from the news
conference, and a few comments from attendees (for more, see Preparing Press Releases).
 Background information on the problem (i.e., statistics, historical background, case histories,
or reprints of news stories).
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 A few glossy black-and-white images (action photos are most interesting).

 Participant bios that are brief (less than a page).
 News articles from major national magazines about related topics (e.g., New York Times,
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Wall Street Journal, etc.).
Putting together the kit: The press release is placed on the right side of the folder, while the remaining
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material is placed on the left side.
8) Prepare the Room
There are a number of things you can do to prepare the room you're holding the press conference in.
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Here are some tips:

 Check Examine the placement of electrical outlets for microphones and lighting.
 Set up a table long enough to accommodate all of your spokespeople, complete with name
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cards.

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Make sure there is adequate seating in the room for reporters, as well as enough space for
their supporting equipment (e.g., cameras, microphone).
 Use graphics as a backdrop for your speaker's table, such as charts, posters, and so on.
 Provide a sign-in sheet for attendees.
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 Provide a podium for the moderator, maybe emblazoned with your organization's emblem.
 Set out coffee, tea, water, and any other refreshments.
At the Press Conference:
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When the big day arrives, there are a few things you and your team can do to ensure that your press
conference goes as well as possible. We'll go over them one by one:


Greet members of the media when they arrive.
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Have members of the press sign in and provide their affiliation, as well as a press kit to each
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of them.
 Place the participants in the press conference behind the table, facing the sitting reporters.
 Examine the sign-in pad to see which media outlets are represented. You may also wish to
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contact key media representatives before or after the press conference.

 Begin roughly on time, no later than 5 minutes after the appointed time.
 Take photos and video of the event for your personal records and possible media usage.
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 Allow the moderator to greet the reporters and introduce the topic and attendees.
 Each participant should speak for no more than 3-5 minutes, covering no more than 3-5
significant issues.
 Following all of the presentations, the moderator should take questions from the press and
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guide them to the relevant participants.

 After around 45 minutes, call an end to the official conference. Thank you to everyone who
spoke and to the media for coming. In many circumstances, you should urge the media to
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linger for more casual chat with the participants.
After the Press Conference

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Make personal contact with representatives from at least one of the major media outlets represented,
if possible. In a small town, this may be one or two persons; in a large metropolis, it may be 20 or
more. If you can have a brief, nice chat with these people and leave a good impression, they will
remember you when they require information or a narrative about your problem, and they will reply
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when you call them.

You should be able to establish which big media were not represented by checking through your
attendance record. Your conference may be overshadowed by a late-breaking news storey
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somewhere, so not everyone will be able to attend. You may hand deliver a press release and press
package to these individuals, provide an audio or video feed, or attempt to plan an interview with a
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reporter and one of the press conference attendees.
You might also review the press conference with others from your organization that attended. What
went well? What could you have done better? And how will you improve the next press conference
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you hold?
3.1.3 Objectives of the event
Event objective
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You must have a certain goal in mind. The purpose, goal, or mission of the event should not be
confused with the justification:
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The reason may be 'to earn £X million in income from the sale of the Glebe Meadow
Development'.
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 An event based on this reason may have the goal of managing the debut of the Glebe
Meadow show house, generating at least 35 qualifying enquiries by the close of business on
the launch date of September 26th, 2008'.
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So, the reason is the goal of the broader activity, of which the event is a part; the event's purpose
should be precisely tied to the event's outcome, within the bigger framework.
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After you've determined the broad goals of the event, you may go on to creating objectives. These
should be set with respect to the many aspects of the event, such as financial objectives, marketing
objectives, participation, and so on. Objectives are significant because they give standards and
targets to strive towards, as well as performance indicators that permit monitoring and feedback and
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assessment. To do this, objectives should follow the SMART acronym:
The objective for an event should be SMART

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 Specific: Specific: there are no grey areas in terms of the nature of the purpose. Are you
planning to 'throw an open day' or a 'recruitment fair'?
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 Measurable: so that you can evaluate the event's success once it has concluded. You must
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determine if the event reached its goal and, if so, by how much it surpassed or fell short of it.
How many prospective workers do you hope to find if you conduct a recruiting fair? And how
is the term "find" defined?
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 Achievable: so that the team does not think they are tasked with a hopeless cause. The
event team should have had a say in the plan's composition, length, and quality goals. Due to
the nature of events, it is common for someone to make an educated guess about the time
and budget for the event, which is then fixed in stone before the exact plans are written out.
Following then, event ideas are crammed to meet dates and finances. Where deadlines and
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budgets must be determined before the team develops the strategy, resources must be
estimated in accordance with the fixed goals.
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Relevant: to the event's business case or rationale – thus now is a good moment to put the
justification to the test!
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 Time-bound: so, you know when the event results will be delivered (see 'Achievable' above).
An event may have several objectives, but there should only be one main goal. It's fine to have a main
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goal and some secondary or consequential goals, but if the main goal is to show our appreciation for
and say goodbye to Henry after 35 years of service and the secondary goal is to give everyone a
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good time, you've failed if everyone missed the appreciation speech because they were all watching
Jacqui on the bucking bronco rodeo ride in the room next door!
‘Scope creep’
The term 'scope creep' refers to the gradual, evolutionary growth of an event's aim over the course of
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its lifespan. For example, suppose you decide to conduct a modest dinner dance. Then someone
wonders whether you can have speeches to thank specific people as well. Then someone asks if you
may introduce a new product at it as well. Suddenly, you find yourself with three hours of talks and the
necessity for a projector.
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Scope creep may be minimised by establishing a SMART objective up front, so that each request can
be evaluated against whether it falls within the event's limits. If the response is 'No,' it can only be
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introduced if the impact of adding it halfway through has been adequately assessed and necessary
adjustments to the plan have been made to accommodate that impact. This is referred to as change
control.
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Event Goals and Objectives Examples

Event objectives are where you begin to become more specific. The best goals will help you achieve
your goal. For example, if you work in a university admissions department and your aim is to charm
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prospective candidates, you may want to educate them about your programme offers and the campus
ambiance. Finally, your objectives serve as a road map for reaching your aims. Objectives are more
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detailed than objectives, and they should be articulated in depth to identify the particular, quantifiable,
and real outcomes you expect from your event.
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Examples:
There are certain common event aims and objectives that apply to events across sectors, whether
you manage a music venue or a place of worship. Here are a few ideas to get you thinking about how
to create your own goals and objectives:
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Goal: Purchase tickets. It's quite simple!
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Objective: Set a goal for the number of tickets you expect to sell. Be realistic, but don't make it too
simple. To arrive at a reasonable amount, use ticket sales statistics from previous events.
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Goal: Increase brand/business recognition.
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Objective: There are several methods for measuring awareness. One is to monitor how frequently
people share or discuss your event on social media. Keep track of event postings by searching for
them at your event's location or asking guests to use a hashtag for your event. Set a goal for the
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number of attendee postings at your next event.
Goal: Increase registration.
Objective: Did you get 20 people to sign up for your previous event? This time, try to get at least 30
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individuals to sign up.
Goal: Increase registration among previous attendees and/or new attendees.

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Objective: Sometimes your objective is to get individuals to return to your events; other times, you
want to attract a new audience. Determine your desired ratio of old-to-new attendees and make that
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your goal.
When you have well-defined goals and objectives for your event, it is simpler to organise, market, and
stay under budget. And when you're on the same page with your goals, it shows in our message,
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which means you'll communicate more effectively with attendees. Attendee interest, RSVPs, and
ticket sales may all be increased with clear, appealing communication. And that, my friend, is the crux
of the matter.
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3.1.4 Date & Suitable Day, venue, time
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There are several elements to consider while arranging an event. While understanding the basic parts
of a successful event is critical, certain specifics must still be addressed, notably the event date, time,
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and place. And there's a simple reason for this. Some times of the year are busier than others. If you
are planning an event in the spring, make sure to confirm the availability with your event organiser
before sending out invites. When it comes to selecting a day and time, most organisations base their
selections on venue availability, travel time, presentation duration, and holidays. Seasonal changes in
business affect several industries. As a result, event planning follows the same seasonal patterns. For
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example, if your company is in the agriculture industry, your events will be held at the conclusion of
each harvest season.
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Selecting a Good Date for Easy Event Scheduling
One of the very first tasks in the planning process is to choose a date for your event. However, it is
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not as simple as just choosing a day on the calendar. You must initially evaluate a variety of aspects
before deciding on the best date, including:
1. School Breaks
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If you want your event to be well-attended, avoid arranging it over the summer while your local school
system is not in session. You would believe that individuals are more likely to visit during autumn
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break because they have more spare time, but the truth is that many people use planned school
breaks for family trips.
2. Holidays
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It's also a bad idea to have your event on or near a significant holiday. It's simple to see why; not
many individuals will have spare time in the run-up to Thanksgiving and Christmas.
And they aren't the only holidays to stay away from. Other festivals, such as Easter, Independence
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Day, and Halloween, have their own set of traditions. By having your event on or near certain
holidays, you reduce your chances of a successful event.
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3. The Weather
Another simple event tip for determining the best day is to evaluate the weather. You must ensure
that you select the appropriate season for the sort of event you are organising.
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For example, if you want to organise a dog walk to support your local Humane Society, you definitely
don't want to schedule it in the midst of summer. Even if it is for their favourite charity, few individuals
will risk heatstroke to raise a few bucks. And while we're talking about charity, now is a good
opportunity to check out our guide on arranging Charity Events.
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4. Competing Events
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You should also be on the lookout for competitive events. Before deciding on a date, consult your
local community calendar to ensure that your event does not interfere with other activities in the
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region. For example, if your town hosts a huge tulip festival during the first week of May, you may
want to schedule your event at a different period.
5. Availability of Key People
Another factor to consider when deciding on the optimum date for your event is the availability of your
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main organisers, volunteers, and other attendees. If the chair of the committee always pays a visit to
his mother on her birthday in April, make sure to plan accordingly. You should also check with any
keynote speakers or event planners with whom you are working to ensure that your celebration aligns
with their availability.
 Choosing the Right Time for an Easy Event si

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After you've decided on the ideal day for your event, you'll need to decide on a time. The sort of event
you're holding frequently determines the best time to hold it. A walk-a-thon, golf tournament, or
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garden party must, of course, be scheduled during the day. Evening events, such as an awards
ceremony or a black-tie gala, are more suited for organising.
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Some occurrences, of course, can occur at any moment. If you're organising a wedding, a
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birthday party, a baby shower, a housewarming party, or any similar event, you may arrange
it at any time of day or night.
When deciding on a time, take in mind who you'll be inviting. For example, if you want to
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invite a group of 20-something college students to your baby shower, you might not want to
arrange it in the early morning. Alternatively, if many of your wedding guests are above the
age of 65, you should generally avoid scheduling the celebration for late in the evening -
seniors frequently dislike staying out late and driving at night. Fin ding a Strong Venue for
Easy Event Success.
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You need to discover the appropriate location now that you've followed our simple event planning
advice and selected the best day and time.
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The sooner you begin looking for a venue for your event, the better off you will be. If feasible, reserve
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your venue at least 6-8 months ahead of time. If you wait too long, your alternatives will be
significantly reduced, and you may not like the possibilities that remain. We should point out that if
you wait until the last minute, your preferred day and/or time may no longer be accessible.
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Furthermore, if you have strong feelings regarding the location, it may prohibit your choice of day and
time. Depending on your requirements, finding suitable places might be a significant issue. If you're
not sure, you may go through local event listings for inspiration, or you could utilise internet resources
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like Peer space or Unique Venues to view all of the available options.
Finding the ideal site necessitates being extremely explicit about what you want. You should have a
clear understanding of:
 The approximate number of persons that will be attending

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 Your living space needs

 The amount of money you have available in your budget
 The distance attendees are willing to go
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 Your parking necessities

 If guests require access to public transportation
 Your venue's chosen layout
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 What type of services and amenities are you looking for?

 Your personnel needs, if any
 The ambience you're looking for
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3.1.5 Invite, hospitality, refreshments (food allergies)
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An event invitation is a means to invite people to your event. To encourage consumers to visit it, you
may utilise a variety of channels such as email, SMS, browser push alerts, and chatbots. To develop
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great event invites, you must craft a message that will entice your audience and assure they will have
a wonderful time at your event.
 Need to create event invitations
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Event invites are the most effective approach to publicise your webinar, conference, performance,
course, and so on. Make your audience excited about the speakers and activities that will take place
at your event. Only a few people will attend the event if it is not well promoted, so make sure to "sell"
its worth.
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Depending on the size of your event, select a channel for distributing invites. You may offer a lot of
information, say a lot about the speakers, and announce the event's schedule with all of the activities
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using email and chatbots. SMS and online push notifications, on the other hand, are ideal for creating
brief fascinating messages, such as for eCommerce events. Sending event invites is essential to the
success of any event, therefore let's talk about the optimum time to send event invitations. Take a
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look at Google's event invitation email, which is seen below. It's so basic, yet it's so interesting, and it
illustrates how simple it is to participate.
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 To write an event invitation email

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When it comes to event invites, making a good first impression is critical. Use your initial event
invitation email to capture the attention of as many event attendees as possible. To attain satisfactory
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results, be creative with your subject line and build an appealing email template. Without a question, a
decent subject line is essential for raising open rates. Here are some pointers to help you enhance
your subject lines:

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Create a sense of great value. "Don't miss out, it's the 2020 World Web Design
Conference!" is one example. "New York's largest fashion show: Paradise/Paradox 2020."
And it doesn't matter if your event is little or large - simply send your invitation to the most
interested portion of your audience.
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
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Use personalization. Personalized subject lines can boost your open rate by 50%. "Hi,
James, are you available on May 19th?" "Come on over to our Recycle Everything Party!"
Personalizing topic lines is simple with Send Pulse.
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Welcome returning attendees. Make your devoted followers feel unique by sending an
email with a subject line like "Exclusive, early bird ticket pricing for our fans exclusively!"
Believe it or not, many of them will be delighted to attend your event right away. Furthermore,
they will most likely spread the news about your event by word of mouth, advertising it to an
even larger audience.
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 Mention speakers or performers. Because concerts and marketing conferences are centred
on prominent artists and experts in their fields, it's a good idea to include their names in the
subject line of the event invitation. "It's 30 days till 30 Seconds to Mars," for example, or "Go
to Ricky Gervais's performance this September!"
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 Combine your subject line with the preheader. Preheader content, which is often
overlooked, is an excellent tool for supporting your subject line. You may experiment with it,
as seen in the following example. "Digital Marketing Conference, Summer 2020," reads the
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subject line. And here's a teaser: "Something you marketers can't miss!"
 4 Key elements to include in your event invitation email template

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Like making an omelette, you need the perfect recipe to ‘cook’ your winner event email invitation.
Here are 4 elements to making an email invitation.
1. The must include details: Time, Date, Location & Duration

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To 'cook' your winning event email invitation, you need the correct recipe, much like preparing an
omelette. Whether you're hosting an event online or in a physical location, the following information
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must be included in your event invitation letter:
 Accurate date and time

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 Geographical information
 The event's duration
In addition to emphasising the venue address, you may wish to provide parking details. It is preferable
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to include Google Maps in your address field. When inviting individuals to a webinar, make sure to
provide pertinent links and login details. Include time in a way that corresponds to your audience's
time zone. Forgetting a key element might have a negative impact on the success of your event and
ticket sales. It's not the end of the world if you forget to communicate a crucial fact. You'll need to
send an apologetic email to your contacts and share the missing information with them.
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2. Use catchy invitation phrases
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Using innovative invitation wording can boost your contacts' click-through rates. Begin your invitation
with a nice greeting and make your email as friendly as possible.
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Example: "We'd love to see you at (event name)”
When composing your conclusion statement, make sure to address your contacts' most pressing
concern: "What's in it for me?" Only when your contacts can relate to what you're presenting will they
take action.
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3. Make the design of email invitation appealing to the brand
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Make your invitation email design engaging to readers in addition to the email text. Maintain a single
emphasis in your email design. Make one portion of your event email the focal point and the focus of
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attention. Don't confuse your reader by including too many contradictory messages or aspects; your
reader will get perplexed as to what your email is about. GIFs or videos can be used to enliven your
invitation email. If your event is held on an annual basis, it is a good idea to include a brief film of the
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prior year's event.
4. Create a catchy email subject line for the event

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Choosing the correct subject line for your event email invitation is as difficult as naming your child. It is
the piece that will pique your receivers' interest and encourage them to read about your event
message. In other words, your email subject line determines whether or not your audience is aware of
your event.
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Here's how to adjust the rules of the game. Creating a successful subject line entails:
 Is personalized
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 Generate curiosity
 Communicate urgency or scarcity
 Communicate social proof of concept
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 Include important announcements
 Hospitality in Events
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Hospitality should be viewed as an essential component in improving the quality of event viewers'
experiences. The two basic goals of enhancing the spectator experience are to persuade the
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spectator to:
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1. Return to the event on a regular basis
2. Spread the word about the event in the neighbourhood.
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Event organisers must go beyond the refreshment stand and be aware of industry trends about how
sport and recreation organisations are expanding participant benefits. Managers should look into
some of the greatest events in their town to see what other organisations are offering participants.
Hospitality is frequently used to refer to the provision of food and beverages. According to the Collins
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dictionary, "hospitable" means "welcoming guests and strangers." Event organisers must consider
their event from the perspective of the participant/spectator. Some of the objects that could make
spectator "guests" feel more welcome are as follows:
1. Seating si
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2. Refreshment and food
3. A receiving area for dignitaries and other high-ranking officials
4. Information booths manned by event staff
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5. Public toilets, washrooms, and baby changing places of high quality

6. High-quality changing facilities
7. Accessibility features for individuals with disabilities
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8. Door gifts & giveaways

9. Competition-specific services such as masseurs and lockers
10. Directions to the location are available on the website.
11. Parking assistance
12. A good public address system
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13. Event function conclusion

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Refreshments (Food Allergies)
Managing food allergies and other dietary needs at your events can be difficult and daunting,
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but by being SMART about it, you can create a positive attendance experience. If you
incorporate these four phases into your preparation process, you may gain a lifelong admirer
while also avoiding disgruntled and hungry visitors.
Plan ahead
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 Always inquire for dietary requirements when registering, even if it's only a tiny snack.
 Make sure your registration questions are clear so that you can tell the difference between a
preference and an allergy. If you're using a drop down, for example, include Celiac disease
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separately from gluten-free.

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When researching venues, especially inquire about their ability to handle food allergies, and
offer your business to those that have a sound strategy in place and take this matter
seriously.
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Ask questions of the guest

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 Contact the visitor ahead of time to explain their allergy and see how serious it is. Some
allergies are moderate and do not need many modifications, whilst others might be highly
severe. Inquire whether the allergy is airborne and what amount of danger it poses.
 Distribute the menu ahead of time. This will lessen anxiety.
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 If a guest has particular questions about food handling, they should speak with the chef
directly. You can help make this happen.
 Confirm whether or not they will be staying at the hotel. If they are, request that the
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guestroom be cleansed of any allergens and, if necessary, disinfected. Make sure there is a
fridge in the room for them to keep their own food or medicine.
 Request their emergency action plan to learn what you and the venue may do to assist in the
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event of an allergic reaction.
Speak to the venue

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 If it is a buffet, ensure that the venue is prepared to provide a separate meal that is covered
and set on a different table — they should never be told to eat from the same buffet due to
cross contamination (unless the food allergy is very mild). Their plate of food should have
their name, not just gluten-free, as others may interpret it.
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 Request that the venue mark everything with what the cuisine includes and does not contain.
Food on buffets and food being handed should be labelled — this can be lifesaving
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information!
 Speak with the chef about giving meal options that appear similar to what the rest of the
group is serving — for example, if everyone receives chicken, bring the allergen-free chicken
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to the visitor. This will keep the conversation from becoming too focused on their meal.
 For a passed appetiser reception, request a plate of delicacies that may be served to guests
at the start of the event.
 If the allergy is airborne, discuss how the venue intends to keep your visitor safe. Make
certain that the dish will not be on your menu, but also ask if they will avoid serving the allergy
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in other places around your party. Will they sanitise shared surfaces?
 If the venue is unable to fulfil the dietary need, inquire whether guests may bring their own
food and use a fridge to securely cook their meal.

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Inquire about who you may speak with on-site if you have any problems. Is it possible to get
an EpiPen? Determine the location of the nearest hospital, just in case.
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Prepare onsite

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Meet with the Banquet Captain and go through the protocols.

 When a visitor arrives at the registration desk, give them a dietary card to show the waiter
during meals (use a discreet card, not one visible to everyone outside of meal time).
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 Inform attendees on how to use their dietary card and where to find their meals during the
event. Tell them what to do if they encounter difficulties, who to contact, and how to get to the
hospital.
 Introduce them to the Banquet Captain and/or other staff members who can assist them
during meals or during breaks.
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 Check in with them discreetly during the event to answer questions and ensure they are being
accommodated.
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Your attendees will be able to enjoy the event knowing that the meeting planner and venue
understand the severity of their allergy, are advocating for them, and are completely prepared with
some careful planning. It is our chance to ensure the safety of our participants, and nothing is more
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essential than that!
3.1.6 Equipment, internet facility, Internet coupons

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 Equipment
Electronics can be rented, borrowed, or acquired. The purchasing of equipment should begin as early
as possible in the event management process. Specialized equipment may not be accessible on the
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local market in some circumstances. It may have to be imported from another country, which can
cause significant delays over which the Event team has no influence. Furthermore, equipment may
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need to be built, which may take months.
Specialized equipment is frequently borrowed from comparable organisations or from the sport's
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parent body. It will have to be transported, verified, and stored before it can be used. Individuals who
will be using such equipment during an event may need to practise beforehand. It is ideal to practise
in the context of a genuine event, although one of a lesser or less significant scale.
Equipment must be budgeted, and this information is critical in developing the total event budget. Any
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cost overruns must be reported to the event director as soon as possible.
Types of equipment
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Special event equipment is not a luxury, but rather a need. The equipment required might fall into one of
three categories: event management, event photography, or event lighting. The kind, size, location, and
profile of the event all influence the creation of an equipment Checklist.
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There is equipment designed for large events that will not have the same impact when employed in a
small to medium-sized event, and vice versa. For example, when it comes to large events that need a
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large budget, nothing beats recording chunks of the event. Everything must be captured on camera while
attempting to retain excellent quality, cover everything, and keep the primary visitor in focus (s). There are
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specifics and elements to creating a good event video that you should study about and comprehend
before attending an event.
However, the equipment for the modest event should not be disregarded. Regardless of the size, it is
critical to have all of the required equipment to ensure a great event. The bottom line is that the sorts of
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event equipment are selected by the following factors:
 There are elements of the event that must be recorded on film. As a result, audio-video
equipment is employed, which ranges from low-cost hand-held camcorders to high-tech sets
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used in a full studio. Camera technicians, boom holder (audio grip), and editing software are
frequently present with this type of equipment.
 The basic element that is easily ignored at a beer-garden-type event is the equipment. Beer
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kegs, a separate bar area, taps, and liquor dispensers are among the amenities.
 The most vital equipment for an event that spotlights risky activities and/or performances is not
standard technology. Rather, it necessitates the presence of skilled professional medical staff, an
ambulance, and, when available, conveniently dispersed fire extinguishers and safety netting. It
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goes without saying that if there are pyrotechnics, a fire truck should be on standby.
 At every event, regardless of size or venue, security or essential security professionals must be
present only to ensure security.
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 At the moment, event videos attempt to engage the audience. Because crowd reaction cannot
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be controlled, it is possible to purchase or rent an audience response system to improve the final
video recording.
 The specialised event equipment that has made its way into the event equipment checklist
comprises of typically unusual tools. These comprise the tools required for visitor registration and
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check-in. Laptops, tablets, scanners, and printers are examples of such devices. Depending on
the occasion, the most up-to-date equipment must be employed efficiently.
Sound equipment
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When it comes to sound equipment, event planners must understand that it is more than just the
microphone. The sound system might be rented, owned by the customer, or owned by the event
organiser. The sound system is concerned, at least in part, with keeping the event alive by playing
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music and making announcements that all attendees within the premises can hear.
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Video equipment
Video event equipment is often quite delicate and the domain of professionals. Successful events are
not photographed indiscriminately; rather, they are directed—with the purpose of capturing just the
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best in terms of crowd reactions, message delivery, and so on. A successful video event is supported
by a trained team that includes a director, cameraman, sound engineer, and a precise project brief.
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The accompanying staff must be ready and prepared to deal with any issues or obstacles that may
arise during the recording and editing of the video as part of an exceptional video equipment.
Production Equipment
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Production equipment should be at the top of any event management equipment list. Although production
equipment is not required during the event, it is in charge of closing or summarising the event. The
event's equipment extends beyond just photographing, tapping, and recording.
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1) Tables and chairs
Tables and chairs are required for any event that includes meals, speeches, or performances.
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Receptions and raves are notable outliers. Even so, a table or two can be useful.
You may need tables for:

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 Meals
 Registration
 Information display
 Equipment
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 Merchandise
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2) Tents and canopies
If you're having an outdoor gathering, it's a good idea to bring a tent or a cover to protect yourself from
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the elements.
3) Signs and banners
Even if it's merely to show people where the event is taking place, event signage is a necessary for
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almost any event.
But there are many uses for signs and banners, including…
 Branding si
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 Programme
 Directions
 Parking
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 Smoking
4) Power and cables

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If you're planning an outdoor event, you'll need to think about how to deliver electricity to the event.
However, even indoor events may necessitate the use of an additional extension cable or two.
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5) Lighting
It's a good idea if visitors can see what's going on, whether you're like lasers and spotlights or just need
some low lighting to establish the scene or just see each other. Here are some of the areas you might
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need lighting for:

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 The venue overall

 Podiums
 Stages
 Railings
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 Ropes and nets

 Tents and canopies
6) Stage
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If your event includes a performer or speaker, having a stage allows everyone in the crowd to see and
hear them.
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7) Visuals
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Presentations are ideal for a variety of events, ranging from business product demos to embarrassing
family photographs during reunions. Make sure you have the necessary visual aids for presentations.
Here are some of the tools you'll need to make it happen:
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 Laptop (for web videos)
 PowerPoint

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Projector
 Screen
 Flip chart
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 Blank surface
8) Storage
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Yes, you will need a location to keep everything. However, storage is vital for more than just your event
equipment. It may also be used to store the belongings of your event staff, as well as food and
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refreshments
 Internet Facility
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1) Understand Who Needs Internet Connectivity at Your Event
It's critical to identify who will require internet access during your event, therefore the first
order of business is to estimate the Wi-Fi requirements. Here are some general rules to
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follow:
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 The categories of people who need Wi-Fi: Some people will need faster connection
speeds, such as speakers who need to provide video presentations through Wi -Fi,
vendors who need to connect their point-of-sale equipment, and journalists who need
to broadcast video feeds. Others, such as regular event attendees, will be OK with
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standard connections.
 Other devices: Is it necessary to link other devices, such as security cameras, point -
of-sale devices, or video display displays to Wi-Fi, and how many of each?
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2) Understand Event Wi-Fi Jargon
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The more Wi-Fi lingo you understand, the better you will be able to interact with suppliers and
convey your demands. Here are some key terms to understand:
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 Access point: This is where your guests will connect to Wi-Fi.
 Cat 5 and Cat 6 internet cables: These are the internet cables used by Wi-Fi
providers to connect the network.
 Hard-line: Another type of cable used for Ethernet connections.
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 Hot spare: This is a backup machine that is already set up and ready to go in case
the primary device fails. Having hot replacements on hand may transform a major
communications failure into a simple, two-minute repair.

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Service level agreement: This is the service agreement you've created that specifies
the type of Wi-Fi and degree of service required for your event.
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 SSID: A service set identifier (SSID) is the name you give your Wi -Fi network.
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3) Choose The Right Internet Connection and Bandwidth

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A dedicated fibreoptic connection is the most dependable internet provider. Using a Wi -Fi
router and carefully positioned access points, you may broadcast throughout the event. A
dedicated connection may also be achieved via a point -to-point microwave antenna, which is
how many Wi-Fi providers accomplish it. It is feasible to set up a cellular -based Wi-Fi network
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for last-minute access, but cellular connections aren't as stable as they should be.
Finally, discuss your connectivity and bandwidth requirements with the Wi -Fi service provider.
As a result, you will obtain the appropriate amount of bandwidth to suit the size and inter net
requirements of your event.
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4) Configure Your Network Strategically

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Each Wi-Fi connection on the spreadsheet you made in Section 1 has unique internet
requirements. As a result, you should set separate bandwidth limits on these connections to
guarantee that there is adequate bandwidth for everyone – and that critical systems are
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never threatened with losing the speed and reliability of their connections.
You should also limit specific connections, such as guest connections, to prevent malware
and viruses from propagating and infecting other devices on your network. These limits also
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prevent hackers from connecting to your Wi-Fi network and hacking into other network -
connected devices. While connections by IT employees and other trusted parties should be
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unrestricted with full "Trusted" network access, you may choose to restrict other devices for
security reasons.
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5) Identify and Plan for Densely Populated Areas
Some sections of your event, such as bars, lounges, banquet halls, and auditoriums, will be
highly packed with individuals attempting to connect to Wi-Fi at the same time. You will need
to follow best practises for high-density wireless network architecture in these heavily packed
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sections of your event. The most crucial of these strategies is to have a l arge density of Wi-Fi
access points. These should be able to manage a hundred or more concurrent connections.
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6) Select The Best Third-Party Wi-Fi Provider
Every location has a swarm of "event Wi-Fi providers," but just because they claim to be able to do it
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doesn't guarantee they are. Furthermore, the most well-known, nationally renowned event Wi-Fi
providers can perform far worse than a competent, local service. What you finally want is a trustworthy
provider that provides safe, dependable internet services. So, get references, interrogate local event
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organisers, and look up Better Business Bureau listings and internet reviews. You should also get
references to check how previous clients fared.
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3.1.7 Gifts/giveaways, collaterals
When it comes to consumer connection and smart marketing, promotional gifts have become regular
practise, and it is difficult to picture events without them. Giving out items at events is always a nice
idea, until they wind up in the garbage after only 10 minutes. T-shirts, pencils, lanyards – or
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something else entirely? After all, there are a plethora of prizes to select from.
How to prepare a giveaway
The freebie should always be appropriate for the event, the company, and the consumer, as well as
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high quality and unique. Nonetheless, an imprint with the business name or emblem should not be
overlooked, since this re-establishes the connection to the brand. However, selecting a decent and
appropriate freebie is difficult.
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 Occasion: There are several methods to distribute promotional gifts. Large corporations
prefer to send out freebies to long-term customers or partners on holidays like Christmas to
show them how important they are to the firm. Giveaways are gladly given out after or during
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a trade show or congress.

 Company: It should always be assured that the promotional gift complements the business
brand and is associated with the firm. The corporate design should also be seen here.
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 Customer: While it is critical for every firm to understand its target audience, this also applies
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to freebies. Know your target audience and select giveaways that will appeal to them.
 Quality: Quality should not be sacrificed, since the receiver will not have a favourable opinion
of your organisation if the promotional present breaks after a short period of time.
 Individuality: There are certain promotional goods that you see repeatedly. As a result, you
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should devote extra effort to arranging and considering particular gifts.
 Planning a Giveaway
Here are five things to remember when planning giveaways.
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1. Learn the impression your client wants to leave
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The first guideline to follow in every event choice is to consider the client's demands. It is vital to
understand and use your client's criteria while planning good events. Consider: How does my
customer want to be perceived throughout the event? Is there a certain message they wish to
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convey? These moods and sentiments should be reflected in your freebies.
For example, if you're releasing a product, the gift should hint to the benefits of the product.
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Depending on the gifts, attendees may leave with varying perceptions of the brand. You may then use
this knowledge to make the greatest first impression possible.
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2. Personalize your giveaways
Personalized event giveaway kits will leave a longer lasting impression. And personalization doesn’t
have to be anything fancy. Even different names printed on the box or unique items selected based
upon the recipient’s likes or habits indicated via registration implies that you value every attendee
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enough to personalize their gift.
3. Promote sustainability
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Sustainability is more than just a slogan; it should be evident in all, if not most, aspects of your events,
including gifts. As a result, your guests will have a positive image of your client's brand and will be
more inclined to continue utilising them.
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Brands that practise sustainability, according to Nielsen marketing specialists, are "in an excellent
position to benefit on growing customer expectation and demand." In other words, consumers choose
eco-friendly businesses, a trend that is transforming not just how people do business but also how
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they research it.

Marketers are more positioned to promote sustainable practises, with sustainability degree holders
now working in every sector of business, from non-profit groups to corporate contexts. Armed with
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knowledge of developing sustainable trends, they will use these principles not only to change the
main sectors of company, but also to modifying the minor behaviours, such as gift giving, in order to
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better market a brand.
With this in mind, the kind of long-term decisions that event planners may make are limitless. For
example, you may concentrate on the durability of your goods. Long-lasting objects are less likely to
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wind up in a landfill. You might also give out reusable items like containers to encourage your visitors
to make more environmentally conscious decisions in the future. The key to making really
environmentally responsible presents is to consider their long-term impact.
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4. Give attendees what they need
There are two sorts of handouts to be aware of here: those that guests may require during the event
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and are communicated in advance, and those that are distributed after the event. The former is quite
simple. With the impending permanency of hybrid events, event planners are increasingly taking a
keen interest in creating the ideal pre-event kits. Sponsored goods and pre-work materials are
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typically offered. However, if your event has something unique in store, you may choose to provide
visitors with items that may be used to improve their event experience, such as interactive devices.
When it comes to post-event presents, the sole criterion is that they should be useful as well as
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promotional. Tech accessories, seasonal things, and stationery sets are a few examples.
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5. Make sure they’re easy to carry
When giving actual gifts to participants, make sure your gift packages are light and compact. Large
gift bags and boxes will create a lasting impression, but individuals may not appreciate the
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inconvenience of transporting them. What if they need to fly? Will the item fit in their luggage? What if
they took public transportation? Always keep in mind that not all of them will be able to transport large
stuff back home. And, if you're delivering your prizes, consider how size and weight may affect your
shipping budget. The most difficult aspect of any giveaway is balancing what your client wants and
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what your attendees require. If you can strike a balance between the two, you'll be able to create the
ideal giveaway.
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 Event collateral
Event collateral is anything that enhances the event experience for delegates, acting as a point of
contact for them to connect with the event. This comprises save-the-date postcards, invitations,
posters, pamphlets, booklets, delegate badges, menus, table place cards, pens and note pads
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imprinted with the corporate emblem and motto specifically for the event. It is critical that event
material looks and feels the same throughout in order to send a consistent message to delegates.
The following are some examples of how event collateral may provide value to your events:
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1. Helps create a brand identity. The design of event material may give the event its own distinct
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character and assist to distinguish it from the typical day-to-day brand. This offers delegates
something to speak about and be enthusiastic about. It feels distinctive or unique to the event while
also providing delegates with a unique look into what the event will be like and raising enthusiasm
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about attending.
2. Can build a story for your event. Depending on the subject of the event, you might send out
invitations to generate interest. For example, one incentive we offered had a Las Vegas theme, so we
designed everything with a casino motif. As a teaser, we created little roulette wheels that were sent
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out with the invitation. All name badges, menus, and place cards carried on the Las Vegas theme,
and as a post-event present, we made a branded DVD of Ocean's Eleven, customised so that each
staff member felt like a cast member. All of these distinct and one-of-a-kind contact points of a
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delegate trip contribute to the engagement and excitement of attending your event.
3. Helps support your business message. It is critical that event material reinforces the overall
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corporate messaging. If your organisation cares about its employees' well-being, your collateral
should be health-conscious and targeted to that message. Branded water bottles for delegates to use
at the gym, for example, and branded health food communicate this message. If sustainability is
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important to you, make sure that everything you use, including invitations and notepads, is readily
recyclable or produced from recycled paper. Whatever your business messages are, consider how
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your event material might convey them for you.
Finally, grasp your budget, timeframes, and exact needs while looking at your event collateral.
Remember, it's there to enhance your event's experience, so make sure you have everything you
need and that you can fulfil the deadlines for designers/providers. Get in contact if you'd want more
information about event material and what we've previously provided for customers.
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3.1.8 Infrastructure, Checklist, Guests

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Event Infrastructure refers to the equipment, commodities, and chattel required for the festival's
operation, which includes elements such as fences, restrooms, handwashing stations, tents, and
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stages.
Any facilities and services necessary as part of your event are referred to as infrastructure. Before
making a final selection on your start/finish spot and route, consider what infrastructure you will need
and what is currently in place. You may prefer to utilise existing facilities and services, but if they are
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insufficient, you may need to make temporary arrangements for employees, volunteers, participants,
and spectators. Consider the available space for temporary facilities and services.
You will need to think about the following:
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Car Parking
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While you should urge your members to use alternative transportation or car sharing to limit their
usage of private automobiles, this is not always practicable. Poor public transportation links to remote
locations, as well as the requirement to transport significant amounts of equipment for the event,
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frequently necessitate the employment of a private automobile. Make sure there is enough parking for
private vehicles. It is suggested that one parking place be provided for every three participants, in
accordance with automobile parking guidelines for sports and recreational facilities. Inquire if any
attendees want to arrive by coach or other mode of transportation so that appropriate parking places
can be set available. Parking lots should be well-organized and have long-lasting surfaces. You
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should make every effort to minimise the impact of parking on verges and open grass. If this is
unavoidable, ensuring that protective measures are in place and, if necessary, that restoration
activities are completed to a standard agreed upon with land management.
Changing and toilet facilities si

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Having your start/finish area in a public parking lot at a pre-existing recreation facility (forest park,
sailing club, leisure centre) with restrooms and changing rooms would reduce the requirement for
temporary facilities, lowering the cost and effect of the event. However, if these do not exist or are
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insufficient, you will need to supply extra facilities based on the number of participants.
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Waste Management
When there are insufficient or inadequate disposal facilities, waste management can become a
problem. Waste management facilities are especially crucial near the start/finish lines, spectator
areas, feed stations, and rest breaks. Consider offering recycling and composting facilities to reduce
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trash to landfill. It is beneficial to entrust workers or volunteers with the responsibility of managing litter
collection and propagating the Reduce, Reuse, Recycle mindset.
Catering services are not often required at outdoor leisure events because most participants bring
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their own meals. However, if you anticipate a big number of players and spectators as part of an all-
day event, catering services may be a welcome addition and possibly an additional source of money.
If your site lacks its own café or restaurant, you may choose to hire outside caterers. To prevent
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waste, collaborate with the caterer to determine food requirements based on your projected numbers.
Consider negotiating with your caterers to decrease food waste and/or give leftover food to food
banks, as well as to provide sustainable, seasonal, and locally produced food and vegetables
whenever feasible. To provide culinary services at your event, you may be needed to apply for a
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permit from the local government. Furthermore, it is critical to ensure that catering companies have
the necessary hygiene certificates.
Entertainment
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If you anticipate a big number of participants and onlookers, consider providing entertainment such as
music, kiosks, and fairground attractions. Consider the influence on the surrounding region of noise
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from PA systems, generators, and more traffic.
 Checklist
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The top ten most important steps in this checklist can be summarized as follows:
Event Planning Checklist
1. Establish your event goals and objectives.

2. Select your event's date.
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3. Develop an event master plan.
4. Create an event budget.
5. Brand your event and begin publicity.
6. Arrange sponsorships and speakers for your event.
7. Launch ticket sales. si
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8. Coordinate with event suppliers (catering, equipment, etc).
9. Manage event day set up and execution.
10. Conduct a thorough evaluation of your event.
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Of course, the sooner you begin planning your event, the more prepared you will be should problems
arise (as they probably will).
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The First Steps in Your Event Checklist: 4-6 Months Ahead of Event
The earlier you can begin preparing, the better — but I've seen that most organisations we work with
begin organising their major events, such as galas and fundraisers, roughly 6 months ahead of time.
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Here's everything you'll need to get started.
 Establish your event goals and objectives. Did you wish to generate funds or increase
awareness? How many people do you hope to see? It will be easier to judge the success of
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your event if you establish it ahead of time.
 Select the date. Also, make sure it doesn't coincide with any other events or big holidays in
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your region.
 Identify venue and negotiate details. What sort of insurance is required by the venue? Can
you provide alcoholic beverages? Before making a commitment, determine the prerequisites.
 Develop an event master plan. Making sure every detail is ironed out can assist guarantee
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you don't forget anything.

 Get cost estimates. You should think about the following costs:
o Food and beverages
o Equipment
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o Speaker fees
o Travel for staff
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o Insurance
 Create an event budget. Based on the prices listed above, you'll be able to estimate how
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much your event will cost – and whether any of them will need to be reduced!
 Recruit an event committee. This involves appointing an event manager or chair, as well as
appointing subcommittee chairmen.
 Brand your event.
o Begin constructing an event website or pages on your website that describe the
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event.
o o Create a logo and tagline for the event.
 Create and launch publicity plan. This involves identifying personnel and/or volunteers to
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oversee certain activities, such as media relations, VIP coordination, printed material design &
printing coordination, signage, internet /social media, and so on.
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 Identify and confirm speakers/presenters/entertainers. Who will you require on-site during
the event?
 Locate and contact potential sponsors/partners.
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 Determine whether event registration software is required to make the process easier.
There are several software solutions available to aid in the event planning process.

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Determine whether you require additional event management software.

 Make early-bird tickets available.
o Make sure registration forms are easily accessible and allow room for preferred
pronouns and names.
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3-4 Months Ahead of Event: Starting to Ramp Up
Now that you've nailed down some of the fundamentals of your event, it's time to get to work on the
remainder. If your event is in a few months, you must begin talking with all stakeholders outside your
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company and continue working with them. You should keep the following considerations in mind:
 Create the necessary paperwork for your team.

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 Liaison for speakers/presenters/entertainers:

o Decide on presentation/speech themes
o Obtain biographical information and a photograph
o Travel and lodging arrangements
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o If necessary, get contracts signed.

o Request that speakers begin marketing and sharing it with their networks.
 Financial/Administration:
o Establish registration fees
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o Set up and make online registration available.
o
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Determine sponsor levels and quantities.
o Identify things to be underwritten as well as accounting tracking information.
 Venue and logistics planning:
o Determine and organise the menu, A/V equipment, registration set-up, parking, signs,
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and other aspects.
o Meet with the venue manager to discuss security requirements and plans for the
event.
o Determine the requirement for any specific permissions, licences, insurance, and so
forth.
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o Evaluate accessibility needs (e.g. all-gender restrooms, wheelchair accessibility, etc).
o Inform employees about the accessibility needs.
 Follow publicity plan:
o
o
Create a draught programme
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Write a draught event script (e.g., MC, speaker introductions, thanks, closing, etc.)
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o Create publicity pieces, such as newsletter articles and/or advertisements, radio
spots, print blog posts articles for submission to other media and/or advertisements,
and so on.
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o Request corporate logos for online and printed products from corporate sponsors.
o Create and print invites, programmes, posters, and tickets, among other things.
o Create a media list and produce the News Release, Media Advisory, Backgrounder,
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and any media kit items (e.g., speaker info, photos, etc.)
o Make an event page on your website.
o Enabling/creating email event notifications
o Set up a Facebook event page.
o Create a promotional video and submit it on YouTube and your Facebook page.
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o Submit your event to a number of online event calendars.

o Generate some interest on your blog or in your member forums.
o Identify VIPs and prepare an invitation and tracking record (e.g., spreadsheet)
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1-2 Months Prior To Event: Keep on Going

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You're almost there! You're probably spending more and more time working on the event and
completing certain specifics at this point.

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Send registration and participation reminders to your contact list.
 Reach out again to presenters/speakers regarding:

o Contact presenters/speakers again to confirm travel and accommodation
arrangements.
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o Obtain a copy of speeches and/or presentations.
 Sponsorship finalization:
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o Follow up with sponsors and underwriters to confirm sponsorships and underwriting.
o Gather any promotional materials you intend to distribute during the event.
o Request that sponsors share the event on their promotional networks.
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 Continue executing on your publicity plan:
o Make press releases regarding keynote speakers, celebrities, VIPs, honourees, and
so on.
o Distribute your initial event press release on your website to all partners, associated
organisations, and so on.
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o Share extra information about your event on social media.
 Early-bird tickets are no longer available; normal price is now available.
 Proofread and finalize printed materials.
1 Week Prior to the Event: The Home Stretch si

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You're almost there! By this time, the most of the event specifics should have been verified, and all
that remains are the finishing touches, such as:
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Have all committee chairs meet and confirm all details against Master Plan. You should also
make sure that contingency plans are in place for any eventuality (e.g., back-up volunteers as VIP
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greeters, additional volunteers for registration or set-up, etc).
Finalize event script.
o Schedule practise sessions for everybody who has a speaking engagement.

 Inform any/all hosts, greeters, and volunteers of their event responsibilities and
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timeframes.
 Complete your seating arrangement.
o Make sure there are wheelchair-accessible locations and clear walkways throughout
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the venue.
 Provide the caterer with the final registration numbers.
 Make paper and electronic copies of any speeches, movies, or presentations.
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 Perform a final registration check, including name badges and the registration list. This
may not be feasible until a few days before your registration ends, depending on when your
registration finishes, but try to finish it as soon as possible.
 Identify picture ops and interview chances with any presenters or VIPs.
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 Confirm information with media attendees.

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1 Day Before the Event: Almost There
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Here are a few last-minute details you might want to remember:
 Confirm media attendance.

 Ensure that all signage is in place - both around the venue and in any other locations
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where it is required.
 Ensure that the registration and media tables are ready and supplied with the appropriate
goods (such as blank name badges, paper, pens, tape, stapler, etc.)
o Make certain that there are enough outlets. If not, think about bringing some power
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bars for guests and your team.
 Ensure that all promotional goods, presents, plaques, trophies, and so on are on-site.
 Ensure that all A/V equipment is correctly installed and operational.
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 Make sure you get a decent night's sleep! You'll need to rest up before the big day
ahead.
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It's Your Turn to Shine on Event Day
The big day has finally come! Here's what you should keep in mind:
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 Bring copies of any instructions, directions, phone numbers, keys, additional parking
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permits for VIP visitors, seating charts, and guest lists.

 Check in with each Committee Chair to verify their team is on track.
o Also, check in with catering and any sponsor teams that will be there.
 As required, assist sponsors, speakers, and other teams.
 Welcome new attendees.
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Immediately Following Event: Post-Event Follow-Up
While a comprehensive appraisal and budget update are required, there are post-event publicity,
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fundraising, and member development possibilities that may be taken advantage of with just a little
pre-event planning.
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Following the conclusion of the event, you may like to engage in the following activities:
 Check in with venue. Ensure nothing important was left behind.

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 Financial status:
o Gather all receipts and documents, final registration information, and so forth.
o Revise the budget
 Send thank-you and acknowledgement letters to:
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o Sponsors
o
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Volunteers
o Speakers/presenters
o Donors
o The press
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Remember to inform the beneficiaries of the event's success – and how they helped (e.g., cash
collected, awareness - number of attendees, etc.) in thank-you cards you send.
Post-event publicity:
o Send an email to your subscriber list with event highlights.
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o Create a publicity reel video to share how things went (as an added bonus, you can
use it for publicity next year!)
o Post highlights on social media.

o
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Update the website page to indicate that the event has passed.
Conduct a post-event survey. Learn what people liked about your event and where you
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might improve.
 Make contact with event attendees. Thank them for their participation and inform them
about your ongoing activities and how they may help you throughout the year by joining,
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volunteering, or giving a sustaining gift.

 Hold a team debriefing to hear about their perspectives.
 Conduct an in-depth analysis of the event. What went well, and what might you improve
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on for the next time?
3.1.9 Budget, Licensing & Permissions

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 The Event Budget
Predicting the financial outcome of an event

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The event budget is an estimate (forecast) of the income and expenses that the event will incur based
on the plans that have been established and the information that has been obtained. The creation of a
budget is a critical component of event management. It is critical for Event Directors to be able to
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anticipate with fair accuracy whether the event will make a profit, a loss, or break even. This is
accomplished by identifying and costing all likely expenses as well as totalling all predicted revenues
(income). It is thus feasible to anticipate the financial result of the event by comparing expenditures
and revenues.
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The financial outcomes of the event must be predicted very early in the planning stages. Setting
dates, hiring locations, and making arrangements are all pointless unless an attempt is made to
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establish whether the event is financially viable.
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Importance of financial control of an event
Once the Event Budget has been created, the Event Director will be able to exert financial control
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over the event. As a result of organising events, several organisations have faced serious financial
difficulties, if not bankruptcy. As a result, the budget helps the Event Director to make smart financial
decisions on venue selection and expenditure on a variety of items such as promotion, equipment,
and staffing. The budgeting procedure also allows the Event Director to determine how much income
is required to stage the event in accordance with the projected amount of spending.
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Continual adjustment of the event budget
The creation of an event budget is one of the first jobs that must be completed throughout the event
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management process. However, it should be expected that the budget will be adjusted and refined
multiple times over the project's life cycle. It is impossible to predict all costs at the outset, nor can it
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be predicted if efforts to acquire sponsorship and government support would be successful. Event
budgets are developed by the event management team when more information becomes available.
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Basic event budgeting rules
Although developing a budget takes time, there are several basic guidelines that should be followed
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from the start:
 Budget to avoid making a loss
If an event appears to be losing money, it raises the question of whether the event should go
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ahead as planned. If it is not too late, arrangements should be altered to ensure that the event
at least breaks even.
 Be realistic about event incomes

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Too often, event preparations are too enthusiastic regarding the amount of sponsorship that
will be obtained or the number of people who will come as spectators or participants. Overly
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optimistic projections are frequently the source of financial loss while producing an event.
 Have a contingency plan

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When considering what may go wrong with an event, it is a good idea to consider what must
be done if anything does go wrong. What happens, for example, if the sponsor withdraws or if
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the weather is really bad?
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 Licencing and Permissions
If you want to hold a public event, you must follow a number of processes, the most significant of
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which is getting particular permissions from the appropriate authorities. Event licencing is a time-
consuming process that must be thoroughly understood from the start.
There are various licenses depends on the type of the events
 Non-Objection Certificate from Police Station
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 Non-Objection Certificate from Additional Collectors Office
 Non-Objection Certificate from Fire & Rescue Dept.

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Non-Objection Certificate from Traffic Police
 Non-Objection Certificate from Health Department
 Non-Objection Certificate from Electrical Inspector
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 Non-Objection Certificate from Local Government (Corporation/ Municipality etc)
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Now, if you want to include entertainment activities in the above-mentioned event, you'll need the
following permits as well:
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 Loudspeaker License – This permission is required if you want to use a loudspeaker at an

outdoor public/private event. This must be obtained from the local police station in the region
where your event will take place.
 Public Performance License (PPL) – A PPL is necessary if pre-recorded music will be
played at your event. Whether it's through radio, live streaming, or a Deejay performing, the
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PPL License is required.

 NOVEX License – Even if you have a PPL licence for music performance (live or recorded), if
you use any music having NOVEX music rights, you must obtain additional authorization from
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NOVEX Communications.
 IPRS (Indian Performing Rights Society Ltd) – This licence is required for any live
performance at the event location.
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 Foreign Artist Permission – If you intend to have foreign artists play at your event, you must
seek permission through the National Government Service Portal.
You thought it was finished? Never! There are a few more items to collect to ensure a smooth event:
 Public Work Departments Licence – This is required if you want to participate in a Protocol
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Event.
 Premises License –T his must be obtained from the event venue's local authorities.
 FSSAI (The Food Safety and Standards Authority of India) – If you want to cook and serve
food at the event, you should have this licence.
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 Liquor License/Excise Licence – Serving liquor would be impossible in any case without
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this licence.
 Certificate Regarding The Fitness Of Machinery – If you want to have an amusement ride
at the event, you'll need this licence.
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3.1.10 Write Minutes of the Meeting, and Notice
 Minutes of Meeting
Meeting minutes, often known as mum (minutes of meetings), are a written record of everything that
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occurred at a meeting. They are used to tell persons who were unable to attend the meeting about
what occurred, or to maintain track of what was discussed during the meeting so that it may be
revisited and used to guide future decisions.
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Meeting minutes are an official record of the proceedings of a meeting. Minutes aid in comprehending
the Meeting's debates and choices. There are no restrictions on the format or language used to
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record meeting minutes. Minutes recorded in compliance with the rules of the Companies Act are
admissible in court. For example, the only method to verify that a Board Resolution was passed at the
company's Board Meeting is to provide the Minutes Book in which the specific Resolution was
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recorded before the Court.

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Minutes Book
Meeting minutes shall be preserved in a minute's book held for that purpose at the company's
registered office or at a location agreed by the Board of Directors. Because the legislation bans
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pasting Minutes in the Minutes Book, Minutes cannot be typed and then pasted in a bound Minutes
Book or loose leaves. Minutes should not be printed on a piece of paper, whether letterhead or other
paper, and then placed into the Minutes Book. It is done to preserve the integrity and evidential value
of Minutes. If the minutes book is kept loose-leaf, it should be bound on a regular basis, depending on
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the size and volume and corresponding with one or more fiscal years of the firm. Courts have already
invalidated Board Meetings where minutes are not maintained in a suitable book as required by the
Companies Act of 2013. As a result, a minute’s book should be kept and maintained separately for
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each meeting, such as meetings of the Board and meetings of several Board Committees.
Purpose of Meeting Minutes

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The phrase "minutes" should not frighten you because it is a bit deceptive. After all, your committee or
board does not want or require a minute-by-minute record of its meeting activities! However, it is
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critical to capture the spirit of the meeting, including specifics such as:
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 decisions made (motions made, votes, etc.)
 next steps planned
 identification and tracking of action items
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Minutes serve as a physical record of the meeting for those who were unable to attend as well as a
source of information for those who were unable to attend. Meeting minutes, for example, can serve
as a reference point in specific situations, such as:
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 when the conclusions of a meeting have an influence on other collaborative activities or
initiatives inside the company
 Minutes can be used to alert (or remind) people of responsibilities allocated to them and/or
deadlines.
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 Minutes of Meeting Format
Meeting minutes should include the serial number and kind of the meeting, the name of the firm, the
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day, date, location, and time of the meeting's start. A meeting minute must additionally include the
following information:
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a) Details of Participants
The name(s) of Directors present and their manner of attendance must be stated in the minutes of a
company's meeting. If all Directors are physically present, the manner of attendance does not need to
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be specifically recorded in the Minutes. The Minutes, on the other hand, shall record the mode of
attendance if any Director is participating through video conference or other technological technique,
as well as the location from which he/she is participating. If a Company Secretary is involved, the
Company Secretary's information must be included. The minutes must include information on anyone
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else who is in attendance as well as invitees. Finally, the meeting minutes must include the names of
Directors who requested and were granted leave of absence.
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b) Election & Quorum
The meeting minutes must include a record of the election of the Chairman of the Meeting, if
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appropriate. It should also include information on the existence of the Quorum. If Quorum is present
at the start of the Meeting, but any Director leaves before the end of the Meeting, resulting in the
Quorum requirement not being satisfied for future business, the Meeting should be adjourned, and a
statement to that effect should be noted in the Minutes.
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c) Details of Resolution Passed
The minutes of the meeting should include the language of the Resolution(s) passed by circulation
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since the last meeting, as well as any opposition or abstention. If any Board Director dissents or
abstains from voting on any of the Resolutions passed by circulation, such dissent or abstention
should be reflected in the Meeting Minutes.
d) Details of Dissent & Views of Independent Directors
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The opinions of a Director or an Independent Director must be recorded in the meeting minutes,
especially if they are urged upon by a Director or any other person present. Furthermore, the fact of
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dissent, as well as the name of the Director who disagreed with the Resolution or refrained from
voting on a resolution, must be included in the meeting minutes.
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e) Related Party Transactions
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In the event of a private limited corporation, the Minutes of Meeting shall reflect that an interested
Director participated in the debate and voted after disclosing his interest. If a director did not engage
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in the discussions and did not vote on a matter in which he was interested, as well as in the event of a
related party transaction, such information must be reflected in the minutes.
f) Miscellaneous Items
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Consideration of any item other than those included in the agenda with the consent of majority of the
Directors present at the Meeting and ratification of the decision taken in respect of such item by a
majority of Directors of the company Minutes should be mentioned in the minutes.
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g) Thanks & Closing of the Meeting

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If any thanks are to be mentioned, it can be provided before the closing. Finally, the time of
commencement and conclusion of the Meeting should be recorded in the minutes.
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 Notice of a Meeting:
Notices are a means of formal communication targeted at a particular person or a group of persons. It
is like a news item informing such person or persons of some important event. This can be an
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invitation to a meeting, an announcement of any event, to issue certain instructions, make appeals
etc.
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When a meeting is to be convened, a notice is required to be sent to all who are to attend it.
It should satisfy these conditions:
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1. It should be under proper authority.
2. It should state the name of the organisation.
3. It should state the day, date, time, and place. Also, sometimes, how to reach the place.
4. It should be well in advance. Some require seven days’ notice, some 48 hours’.
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5. It should state the purpose and, if possible, the agenda.
6. It should carry the date of circulation and convener’s/secretary’s signature.
7. It should go to all persons required at the meet.
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8. It should mention the TA/DA etc. payable and the arrangements for this.
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In practice, it is necessary to ensure that the notice has reached in time. This may be done
telephonically.
We often find that between the date of a letter from a major public organisation and the post mark on
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the letter, there is a gap of 10-12 days. A notice that should reach seven days before a meet should
not reach seven days after the meet.
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1) A _______________is an event that is held to formally deliver information and answer

media queries.
a) press conference
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b) Event
c) Webinar
d) Seminar
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2) ____________is an event in which participants dress up as prominent individuals such
as writers, scientists, politicians, musicians, sports figures, and movie stars, they
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converse, listen, and ask questions.

a) Seminar
b) Mock Press Conference
c) Press Release
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d) Meeting
3) The term _____________refers to the gradual, evolutionary growth of an event's aim
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over the course of its lifespan.
a) Project Charter
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b) Scope creep
c) Project Scope
d) Kaban
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4) According to the Collins dictionary, "hospitable" means _____________.

a) Unfriendly Welcome
b) Harsh Environment
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c) Welcoming guests and strangers.
d) Welcome only guests and not strangers
5) What is the full form of SSID?

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a) Severe set Identifier
b) Service Set Initiation
c) Service set identifier
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d) Some set identifier

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6) _____________is anything that enhances the event experience for delegates, acting as
a point of contact for them to connect with the event.
a) Event collateral
b) Event Theme
c) Master Plan
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d) Communication Plan
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7) _______________refers to the equipment, commodities, and chattel required for the

festival's operation, which includes elements such as fences, restrooms, handwashing
stations, tents, and stages.
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a) Press Conference
b) Event Infrastructure
c) Seminar
d) Web Seminar
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8) The ____________ is an estimate (forecast) of the income and expenses that the event
will incur based on the plans that have been established and the information that has
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been obtained.
a) Event Budget
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b) Event Objective
c) Gantt Chart
d) Key Performance Indicators
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9) What is the full form of PPL?

a) Performance Public Licence
b) Public Performance License
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c) Part Performance Licence
d) Partial Performance Licence
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10) ______________ often known as mum (minutes of meetings), are a written record of
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everything that occurred at a meeting.
a) Meeting minutes
b) Meeting talks
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c) Waterfall Model
d) Work Breakdown Structure
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Summary
 Events can be defined as the purpose of gathering people for education, marketing, reunion,
or celebration.
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 Event-based classification based on event size, time, type, and content. The event can be
social, educational or career, sports, entertainment, political, corporate, religious or funding.
 When preparing an event, it is critical to understand how to construct an event that is open
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and accessible to everybody.

 Without post-event thank-you cards, sponsor acknowledgements, and even press or
newsletter stories on the event's primary messaging and/or financial success, no strategy is
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complete.
 The goal of this event brief is to identify the tasks that must be completed in order for the
event to be a success.
 Press releases, interviews, and informal media connections are all great methods to get your
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message out there. They are the lifeblood of your media relations and, in many cases, your
whole outreach campaign.
 The objective for an event should be measurable so that you can evaluate the event's
success once it has concluded.
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 The objective for an event should be achievable so that the team does not think they are
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tasked with a hopeless cause
 An event invitation is a means to invite people to your event. To encourage consumers to visit
it, you may utilise a variety of channels such as email, SMS, browser push alerts, and
chatbots.
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Activity
1. Discuss Press Conference.

2. Discuss how to plan an event.
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Glossary
 The event manager plans the event and executes the event. The event management team

always works behind the scenes.
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An event brief is a comprehensive outline of the event you want to hold. Written before any
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actual arrangements are formed and far in advance of the event date.
 A press conference is just an interview given to journalists by a notable individual or celebrity
in order to make an announcement, present information, or answer questions.
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 Hospitality should be viewed as an essential component in improving the quality of event

viewers' experiences.
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 Cat 5 and Cat 6 internet cables: These are the internet cables used by Wi -Fi providers
to connect the network.
 Hot spare: This is a backup machine that is alr eady set up and ready to go in case the
primary device fails.
 Notices are a means of formal communication targeted at a particular person or a group of
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persons. It is like a news item informing such person or persons of some important event.

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1. What is Event Planning? Describe the steps of event planning.

2. What is an Event Brief? Define steps to describe the same.
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3. How will you invite people to attend your event? And what all things should be considered in
an event to make it a a successful one?
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Further Readings
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1. https://www.examples.com/business/event-brief-tips.html
2. http://www.ccsd.net/resources/community-government-relations/event-planning-procedures-
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072616.pdf
3. https://www.academia.edu/13185509/Event_Brief_Template
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1) a)
2) b)
3) b)
4) c)
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5) c)
6) a)
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7) b)
8) a)
9) b)
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10) a)
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Unit 2: Media Releases

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Objectives
 Learn about Press Release

 Understand Video Release
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 Learn about Audio Release

 Understand Social Media Release
Introduction
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A press release is a concise news item that is created by a public relations specialist and delivered to
a variety of media sources. A press release may also be referred to as a media statement, a news
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bulletin, or a news release. A press release should always be precise and concise.
 When creating a press release, use clear, concise, and error-free language. Press releases
should be easy to understand; avoid using too formal or flowery wording.
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 A press release is more than just a marketing tool to help businesses increase sales. Rather,
it is a news piece based on facts that should address the "5W1H questions" (who, what,
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when, where, why, and how) in the first paragraph.

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The primary message of a press release, which is often given in the headline and subhead,
should be written in a fresh way to catch the interest of members of the media or other target
groups.
A press release is a type of communication tool that is used to deliver information to news outlets
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about a certain issue. Ideally, the information submitted will be published by these venues. Press
releases, which are frequently used in public relations, are typically meant to create awareness about
a subject among a certain target demographic. They may also be used to boost brand recognition or
increase a company's or individual's internet presence. Press releases are frequently sent in the form
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of social media notifications.
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3.2.1 Press Release
A press release, also known as a news release, is a brief (one page if possible) descriptive statement
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that you can send to your local news media to announce your partnership with your local notable, his
or her appearance at your library, or any other newsworthy event related to your campaign to recruit
local notables and celebrities as spokespeople for your library. Include photographs if they are
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acceptable. If you issue a press release ahead of time, reporters are more likely to cover your news.
How far ahead should you plan? Plan on two or three weeks ahead notice for publications or other
forms of media that are released on a regular basis. Plan on sending out your press release around
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six weeks before the publishing date for monthly publications. A high-quality press release consists of
six major components:
A professional-quality press release has six main components:
1. PRESS RELEASE heading – Write the press release using the letterhead of your library or
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institution, and include the following information at the top of the page:
PRESS RELEASE - Press release date
For Immediate Use - Your contact details

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2. A headline – It should be brief and "catchy" in order to capture the attention of the reader. It should
be typed in BOLD CAPITAL LETTERS, somewhat bigger than the font size used in the body of the
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press release. It should be written in the present tense. For instance, ABC COLLEGE
CHEERLEADERS AND BAND SHOW SUPPORT FOR XYZ LIBRARY.
3. Body copy – The first sentence should explain what is going on, and the next sentence or two
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should provide more information. Keep to the facts. Keep information to a minimum and use short
phrases. Make sure that folks can get a solid concept of what is going to happen just by reading the
opening paragraph.
4. The five W’s: Who? What? When? Where? When and where? - Why? Tell your reader what will
happen. When and where? What's the cause behind this? What makes this newsworthy?
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5. Contact information — Restate your contact information here, or include extra information, such
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as the library's website, if readers would find it useful.
6. Indicate the conclusion of the press release by putting three # symbols at the end, cantered,
as follows:
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###
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 How to Write a Press Release
Writing a press release to announce key corporate news may help firms expand, but doing it correctly
is as vital. Here's a step-by-step guide to writing a press release like the one above.
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Rule 1: Make your headline irresistible.
You've thought about your announcement, and it's time to put it into words to share with your
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community, industry, and followers. Setting up your press release for success, like drafting the perfect
blog post title, begins with your headline. You only have one line to work with, which might be
intimidating, but consider diction carefully to make your headline interesting.
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Use action verbs, clear, intelligible language, and make your headline simple and succinct – fortune
(and search engines) favour the brief, so limit your title to one line to clearly concentrate people's
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attention on your topliner message.
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Most importantly, make it interesting: Keep in mind that reporters get dozens, if not hundreds, of
releases each day, so take the time to craft an intriguing headline. It's well worth your time and work.
Rule 2: Convey the news value to the press.
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To persuade reporters, analysts, influencers, or followers to share your announcement, you must first
explain why they should.
The first paragraph of your release should include information on who, what, why, where, and how
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your new launch, update, or development will be launched, updated, or developed. Reporters don't
have time to go through minutiae and fluffy background information; they just need the facts that will
enable them deliver your tale to someone else in authority. There should be no fresh, critical
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information covered following this section that the reader could overlook. Using the reverse pyramid
method while creating your press release is an excellent approach to achieve this.
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Rule 3: Offer a tempting quote.
Once you've established the background, it's time to bring your information to life with a statement
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that reporters may use to assist build a picture of how your news affects the particular industry, client
base, and landscape. Quotes from important stakeholders in your firm, such as your executive team,
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project leads, or individuals immediately touched by your news, are ideal. The importance of your
progress is emphasised by quoting relevant people and experts. The quotation you use should frame
your storey and highlight the main point of the announcement. Don't ask everyone in your workplace
for a remark or feel obligated to cite all 25 individuals involved in the acquisition; instead, choose one
or two key spokespeople and centre the quotations on their unique perspective.
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Rule 4: Provide valuable background information on the subject.
Keep in mind that the reader now has all of the necessary data and information to submit a storey or
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spread the news in this final paragraph.
It might be tempting to include extraneous data and titbits about your firm or the evolution of your
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announcement — we sometimes consider a piece of writing is missing if it isn't drawn-out and just
short of being a novella. A press release, on the other hand, must be informative and succinct.
Details that improve your storey, such as inventive or notable methods your organisation produced
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the project or news at hand, should be included here. Alternatively, if relevant, comment on the long-
term ramifications of your announcement. Newsjacking is another effective approach to add value to
your press release. A method of making your press release more valuable to the writer and reader by
linking it to something that is currently happening.
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Rule 5: Summarize the "who" and the "what" in a boilerplate.
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Twitter is full of reporters complaining about press releases or pitches that don't properly describe
what the firm does or what the news is about, so instead of being the punchline, make your release
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super easy to reference. Describe your company's services in plain English, offer a link to your
company's webpage early on, and keep your boilerplate brief and basic. If you mention data, add a
link to the data source, and make sure every name in the release has a title and a company linked
with it.
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To keep yourself honest, ask a friend or co-worker to read the release without context and see if they
can simply and quickly explain why the announcement is important, what your firm does, and why the
leaders cited are included. If you answered no to any of these questions, go back to the drawing
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board. The key to keeping your PR strategy fresh is to set aside preconceived preconceptions about
what public relations entails and instead focus on developing really unique content. Traditional press
releases may still be quite effective when done correctly, so rather than abandoning them as a
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technique, give them a modern facelift to make them more useful for your campaign. Consider how
you've employed inbound tactics to make your marketing strategy more customised, approachable,
and relationship-focused. The same concepts apply to your public relations strategy: Create material
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to tell your own narrative, and utilise deft outreach to familiarise reporters and analysts with your
brand.
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 The importance of a press release in public relations
A press release, which is a news piece or news storey delivered to journalists, editors, and/or other
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media contacts, educates them about a certain subject in order to raise the subject's media profile.
The topic (such as an organisation, corporation, small business, or brand) will be well-represented in
a well-written press release, and its message will be expressed clearly, simply, and objectively.
Because the purpose of a press release is not to increase business sales, consumer-focused
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language should be avoided. Finally, press releases are used to convey noteworthy information such
as future events, personnel changes, new company strategy, and so on. A good press release
distribution strategy ensures that the material is delivered to the most essential and relevant media
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sources, with the goal of reaching the greatest number of readers possible.
On a weekly or monthly basis, press releases might be disseminated to members of the media. They
are frequently used to promote awareness about an impending big event in the aim of attracting
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members of the press and/or other target audiences. Because press releases are basically news
items, they should conform to fundamental journalistic objectivity criteria. The material should include
breaking news about new trends, impending events, or any other significant development that may be
of interest to the target audience. They should be written in a style that captures the reader's attention
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(particularly that of journalists and editors) and always contain material that is not accessible
elsewhere.
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3.2.2 Video Release
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A video news release is a piece of video that is meant to look like a true news storey; however, it is
generated by a public relations professional, an advertising firm, or a corporate rather than a news
organisation. A VNR is offered to television newsrooms and is used as a tool to mould public opinion,
promote the products or services that a corporation offers, popularise an individual, or support some
other form of interest in order to get attention.
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Elements of a Video News Release
Each of the following elements will be present in a good VNR:
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A professional news reporter, someone with on-air news expertise, or an actor.
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 Interviews with experts who often have actual expertise in an issue, even if that expertise is
prejudiced.
 Captivating visual components, such as a company's emblem.
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 Demonstrations of the items or services under consideration.

 A brief run time, usually little more than 2 minutes.
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Things to Avoid
You will want to avoid certain things if you want your video press release to be effective and
accomplish your objectives. When preparing a video press release, avoid the following mistakes:
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 Extremely promotional. Although the purpose of a VNR is to promote a company, a product, a

service, or a person, it should not look too promotional. If it does, it will be seen as
"advertising" rather than "news."
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 Excessive producing. Some production is acceptable, but excessive production might detract
from the value of a VNR. If it's too manufactured, news organisations won't be able to put
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their own spin on it, which they want to do.

 Inappropriate visuals. Visuals should be included in video news releases, but they must be
the correct visuals. In other words, photos should be appropriate for the topic being
presented.
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Benefits of a Video News Release

A VNR may give various benefits and, when done effectively, can be an effective component of a
public relations effort. The following are some of the most prominent advantages that VNRs provide:
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 Audio and visual parts of the tale, which make it more interesting than a textual press release.
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 Rather than making journalists and viewers imagine the tale after reading it, they display them
the storey you want to communicate.
 They can increase the legitimacy of a firm, organisation, or individual by emphasising
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competence.
 They are far more attention-grabbing than regular news releases, implying that they might be
an extremely powerful marketing strategy.
 They are more successful than traditional press releases since viewers can simply get the
information they offer in a short period of time.
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Disadvantages of Video News Releases
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Aside from being widely criticised, video news releases have a number of other drawbacks. Some of
these drawbacks are as follows:
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 Costly production. A significant financial commitment is necessary to generate a video press
release.
 High competition. Because there are so many organisations, company owners, and private
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individuals that prepare video press releases, competition is fierce.

 They entail a sophisticated, highly technical procedure.
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 Creating an effective VNR that will make an impression on viewers might be tough.
How VNRs are Distributed
Previously, video news reviews were supplied to news organisations on video cassette. However,
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they are now fed by satellite, making them easier to examine. When a news agency gets a video
news release, they review it and read any associated documents that may be required. After
examining, news organisations select how to include the VNR, which is totally at their discretion. For
example, they might display the full film, or they may include it into a news report.
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Organizations that Use Video News Releases

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A VNR can be used by any sort of business, individual, or organisation. Among the industries that
make use of these public relations methods are:
 Government institutions, such as the United States Department of Health and Human
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Services.
 Large enterprises that offer a variety of products.
 Small enterprises that provide one-of-a-kind or specialised services.
 Vehicle manufacturers
 Cosmetic companies
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 The food industry
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A video news release can be used by virtually any type of business to market what they offer,
audience; however, companies, organisations, or individuals who intend to market themselves to the
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general public can use VNRs.
3.2.3 Audio Release
The audio release, like the press release, is a promotional piece that presents information about a
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certain firm and is given to journalists with the intention of suggesting topics for media outlets.
The audio release is typically used to announce news, debuts, and crucial information. It is delivered
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to AM and FM radio stations that that the client desires to notify. The file is recorded in MP3 format
and emailed to the press mailing list for review and download. Because the material with journalistic
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substance arrives to the newsroom edited and ready to print, sending the audio release is especially
appropriate for relevant stories for radio programmes such as a product launch or brand and a
testimonial or interview with the company's representative.
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New to Audio News Releases? Follow these 10 steps for ANR success
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 10 Steps to creating an audio news release.

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Step 1: Pick a vendor. Three Essential Things You Need to Ask About.
If you've never done an audio news release before, start by selecting a vendor that has extensive
expertise in both broadcast journalism and public relations, as well as one who will provide you with
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specialised, personalised service. Your radio vendor may provide services ranging from pitching and
feeding the ANR into radio station newsrooms to guaranteed placement choices with a branded
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message and a call to action. Here are three essential areas you should ask a prospective vendor
about:
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1. SERVICE. What is included in the price of your ANR service? Is it inclusive of writing,
revising, recording, producing, distributing, and reporting? What about the expense of
a studio and voice-over talent? Are there any extra expenses, such as those for last-
minute changes?
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2. PLACEMENT & REACH. What types of distribution platforms do you provide? Can I
obtain a job guarantee? Is it possible for me to target certain geographic markets? Do
you have any outreach possibilities for ANRs that speak Spanish or are based in
cities?
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3. REPORTING. How do you measure listenership? What is the source of your data, and
how current is it? How do you keep track of and report on results? What information is
contained in the ANR final report? How should I understand and convey these findings
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to my client? Will you please clarify this radio business jargon to me?
Step 2: Create your timeline for the ANR.

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Your vendor should supply you with a detailed production plan stating exactly what they'll require from
you by when so that your team keeps on track at all times. Effective production schedules will account
for:
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 Writing.
 Editing.
 Review.
 Approval of the script, and;
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 The final recording

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Working backwards from the intended broadcast/distribution week, the production calendar will
specify due dates for each stage of the process, from first discussions concerning ANR message
through the day you'll get a final report.
Step 3: Story, story, story Oh, and story

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Consider your ANR message to be a tale you're telling. Determine if your article falls under the
purview of hard news, problem awareness, or even public service, and write accordingly. A good
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storey is short and has three parts: a beginning, a middle, and an end.
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 Beginning: The introductory storey should pique the listener's interest. Get to the point
quickly: what makes your tale important, relatable, and relevant?
 Middle: Establish your authority and competence here, frequently with a soundbite from an
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expert. Add facts, numbers, and examples to your tale.
 End: Conclude with a compelling conclusion that reaffirms the substance of your statement.
Include a call to action if you're utilising assured placement.]
Step 4: Writing the script
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Work closely with your vendor to evaluate if they should write the item for you or whether you are
capable of producing the initial draught. The average script length is 60 seconds, or around 180
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words. If you do the writing, delegate the time and proposed modifications to your vendor. Writing for
audio is a specialised ability; make use of your vendor's experience for your ANR.
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Step 5: Stay in communication during the review phase
Your production timeline should allow ample time for all stakeholders to approve the screenplay.
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Depending on the customer, this might take many days or weeks. Will it have to go through legal and
regulatory approvals, or can the process be sped up for a speedy turnaround? Consider big holidays
and workplace activities that may throw a kink in the works. Keep your vendor up to date as the
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project progresses through the pipeline to keep the team on track.
Step 6: Schedule your spokesperson

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If you're going to use a spokesperson to deliver a portion of the message, plan ahead of time to
ensure their availability. Provide your vendor with two or three days and times when the
representative will be available to record — preferably, you should be ready to listen in as well. Most
soundbites may be recorded in 10-15 minutes, with the spokesperson performing numerous "takes" to
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ensure that the best one is utilised in the final production. This also allows you to make a quick
judgement about which "take" you like. Soundbite recordings should be made over a landline phone,
via Skype, or on a digital device. (Mobile phones have poor sound quality, which might lead to
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unsatisfactory results.)
Step 7: Choose Your Voice Over Talent

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Convey your vendor what sort of voice you want to tell your narrative in, and they will choose a voice
over artist that is a good fit for the screenplay. Consider gender, age group, and fashion. Are you
searching for a "newsy" read or a more "conversational" one, for example? You may give comments
to the performer on everything from emphasis to enthusiasm level if you listen in on the recording
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session.
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Step 8: Final editing – piece your release together.
Following the completion of the voiceover and soundbite recording sessions, your vendor will edit the
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piece together and provide you an mp3 audio to share with your customer for hearing and final
approval.
Step 9: Stamp your seal of approval.
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Within the initial agreed timetable, provide final approval of the ANR recording to your vendor. This
ensures that your article will be distributed or televised within the agreed-upon timeframe.
Step 10: Review the results.

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It's a good idea to look through the final report with your vendor to verify that you'll be able to
successfully convey the results to your customer. Get all of your questions regarding radio
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terminology, measuring technique, and the advantages of radio outreach addressed. The more you
know about radio, the better you'll be able to communicate the value and effect of your client's Audio
News Release.
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3.2.4 Social Media Release
The Social Media News Release is an updated method of preparing press releases that emphasises
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multimedia and data. The standard social media press release includes video clips, bookmarks,
citations, blog posts, numerous links, and resources, allowing the news editor to choose and choose
specific information pieces that best suit his interests, editorial style, and audience.
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The Social Media News Release is a method of releasing announcements that provides a uniquely
rich set of relevant aggregated information, in multiple media, all individually open to re-use and re-
distribution and capable of transforming a static text-only press release into a dynamic venue for
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relevant discourse and multimedia contributions on the topic." Though this new type of press release
is referred to by various names, such as the social media release, the social news release, or the
multimedia release, all of these terms converge to describe a new press release format that reflects
and integrates all of the communication methods and tools that web 2.0 has brought with it.”
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"The SMNR's primary role is simply to enable news publishers to capitalise on the Web familiarity that
has become established in consumer audiences." With more than half of consumers now creating and
sharing content online (Pew Research), it only makes sense to democratise access to corporate news
and multimedia assets to anyone (reporters, bloggers, laypeople) who may be interested, as well as
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to create a forum for community and context that has previously been unavailable via old-world press
releases."
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The Social Media Press Release Key Features
o Facts-rich - The announcement includes one or more parts that give concrete, non-hyped
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facts on the product/service being revealed.
o Organized in multiple content and resource components The user should have the
simplest time identifying and accessing the various content components that are of higher
relevance to him.
o RSS feed(s) that allow users to subscribe to updates and news about the storey that
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is being announced. There are also tailored web feeds by industry, country, and topic.
o Photos, images - a large bank of images depicting writers, product developers, products
in use, testimonials, and so on.
o
o
Links to many relevant resources
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A list of trackbacks and citations from other blogs.
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o Tagging facility - A tagging feature that allows readers to progressively better describe
and categorise your product/content service's category and related connection's topics.
o Social bookmarking tools that allow readers to easily repost, report, share, and
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email the social media release on platforms such as del.icio.us, Digg, and
Technorati.
o SEO-ready - an effective social media release will be blog-born, allowing it to be readily
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indexed by major blog search engines.

o Reader’s contributions - readers can offer more important information such as links,
comments, photographs, videos, and other relevant material.
o Tag Cloud - displays all relevant keywords in a graphic hierarchical order.
o News Radar on the subject of the press release.
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Top Five Principles of the Social Media Press Release

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Todd Defren explains the "whys" of the social media news release. They are as follows:
1. Democratize "Access" - The material (words, multimedia, and links) must be accessible to
everybody.
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2. Ensure "Accuracy" - First and foremost, given the electronic (and hence readily
manipulated) nature of the Social Media News Release, we should consider some form of
"Trustmark" scheme.
3. Embrace "Context" - Conduct research and give links to background material on your topic.
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Don't be afraid to learn about your competitors.

4. Build "Community" - We need to make it simple for anybody who watches the Social Media
News Release to: comment on its content; remix its multimedia features for use in blogs,
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YouTube, and online versions of conventional print newspapers; bookmark it using Social
Media tools, and so on.
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5. Be "Findable" - Optimize your release so that search engines can see and discover it.
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List of Components in a Social Media Release
This is a compiled this list of elements after reviewing a number of the templates that exist out there.
 Date/Time Stamp: Put a date & time stamp on your release.
 Keyword-Rich Headline
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 Sub Headline (if desired)
 Highlights: 3-5 bullet points of key facts
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 Summary: The narrative version of the highlights - could also be used as a Twitter
summary (e.g., 140 characters)
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 Relevant Links / URLs: The URLs of sites that are relevant to the release. Shouldn't be
overwhelming - 3 to 5.
 Socially Share This Content: There are lots of mechanisms available for sharing with
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various services. Use http://sharethis.com/ or http://www.addthis.com/
 Quotes: Separate sections for quotes from all sides involved and impartial experts. Ensure
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that there are links to specialists.
 Embedded Audio, Video, and Images: Include logos, screenshots, photographs, audio
snippets, video, and other related information.
 Traditional Press Release: The original press release in "easy to grab" format - for people
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who cut and paste or just republish.
 Company Information: Basic company information.
 Contact Information: A real person.

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Social Network Details: A subset of contact information. Links such as a Facebook page
or a Twitter account - anything is relevant and where the company/product/subject of the
press release will be present.
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 Tags: The most common are Delicious and Technorati - enter the keywords/tags that you
want/expect your material to show under.
 RSS Feeds: Include any press release feeds or blog feeds that the firm has.
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 Source URL: The original published URL - in the event that the SMR is printed.
 Trackback URL: I'd like to see more SMRs that incorporate trackbacks. The "Who's
connecting to us" area, which gathers the titles and URLs of connections to the SMR from
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blogs, etc., is an alternative.
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1) A ____________is a type of communication tool that is used to deliver information to
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news outlets about a certain issue.
a) Press release
b) Seminar
c) Web Seminar
d) Conference
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2) A _____________is a piece of video that is meant to look like a true news storey.
a) Event press Release
b) Video news release
c) Product Press Release
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d) Book Press Release
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3) The_______________, like the press release, is a promotional piece that presents

information about a certain firm and is given to journalists with the intention of
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suggesting topics for media outlets.
a) Video Release
b) Book Release
c) Audio release
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d) Product Release
4) The ________________is an updated method of preparing press releases that

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emphasises multimedia and data.
a) Partnership Press Release

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b) Rebranding Press Release

c) Social Media News Release
d) News Business Press Release
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5) What is the full form of RSS?

a) Really Simple Synopsis
b) Really Sample Syndication
c) Release Simple Syndication
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d) Really Simple Syndication
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Summary
 A VNR may give various benefits and, when done effectively, can be an effective component
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of a public relations effort.
 A video news release can be used by virtually any type of business to market what they offer,
audience.
 A press release is more than just a marketing tool to help businesses increase sales.
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 A press release is a type of communication tool that is used to deliver information to news
outlets about a certain issue.
 A VNR is offered to television newsrooms and is used as a tool to mould public opinion,
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promote the products or services that a corporation offers, popularise an individual, or support
some other form of interest in order to get attention.
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Activity
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1. Write a case study on “How can you make Press Release work Effectively”.
Glossary
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 A press release is a concise news item that is created by a public relations specialist and
delivered to a variety of media sources.
 A press release may also be referred to as a media statement, a news bulletin, or a news
release.
 The audio release is typically used to announce news, debuts, and crucial information.
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 The Social Media News Release is a method of releasing announcements that provides a
uniquely rich set of relevant aggregated information.
 A VNR is offered to television newsrooms and is used as a tool to mould public opinion,
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promote the products or services that a corporation offers, popularise an individual, or support
some other form of interest in order to get attention.
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1. Explain the concept of Social Media Press Release.

2. What is Audio News Release? What steps should be followed for success of an audio news
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release?
3. Explain the concept of Social Media Release.
Further Readings
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1. https://www.investopedia.com/terms/p/press-conference.asp
2. https://www.alchemyformanagers.co.uk/topics/GSwN3eqDyeSNCysm.html
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3. https://www.visitmonmouthshire.com/events-management/aims.aspx
Check Your Understanding - Answers
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1) a)
2) b)
3) c)
4) c)
5) d)
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Unit 3: Designing a Press Kit
Objectives
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 Learn about Press Release, backgrounder, fact-sheet

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 Understand Audio-visual material, stationery, gift

 Learn about Opening Speech, presentation
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Introduction
A press kit is a hard-copy or electronic presentation of your company's products and services. If you
choose to create an electronic press kit, please keep all information, including brochures and data
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sheets, in a Word document format rather than a hard-copy PDF, so that a journalist or analyst can
easily capture the information they need for a storey or news item directly from your materials. To
provide the media an option, many firms publish both a word and a PDF version of materials. The
presentation of your electronic documents is just as critical as the presentation of your printed
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products. If a physical hand-off is necessary or expected, we recommend that materials be provided

on a branded USB drive so that a journalist or analyst can readily identify whose company's materials
are on the drive and pick the format they want.
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Designing a Press Kit
1. Find & Choose a Design or Template

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Using a predesigned media kit template is the quickest and frequently best approach to build a press
kit. This will not only simplify the process, but it will also make it much faster, while still ensuring that
your press kit is well-designed. There are a few different sources to get a press kit template; which
one is best for your company relies on your brand's distinct style and your creative abilities.
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Here are some of the greatest resources for locating a press kit template:
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 Canva: Using Canva, you can create your own press kit for free with no graphic design
knowledge or tools, starting with one of their prebuilt media kit designs.
 Envato Elements: You can get complete access to limitless business template downloads,
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including professionally designed press kit templates (which you can customise using other
platforms like InDesign or Canva).
 Creative Market: Similar to Envato Elements, but with the opportunity to pay a one-time price
for professionally produced media kit designs.
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2. Customize Your Template with Your Information
The next step is to personalise the press kit template with your company's information after you've
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found the ideal one for your business and brand. This involves changing all areas of the media kit
template, such as your contact information, your firm's storey, facts about the company, primary
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goods and services, and personnel bios.
3. Add Photos
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Next, include photos of your products, employees, and/or places to make your press kit more visually
appealing and useful. Use professional photographs that highlight the greatest aspects of your
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company and the goal of your media kit. If your images are also accessible for download and
publishing by the press, make a note of it and include a link to high-resolution versions on the press
kit page of your website. If you don't have any high-quality photographs, try using Pixels' free stock
photos sparingly.
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4. Provide Your Company’s Media Assets (e.g., Logo)
Online media kits should contain downloadable logos for journalists and news organisations to utilise.
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Provide numerous high-resolution variants of brand and product marketing graphics and logos (if
applicable) (e.g., JPG and PNG). Improve your digital press kit by connecting to media assets and
adding photos and files on your website with branding rules explaining how and where to use them.
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5. Link to Past PZ`Zress Releases

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Include links to previous news releases on the back of your digital press kit to provide journalists with
context and further information about your firm. Make the most of your media kit by linking to it on the
marketing and press release sections of your website. Organize press releases in chronological order
to demonstrate your company's events and accomplishments. If your firm has gotten favourable
coverage from an outside news source, mention it in your press kit and on your website. Reporters
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will benefit from hearing how other journalists and media outlets handled your firm's storey, and
incorporating this information typically reflects favourably on your organisation and offers social
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evidence that your news is worthy of publication.
6. Include Additional Features Relevant to Your Business
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Press kits should be tailored to your company's demands as well as the interests of your target
audience. Include useful elements such as product recommendations, testimonials, or honours and
accolades relevant to the kit's goal. A band's press kit, for example, should include a discography,
press coverage, and live recordings of the band playing. Here are some other items to consider
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include in your press kit or on your website:
 List of awards and recognition: If your company has received notable honours, dedicate a
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part of your press release to a list of your achievements and distinctions.
Social media accounts: Both the PDF and online media kit versions of your company's
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media kit might include connections to its social media platforms. You can include these links
on your press kit webpage if you only have a downloaded press kit.
 Testimonials from customers or clients: Testimonials aren't simply a sales tool; they're
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also a valuable addition to your media package. Include the names and images of those who
submitted the testimonials if you use them (be sure to get their permission in advance).
 Product guide: Including a product guide is a wonderful idea for organisations that
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manufacture or market a unique product. Technical specs, dimensions, capabilities, and other
information relevant to your target audience may be included in your product guide.
 List of clients: Include a client list if you run a client-focused business (unless your company
has policies against it). This client list helps inform journalists and others about the sorts and
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sizes of firms you deal with. Again, always acquire your client's permission before using their
name in your press kit or on your website.
 Interviews: Journalists may be interested in speaking with company executives or founders.
Include links to any existing video, audio, or print interviews in the media kit. This provides
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journalists with information about past interviews and may generate more press coverage.
 List of patents: Depending on the nature of your firm, you may hold many patents. Patents
put you and your company ahead of the competition and may be a valuable addition to your
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press kit.
 Product sample: Product samples are an excellent complement to any media package.
Obviously, your options are restricted if you have a physical product and a digital press kit.
However, there are methods to offer reporters a sense of some items and services. Videos
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can be useful. For certain firms, guest logins to a web app, for example, may be an option.
Similarly, if it's feasible, provide a form for journalists to request a sample of your product for
use in their storey.
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 Mission statement: If your mission statement is an important component of your firm, include
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it in the press kit.
 Advertising collateral: You may also include links to PDFs or electronic copies of your
company's newsletter, flyer, landing pages, or other marketing resources.
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7. Promote Your Press Kit
After developing a press kit, you must distribute it so that journalists may discover it. There are two
basic strategies to accomplish this, and they are usually used in tandem. The first step is to make
your media kit available on your website. Create a "Press" page that you link to in your footer's
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navigation menu, and then link to your press kit from that page. The second method is to provide a
link to your media kit in your press releases.
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3.3.1 Press Release, backgrounder, fact-sheet
Press Releases
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Press releases should be up to date, concise, accurate, and timely. Journalists, in particular, use the
inverted pyramid strategy, which indicates that the most significant information is captured from the
top down on a press release. Here's a rundown:
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• A summary statement at the start of the release gives a quick and easy method for its readers to
assess if the information is relevant to them.
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• Bold subheads and bullet points highlighting product features and advantages make it easier for a
journalist or analyst to swiftly read the release for the information they want.
• Headlines should be no more than 100 characters long and properly describe the release's
substance.
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• Include your media contact information in the release so that a journalist or analyst may follow up.
If the release is an announcement that a company representative will be speaking at a conference or

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tradeshow, include a headshot of the speaker (as a link, if electronic), a brief biography of the
individual, and an easy-to-read information box on the speaker's presentation, including when (date
and time), where (physical location), and what topic the speaker will address. Include your contact
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information in the box so that a journalist or analyst can reach you before or after the session.
Backgrounder
Backgrounder data is a component of a fact sheet, which is a quick summary of an organization's or

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brand's financial status, services, history, important individuals, purpose, and vision. A backgrounder
is a brief essay that describes a topic or company in preparation for press coverage. It might be
offered by a public relations or freelance writer. It comes with press releases. In general, a
backgrounder is distributed to all media outlets with your news announcements, press conference
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invites, feature pieces, and other papers to provide a quick description of the firm.
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They are critical since a media outlet may use it in their statement. Backgrounders and fact sheets are
often brief and concise, with an emphasis on precision.
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Importance of Backgrounder in PR & Marketing

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The importance is stated as follows:
1. To offer a brief history of a problem or occurrence that is not included in a press release or press
advisory.
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2. Its objective is to provide information to media people and press writers. It is critical for the
corporation to want the media to have all of the details without having to delve too much.
3. The major components of a backgrounder include the story's leading summary, the issue's history,
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a description of the current action being taken, and some illustrative anecdotes that might be valuable
to media when producing the report. Because the release and advice are precise and to the point,
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they are included in the backgrounder.
4. It provides context for any storey about your firm that journalists may write or broadcast. It also
assists them in determining whether covering your firm comes within the scope of their media
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platform. They include information on the company's key goods and services, as well as its market
position. They also help with pitching to other venues, such as local or non-profit organisations.
5. They are quite accurate since the press may print or broadcast it, and answers are difficult to come
by, especially if you gave incorrect information.
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6. They contain online sites where the reporter can get further information. This allows you to write
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about a certain flagship product, and the link brings reporters to a website with specifications, pricing,
and media mentions for that product.
7. Reporters are time-sensitive professionals. Backgrounders provide them the information they need
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to produce or air a thorough storey on you, so they may choose your press release from the pile and
run it on air.
Fact Sheet
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A fact sheet, often known as white paper, information paper, or an information sheet, is your solution.
A fact sheet is a quick-reference product used in public relations to offer an overview of your
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company. Though fact sheets can be used on their own, they are most often utilised to support a
news release or website, anchor a press kit, or replace a brochure. The goal of a fact sheet is to
increase an organization's prominence and credibility. They are among a number of background
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materials used to improve the organisation and educate its audiences (a term used in PR). Journalists
use fact sheets to augment news releases and to aid them in the preparation of their own stories.
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1. Fact sheets assist others in better understanding the scope of services and benefits, the
magnitude of a problem, the importance of an issue, the fascinating or uncommon elements
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of a programme, or comparative data.
2. Individuals may use the information to determine whether to support the organisation or a
programme, attend an event, or purchase a product.
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Fact sheets are sent independently as hard copy or electronically by e-mail, or as part of a package,
such as a press kit, user guide, or Web site.
1. Fact sheets must always be self-contained: they must be able to stand on their own, whether
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or not they are included in another package. They don't need any extra explanation.
2. Fact sheets should make it clear who is funding them. The name of the organisation is
prominent.
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A fact sheet is usually one or two pages long and provides the who, what, when, where, why, and
how of a company. A fact sheet's components include the following.
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1. Your company name, address, phone number, and website address should all be in the upper
left corner. If you're using company letterhead, skip this step.
2. On the upper right, provide a contact name, title, phone number, and email address.
3. Triple space down and input the subject's name. This should be in upper case and centred.
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4. Double space down and put "Fact Sheet," which should be centred as well.
5. The fact sheet's body is divided into two columns. The headers on the left side are all in upper
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case type, such as history, vision, mission, purpose, and future. The header descriptions are
located on the right side. The descriptions should be concise sentences that fit in the second
column.
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6. If the document is longer than one page, put "-more-" at the bottom of the first page in the
middle.
7. "###" should be cantered and added at the conclusion of the information page.
8. Finally, double space down and enter the month and year in the flush right position.
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Create a clear and detailed distribution plan after you have a finalised fact sheet to guarantee that
your target publics receive the material. Begin by determining whose audiences will get the things and
the best manner to get them into their hands. You could wish to include the information sheet in new
client mailings, emails, and on your website, for example.
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3.3.2 Audio-visual material, stationery, gift
Audio Visual Resources are materials that do not rely primarily on reading to communicate meaning
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and deliver information as audio resources or through a mix of both senses. With the tremendous
advancement of technology, Audio Visual Materials are currently employed by a variety of businesses
and institutions that are involved in delivering and spreading information services to their respective
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clientele.
Types of Audio Visual Materials: Broadly Audio Visual Materials are three types.
1. Auditory Materials: Auditory means of or relating to the hearing. This includes:

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 Recordings
 Tele-lecture
 Radio
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 Sound Films
 Telephone, etc.
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2. Visual Materials:
Visual Materials are those materials which we see and can be understood by observing the visual
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aspect of any object. They include:

 Projected materials- slide, film-strips, film
 Illustrated books
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Chart
 Picture
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 Maps
 Globes
 Atlas
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 Poster
 Models
 Drownings
 Cartoons, etc.
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3. Audio Visual Materials: Audio Visual Materials are the combination of Auditory and visual
materials. This may include:
 Television si
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 Film
 Motion Picture

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Video tapes
 Printed material with recorded sound

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Demonstration
 Gift
The phrases gift and gifting are rarely explicitly defined, but are commonly connected with something
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given without receiving money, sometimes with the expectation of reciprocation and a change in the
recipient's relationship. Extensive prior work in a variety of disciplines focuses on gifting as a process
and demonstrates a broad conceptualization of the gift construct to include actions as diverse as
charitable giving, tipping, self-gifting, and volunteering, where relationship development and
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reciprocation are largely irrelevant. Two ideas are presented to advance the field: first, that giving
research identify two sorts of presents, transactional and relational; and second, that the exchange
paradigm and its underlying social exchange theory become key in improving understanding of
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relational gifting. The authors propose that empirical researchers may revisit the relational paradigm
with a more quantitative, modelling approach, and the study demonstrates how this can be done.
The exchange of a present or gift from one party to another varies from other types of transactions.
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The giving process is crucial in social integration because it serves four purposes: communication,
social exchange, economic exchange, and socialisation (Belk 1979). There is no direct exchange of
goods or services, but a present may be given with the anticipation of a return, either in the form of a
reciprocal gift or a benefit from giving, such as if the giver feels emotionally pleased if the gift is well
received. The gift has several symbolic meanings and has been defined as an invitation to partner as
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well as a statement of a social relationship (Sherry 1983). However, the act of giving is only one
component of what may be a complicated process extending from choosing to relationship
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development, a process that differs significantly from that of purchasing for self or family use.
3.3.3 Opening Speech, presentation
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 Speech
Speech is a kind of communication that involves talking or giving a presentation to an audience. It is the
act of speaking; the expression or sharing of one's ideas and feelings via the use of spoken words.
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Here are 15 different ways to begin a speech
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1) Thank The Organizers and Audience
You might begin by thanking the audience and the organisation for asking you to speak. Refer to
the person who introduced you or one or more of the top executives in the crowd. This
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complements them, makes them feel pleased and delighted about your presence, and ties you to
the audience in the same way that an electrical plug in a socket does.
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2) Start With a Positive Statement

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You might start by informing the audience how much they will appreciate and like what you have
to say.
As an example, you could say:

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"You're going to have a great time with me this evening." I'm going to share some of the most
essential concepts that have ever been found in this field with you." Remember that speaking is
an art form, therefore be an artist and master your presentation.
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3) Compliment The Audience
Begin by truly and respectfully appreciating the individuals of the audience. Smile like though
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you're overjoyed to see them, as if they're all old pals you haven't seen in a long time. You might
tell them that it is an honour for you to be here, that they are some of the most influential
individuals in this business or sector, and that you are excited to share some vital ideas with
them.
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You may say anything along the lines of:

"It is a privilege to be here with you today." You are the elite, the top 10% of this industry's
workforce. Only the absolute finest in any area will take the time and make the sacrifice to go
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such a long distance for a conference like this."
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4) Start Your Speech by Referring to Current Events
Use a front-page news item on a current incident to introduce your topic and to show or support
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your thesis. You can bring a copy of the newspaper with you and hold it up wh ile you make your
introduction. This visual picture of you holding the paper and reciting or reading an important
topic captures the attention of the audience and motivates them to lean closer to hear what you
have to say.
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5) Refer To a Historical Event
You can refer to an historical event, the lives and campaigns of the great generals (like Alexander
the Great), and the decisive battles they won.
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For example:
If asked to give a talk on leadership principles to a roomful of managers for a Fortune 500
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company.
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The campaign of Alexander the Great against Darius of Persia would make a wonderful narrative
that would demonstrate the leadership abilities of one of history's great commanders.
You can begin your speech with the following words:
"Once upon a time, in a destitute nation, there lived a young guy named Alex." Alex, on the other
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hand, was a touch too ambitious. He determined at a young age that he wanted to conquer the
entire known planet. But there was a minor snag. The Persian Empire, commanded by King
Darius II, ruled over the majority of the known globe. To achieve his goal, Alex would have to
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steal the market share away from the market leader, who was adamant about keeping it.
This is the same position that exists now between you and your top market competitors. To win
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the major marketing wars of the future, you will need to deploy all of your leadership talents."
6) Refer To a Well Known Person

(c
Begin by quoting a well-known individual or outlet that has lately made an important point. One of
the topics I discuss on a daily basis is the significance of ongoing personal growth.
You may say something like this:
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"Knowledge and know-how are the keys to success in the twenty-first century." 'If you're not
getting better, you're growing worse,' basketball coach Pat Riley once s tated.
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7) Refer To a Recent Conversation
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Begin by narrating a tale about a recent discussion you had with someone in the audience.
For example, you might say:
"I was just conversing with Tom Robinson in the foyer a few minutes ago." He informed me that
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this is one of the finest times to be in this sector, and I agree."
8) Make A Shocking Statement
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You can begin your speech with a surprising statement of some type.
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For instance, you may say something like:
"According to a recent survey, the coming year will see more change, competition, and
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possibilities in this market than ever before." And, if they do not quickly adjust to these changes,
72 percent of the folks in this room will be doing something new in two years."
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9) Quote From Recent Research
You may begin by citing a recent study report.

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Here's an example:
"According to a recent edition of Businessweek, there were about 11 million billionaires in

America in 2018, the vast majority of whom were self-made."
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10) Start Your Speech by Giving Them Hope

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"The sole religion of mankind is, and always has been, hope," stated the French philosopher
Gustav Le Bon.
When you talk successfully, you give them a glimmer of optimism.

(c
Remember that the ultimate goal of speaking is to motivate others to do things they would n ot
have done otherwise. Everything you say should be about the actions you want people to take
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and why they should do them.
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11) Be Entertaining
Bill Gove used to step onto the stage after his introduction if he had just completed chatting to
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someone on the side and was breaking off to give his talk to the group. The audience had the
impression that his entire speech was one long chat. Bill would frequently walk to the edge of the
platform, drop his voice in a secretive tone, open his arms, and encourage the audience
members to come a little closer. He'd say, "Come here, let me tell you something," and then
gesture them forward as if he was ready to reveal a secret to the entire room.
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The incredible thing was that everyone in the room would lean forward to he ar this "secret" he
was going to reveal. People would all burst out laughing when they realised what they were
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doing. It was a brilliant method for capturing the audience's attention.
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12) Ask A Question
You can begin with a positive comment and then pose a question that requires a show of hands.
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Consider the following:

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"It's an exciting moment to be alive and doing business in America." How many individuals here
are self-employed, by the way?"
Raise your hand if you want others to do anything. I've used this phrase before, and when a few
hands go up, I ask someone in the front, "How many individuals here are truly self -employed?"
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"We all are!" someone will always remark.
"You're correct! ", I say after complimenting and affirming the response. We are all sel f-employed,
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from the time we start working to the day we retire; we all work for ourselves, regardless of who
signs our pay checks."
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13) Open With a Problem
You can begin with an issue that has to be solved. If it is a problem that practically everyone has ,
(c
you will have the audience's total and undivided attention right away.
For instance, you might say:

"Fully 63 percent of baby boomers are approaching retirement without enough money set aside to
fend for themselves for the rest of their lives." We must address this issue and take prompt
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measures to ensure that each retiree may live comfortably for the rest of his or her natural life."
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14) Make A Strong Statement, Then Ask a Question
You might begin by making a forceful remark, followed by a question. Then you respond with an
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answer and ask another inquiry. This quickly engages them and has them paying attention to
your every word.
Here's an illustration:
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"Twenty percent of our society's citizens make 80 percent of the money." Are you a member of
the top 20%? If not, would you like to enter the top 20% or perhaps the top 10%? So, in the
following few minutes, I'll give you some suggestions to help you become some of our society's
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highest-paid people. Is that a reasonable objective for our time together today?"
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15) Tell A Story
You can begin your presentation with a narrative. "Once upon a time..." is one of the most potent
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words that captures the audience's full attention.
People have an insatiable need for stories of all kinds since infancy and early childho od. When
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you begin with the phrase "Once upon a time..." you are informing the audience that a narrative is
about to begin. People quickly calm down, become quiet, and lean forward, as if they were
children around a campfire.
One of the finest public speaking techniques is to use the tale approach.
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 Presentation
A speech presentation is when you speak in front of an audience with the goal of informing,
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demonstrating, explaining, or persuading them. The presentation is usually written first, then
performed, and it contains an introduction, a body with primary focal points, and a conclusion. The
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audience influences the subject content, word choice, and delivery. Visual aids are frequently used in
presentations provided they are useful and relevant. Almost all speeches fall into one of three
categories: informational, persuasive, or motivating.
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 Informative
An instructive speech is based on factual information and is provided objectively in order to raise
awareness and comprehension of a specific issue. A variety of reputable sources are required to
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corroborate the information presented in your speech presentation. Many officials from health-related
organisations, for example, deliver instructive speech presentations to raise public knowledge of
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various diseases and how to prevent them.
 Persuasive
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A persuasive speech presentation is provided to persuade the audience to think or believe the same
way you think or believe. It might be founded on facts or on an opinion. The objective is to compel the
viewer to act in some manner, whether it's by purchasing a product, signing a petition, or donating
money to a good cause. Politicians, for example, present speeches to persuade citizens to vote for
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them in an election, while salespeople deliver speeches to persuade customers to buy their products.
 Motivational
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Motivational speeches are highly emotive and are delivered in a variety of venues. Speakers aim to
excite, motivate, and stimulate their audiences to improve their personal or professional life.
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Corporations frequently engage motivational speakers to inspire people to work harder, sell more, or
take pride in their company and job. They present the audience with measures to take in order to
accomplish a certain objective, such as professional advancement or improved health, as well as
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examples of how to reach such goals.
 Delivery
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The delivery of a speech presentation is one of the most significant parts. Successful presenters
maintain eye contact with their audience; this expresses confidence and helps the audience to
connect with them. The speaker's use of voice inflection and facial emotions allows her to organically
reflect what she is saying. It's fine to move about a little while speaking and to use hand gestures to
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highlight a point now and again, but don't overdo it.
7 Ways to Open a Speech or Presentation

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Here are seven effective methods to open a speech or presentation:

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1. Quote
Starting your speech with a pertinent quotation can assist establish the tone for the rest of
your speech. "It normally takes me more than three weeks to prepare a decent spontaneous
speech," for example, is a phrase I frequently use to begin a presentation about public
(c
speaking. Twain, Mark.

2. “What If” Scenario
Drawing your listeners into your speech right away does wonders. Inviting the listener to
follow your mental process by asking a "what if" question. "What if we were all direct?" What
difference would it make in our daily lives? What if we shouted whatever was on our thoughts
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all day, every day?"
3. “Imagine” Scenario
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A similar approach, but more appropriate for spectacular cases. It immerses your audience
members in the presentation by helping them to imagine an amazing event. "Imagine leaping
out of a skydiving plane only to find out your parachute isn't working. What recollections
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would come to mind? Assume the parachute is now open. "How would you behave differently
if you landed?"
4. Question
Pose a logical or rhetorical question. When someone is asked a question, whether a
response is required or not, that individual responds instinctively. "Who wouldn't want to live
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on a beautiful tropical island?"
5. Silence
A pause, whether two or ten seconds long, permits your audience to sit and relax. The
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majority of listeners anticipate that a speaker will begin right away. An extended pause
focuses all attention on you, which is exactly what you want.
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6. Statistic
To get your point through quickly, use a surprise, strong, unique statistic that will resonate
with the audience. It has the capacity to elicit an emotional response from the viewer.
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7. Powerful Statement/Phrase
A remark or phrase might capture the attention of the audience by keeping them wondering
about what you're about to say next. Using the silent method afterwards enhances the effect.
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"We're not going to win." We're not going to win..."
(Pause)
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"... Every newspaper in the country is saying that."

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1) A _____________is a hard-copy or electronic presentation of your company's products

and services.
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a) Press kit
b) Press Release
c) Fact Sheet
d) Speech
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2) A __________________is a brief essay that describes a topic or company in
preparation for press coverage.
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a) Quote
b) Fact Sheet
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c) Backgrounder
d) Press Release
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3) A ____________is a quick-reference product used in public relations to offer an
overview of your company.
a) Press Release
b) Backgrounder
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c) Fact sheet
d) Press Kit
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4) ______________are materials that do not rely primarily on reading to communicate
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meaning and deliver information as audio resources or through a mix of both senses.
a) Audio Visual Resources
b) Visual Resource
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c) Audio Resource
d) Media Resource
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5) An _____________ is based on factual information and is provided objectively in order

to raise awareness and comprehension of a specific issue.
a) Demonstrative Speech
b) Instructive speech
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c) Debate Speech
d) Pitch Speech
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Summary
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 Using Canva, you can create your own press kit for free with no graphic design knowledge or
tools, starting with one of their prebuilt media kit designs.
 Online media kits should contain downloadable logos for journalists and news organisations
to utilise.
(c
 Press releases should be up to date, concise, accurate, and timely. Journalists, in particular,
use the inverted pyramid strategy, which indicates that the most significant information is
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captured from the top down on a press release.

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Fact sheets assist others in better understanding the scope of services and benefits, the
magnitude of a problem, the importance of an issue, the fascinating or uncommon elements
of a programme, or comparative data.
 The phrases gift and gifting are rarely explicitly defined, but are commonly connected with
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something given without receiving money, sometimes with the expectation of reciprocation
and a change in the recipient's relationship.
 A summary statement at the start of the release gives a quick and easy method for its readers
to assess if the information is relevant to them.
 A fact sheet is a quick-reference product used in public relations to offer an overview of your
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company.
Activity
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1. Discuss about Presentation. What you would keep in mind while giving a speech or
presenting?
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Glossary
 Backgrounder data is a component of a fact sheet, which is a quick summary of an

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organization's or brand's financial status, services, history, important individuals, purpose, and
vision.
 A fact sheet is usually one or two pages long and provides the who, what, when, where, why,
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and how of a company.

 Speech is a kind of communication that involves talking or giving a presentation to an audience.
It is the act of speaking; the expression or sharing of one's ideas and feelings via the use of
spoken words.

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A persuasive speech presentation is provided to persuade the audience to think or believe the
same way you think or believe.
 Motivational speeches are highly emotive and are delivered in a variety of venues. Speakers
aim to excite, motivate, and stimulate their audiences to improve their personal or
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professional life.
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1. What is a Press Kit? Describe the steps to design the same.

2. Explain the concepts of Press Release, backgrounder and fact-sheet.
(c
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Further Readings
1. https://sendpulse.com/support/glossary/event-invitation
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2. https://automizy.com/blog/event-invitation-email/
3. https://thrivemeetings.com/2013/02/four-ways-to-be-smart-when-managing-food-allergies-at-
events/
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1) a)
2) c)
3) c)
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4) a)
5) b)
Unit 4: Post-Conference PR si
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Objectives

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 Learn about Press Conference

 Learn about Compilation of media coverage
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Introduction
A press conference is an important public relations tactic. The fundamental function of public relations
is to manage a company's reputation and to aid in the development of public support for its ventures.
The purpose of public relations is to build and retain goodwill with the majority, if not all, of its
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audiences. Failure to do so may result in customer and income loss, lost time dealing with complaints
or litigation, and loss of esteem. The publics of a firm change all the time. A well-executed public
relations strategy is a continuous process that shapes good long-term connections and is critical in
relationship marketing and integrated communications. When a company has important news to
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disclose, such as the launch of a new product or an advertising campaign, it will typically arrange a
press conference. Although this method of transmission is employed less frequently by organisations
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and companies, it may be quite successful.
A press conference is a method for generating news, particularly hard news that can help your
organization's cause. A hard news storey is one that appears in the print or electronic media and is
current, substantial, conspicuous, and relevant. Consider a swarm of media reporters attending an
(c
event you've arranged. This may be thrilling material, as well as a significant opportunity for your
company. Holding a press conference for the first time may be difficult, if not terrifying. However, the
information in this part will walk you through the procedure, and you'll see that it's not all that difficult.
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Definition
Press Conference
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A press conference is an event that is held to formally deliver information and answer media queries.
In addition, press conferences are called in reaction to specific public relations challenges.
The company's executive management, press liaison, or communications officer usually leads
corporate news conferences. Given limited resources, it may be difficult to garner considerable
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media attention, particularly at a period of quarterly or yearly profits, unless a firm has a really unique
or noteworthy item to offer.
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Corporations and other enterprises, politicians, and other government officials hold press
conferences.
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Public Relations
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Public relations (PR) refer to the tactics and strategies used to manage how information about an
individual or corporation is transmitted to the general public, particularly the media. Its key objectives
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are to convey significant corporate news or events, maintain a brand image, and put a good spin on
unpleasant occurrences in order to limit its consequences. Public relations might take the shape of a
firm press release, a news conference, interviews with journalists, social media posts, or other
venues.
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Every individual or institution working in the public light faces the public dissemination of information
about them or their operations. While public relations is a separate sector, every endeavour to present
oneself in a particular way to others may be regarded a sort of public relations.
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 Importance of press conference as a tool of public relations

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A press conference is a powerful instrument for advancing an organization's cause and gaining
publicity in newspapers, magazines, websites, and on TV news programmes. Rather than arranging
up interviews with individual reporters or sending out news releases, press conferences allow an
organisation to communicate with a large group of journalists at once, making it an efficient approach
(c
to swiftly convey public relations messaging.
Press conference as a tool of public relations

This press conference, which was attended by journalists from numerous media outlets – both print
and electronic – provided SIIMA with a significant amount of attention, which was the intended aim.
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This was accomplished using the following methods:
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 Press kit: Each journalist received a press package with fact sheets, background information,
and products. This press kit was tremendously helpful in registering the organisers' intended
message in the brains of the media men and providing the journalists with the tools they
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needed to propagate the message.
 Celebrity effect: The organisers were astute in inviting notable celebrities to the press
conference in order to capitalise on their fame. The inclusion of well-known South Indian
actors such as Khushboo, Pranitha Subhash, Kriti Kharbanda, Devi Sri Prasad, Nandita,
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Rana Daggubati, and Sivakarthikeyan was bound to please their legions of admirers. This
was an intriguing enough motive for the media to give this event major publicity.
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
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 Speaking right: Brinda Prasad, the chairman of SIIMA who adopted the position of
spokeswoman, did and said everything correctly. She used the press conference to generate
excitement and anticipation for the event. Her announcement of the various categories in
which the awards would be distributed was a strategic move on her part to build up the hype;
(c
even her advance thanking to popular actors like Shriya Saran, Nivin Pauly, Adah Sharma,
and Simbu, amongst others, for their upcoming performance during the award ceremony, was
a smart teaser of the entertainment in store.
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 Event sponsors scooping mileage: This press conference not only worked as an excellent
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public relations tool for SIIMA, but also for event sponsors such as Micromax, Malaysian
Airlines, Askme.com, and Red Bull, who viewed it as an opportunity to raise brand
awareness. This was abundantly clear from the logos shown during the event and the
simultaneous campaigns put out on their various social media accounts.
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 Actions to Take Immediately After Attending a Conference
Attending a conference is a great opportunity to meet new people and network. As well as gaining key
scientific and industry insights and passing this information on to a team. Many participants, however,
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concentrate only on the event. There are numerous activities that should be followed after attending a
conference in order to maximise its benefits as effectively as feasible.
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1) Immediately Embrace the Social Edge After Attending a Conference
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People want their voices to be heard. Social networking is undoubtedly the single most potent
instrument that individuals have for connecting with and communicating with other professionals.
Following a conference, many attendees will post about their experiences on social media or in blog
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entries. This is a priceless tool for appreciating what others have to say. We should also mention that
connecting out to conferences is a great method to boost your social media presence and make new
contacts.
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2) Follow Up, Connect and Personalize
Another post-conference recommendation is to actively follow up with fellow participants and

stakeholders via professional social platforms and emails. This activity will aid in the preservation of
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such solid connections. Furthermore, it may be prudent to select the social media networking
opportunities that were formed during the scientific or business meeting. Connect with your peers and
expand your digital relationships by using professional portals such as LinkedIn. This not only reflects
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a forward-thinking mindset, but these same relationships might prove to be essential in future
enterprises.
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3) Engage With the Organiser and Send Feedback
Organizers are always interested in hearing what their attendees think. After all, this is one of the
finest methods for them to understand how their plans affected the event and how they might better in
(c
future editions. This should be done as soon after attending a conference as feasible, when memories
and impressions are still fresh. Although you may be able to meet with this individual in person, it is
more likely that you will be able to provide online feedback in the form of a poll, an email, or a contact.
Let us never forget that the simple remark "thank you" has a lasting impact.
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4) Collaborative Reviews
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Another important step after attending a conference is to reconnect with your team and discuss your
(possibly mutual) experiences. Once again, this post-conference information may be effective
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instruments for improving your existing operations and providing essential knowledge that may affect
your everyday actions. Share all takeaways with teams and, if feasible, set aside time for an in-house
meeting. This is very important for those who were unable to attend and will undoubtedly have
numerous questions.
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5) Reflect On Conference Goals and Collate all Information
After a meeting, try to assess whether or not your objectives were reached. How successfully did the
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sessions and speakers respond to your questions? Furthermore, what knowledge did you acquire
from their lectures and meetings? The chances are that you came away with a better knowledge.
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Unfortunately, much of this knowledge will be lost if it is not properly captured and compiled. Make a
note of your impressions and any turnkey solutions that were given. Also, make a note of the names
of people you believe were critical to the overall success of the event. You will then be able to share
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this information with your co-workers and stakeholders.
It’s a good idea to follow up with local and national news teams to make sure that they got all
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that they needed.
If there was another event on the same day and some press teams didn't make it to your press
conference, phone and let them know you have a tape, and send an email with a media kit. Even if
they weren't present, they might be able to use part of it. If required, you may also offer to set up
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interviews with the participants later.
It's also a good idea to share news coverage on social media and your own website for maximum
exposure, as well as to read over your press conference and the following coverage to see what you
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can learn from it.

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Following Up After the Press Conference

Decide who you want to thank after the press conference. Take a look at the sign-in sheet. Reach out
and thank folks from the sign-in sheet. Offer to answer any follow-up questions or give them a copy of
the press kit if you obtain their contact information. This is the moment to build relationships, so
(c
attempt to keep these interactions constructive.

These are strategies for maximising the power of the modern conference. As a result, it is remarkable
that a considerable proportion of delegates see these events as a one-time occurrence. In the worst-
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case scenario, as a method of socialising and nothing more. Conferences are meant to be mutually
collaborative templates that allow all stakeholders to interact and obtain further clarity and insight. An
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organised post-conference schedule should always be implemented to ensure that this specific
experience will be helpful in the future.
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3.4.1 Compilation of media coverage
Definition
Content presented by public relations (PR) experts and generated by reporters and writers to discuss
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your brand or client is referred to as media coverage.
Types of media coverage
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There are four forms of press coverage, and the distinctions between them are becoming increasingly
blurred as journalists employ omnichannel marketing strategies. The four types of media coverage
are:
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1. Television
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Over the years, the face of television has evolved, with many people viewing their favourite shows
and ingesting the newest news articles via over-the-top (OTT) media providers.
Nonetheless, television as we know it now is a very popular kind of visual mass media. Gaining
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publicity through this channel necessitates significant advertising efforts, or a firm should have
amassed enough popularity to be presented on television.
2. Radio
Radio, an audio-only kind of communication, is a low-cost medium that businesses of all sizes may
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investigate. Radio has a broad audience and isn't just for vehicle journeys. Most radio stations now
have an internet presence, delivering old-school frequency waves to a new age.
3. Print
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With the world turning digital, it may appear that paper is becoming obsolete. Print media, on the
other hand, remains important for creating media attention. Large segments of society actively read
)A
newspapers and periodicals. Today, print has been given a digital facelift, with by-lines and editorial
articles making their way to the internet.
4. Online
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The web medium, perhaps the most profitable channel for garnering media attention, has offered
individuals and organisations alike the ability to become viral at the drop of a hat. With the help of
internet platforms, re-shareability has become significantly more common.
Aside from these many channels, media coverage may also be divided into the following categories:
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 Earned media: Publicity obtained via organic means rather than through paid advertising.
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This form of publicity is created by third-party sites spreading material across their channels,
social media tags and mentions, or word of mouth.
 Owned media: Owned media is content that an organisation owns and controls. In-house
material such as blogs, articles, case studies, social media postings, and videos developed,
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hosted, and published directly by the firm is included.
 Paid media: Coverage gained via the use of paid advertising. Sponsored postings on social
media, sponsored content across several websites, display adverts, or commercials between
shows on OTT platforms, broadcasting channels, or the radio are examples of this.
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 How to get media coverage
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While it may appear like media coverage occurs suddenly, a significant amount of time and work is
involved behind the scenes. Every trending article or press release that we see online involves
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numerous hours of strategizing and relationship-building that might last days, weeks, or even months.
Obtaining favourable media attention is like to obtaining a golden goose. Media professionals, like
hunters, may attract media attention by either sitting still and waiting for their prey to approach them
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or actively pursuing it.

Depending on the amount of time available and the company's media objectives, public relations and
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communications professionals can achieve extensive news coverage in two ways: proactively or
reactively.
1) Proactively engaging with journalists

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A proactive strategy entails actively developing and spreading compelling material in the form of press
releases and social media announcements, as well as holding press conferences for members of the
media when a significant event happens. This strategy also entails locating and targeting the best
reporter or media outlet for your journalistic goals.
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Consider any proactive tactic to be a pursuit through a dense jungle. To conduct a successful hunt,
you must first examine the targets' (or, in our case, journalists') tracks and behavioural patterns, then
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set the bait and fire. Getting media attention is based on a similar philosophy.
Communications professionals must leave a trail of good in the shape of compelling content. They
must also distribute this appealing information in neighbourhoods or locations where reporters and
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media publications normally circulate. This can be accomplished through the use of social media
networks, search engine results pages (SERPs), or other media outlets. At the end of the day,
journalists are continually on the lookout for new information and stories.
2) Make authentic connections
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Begin by interacting with journalists and opinion leaders who share your PR tasks and responsibilities.
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For example, if you're representing a sports team, reach out to ESPN reporters rather than Vogue.
Follow relevant journalists and bloggers on Twitter, leave comments on their LinkedIn articles, and get
to know what makes them tick.
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If you truly want to go above and above, meet with them in person. This may seem a little extreme,
but if you're in the same region, meet them for coffee and attempt to create an honest professional
connection. Human interaction is the most effective method to connect. Networking assists in avoiding
the often-ignored cold outreach. You will be able to pitch your material more confidently after you
have established a trustworthy working connection. Reporters love to assist, and if you know them,
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you can tailor your pitches to their specific requirements. Speaking of pitches, let’s look at another
crucial part of any public relations program: a pitch.
3) Craft the perfect pitch
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Most pitches are delivered to journalists in the form of a clear, short, and customised email, which
may result in earned media on the desired topic for a communications professional. A media pitch's
objectives are to increase website traffic, gain a news notice, increase income, and obtain backlinks
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to online content.
Learning how to create a pitch is difficult, but after you've nailed down your personal technique, you'll
see that honing your pitching tactics is critical to garnering responses and, eventually, media
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attention. A pitch should begin with an attention-grabbing subject line and continue with three
paragraphs. The first paragraph should be customised and brief. The second should contain original
research. Finally, summarise your major arguments and end with a call to action (CTA).
 Write a stand-out press release

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Press releases, whether you like them or not, continue to deliver you today's news on a silver platter.
When press releases are eye-catching, cover a novel aspect, present material that hasn't previously
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been published, and are targeted to the reporter, they can secure media coverage. Isn't it a bit much
to expect for something of approximately 500 words?
Writing a press release is essential to a successful public relations effort. It also acts as an excellent
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framework for reporters to create a narrative upon. Your press release should make the job of the
journalist simpler, not more difficult. It takes time to perfect the ins and outs of making journalists want
to cover your press release, but when done correctly, they result in very effective PR campaigns. If
you haven't yet formed personal ties with the media, you can bulk distribute your press release using
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press release distribution software. That manner, it can reach a wide number of news media outlets,
and you can anticipate a significant number of them to cover your press release.
1) Hold press conference
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If your event is noteworthy, timely, and relevant, you should conduct a press conference. When press
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conferences are overdone, they receive less coverage, and reporters lose faith in your public relations
ability.
The simplest method to organise your press conference preparation is to divide it into three stages:
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before, during, and after. This allows you to concentrate on one moving element at a time rather than
trying to juggle several things at once. The majority of the work has already been performed prior to
the start of the press conference, with media outreach being the most significant component of the
preparation. Create an exciting press conference theme to get the media to attend your event. In a
nutshell, offer the press FOMO (fear of missing out) in order to obtain media coverage. Finally, if the
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issue isn't fascinating and thrilling, there's no reason to conduct a news conference in the first place.
2) Engaging with journalists reactively
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A reactive technique is analogous to sitting still and patiently waiting for the proper target or lead to
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come to you. Journalists are always on the lookout for a good storey. They search for a certain style
of article from time to time, depending on their editorial calendar.
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 If public relations experts see a solid match between what the writer wants to cover and the
narrative a company has and wants to share, they can answer to a journalist's request for
particular content and contribute to a working article. This contribution might take the form of
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a full-fledged tale, a statement from an industry expert (an existing customer or a member of
the C-Suite), or a statistic collected from an internal survey or research.
 Help a Reporter Out (HARO) media coverage services are a wonderful method for companies
to learn about what journalists are searching for and respond to their requests accordingly.
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Inquiries from reporters and freelance journalists are collected in one location by these
services.
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 These journalists have access to a large database of sources. Responding to these enquiries
allows businesses to contribute to the research process or share a relevant narrative. This
entire process results in organic media attention, which benefits both sides.
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 With this technique, it's critical to answer as soon as possible because many businesses will
be contacting a reporter in order to receive media attention from the exercise.
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It's also important to note that, no matter how tempting it may be, this process should not be
considered like a bulk buy from a wholesaler. You may have a plethora of journalist inquiries that
appear to be ripe for the picking; however, limit your responses to those that are a suitable fit for your
brand and industry. This keeps your messages and pitches from being diluted, and it allows you to
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establish a strong, continuous relationship with the journalist in question.
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Here are a few media coverage services you should know about:
 Help a Reporter Out (HARO)
 #JournoRequest
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 SourceBottle
 Press Plugs
 Qwoted
 RadioGuestList
 Response Source
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 Press Hunt
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Another effective approach is to use Google Alerts to monitor important references in your target
sector or specialty. Monitoring when your immediate rivals make a splash in the press, for example,
might provide an opportunity for your company to actively join in the discussion.
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Another instance when setting up notifications may be advantageous is when consumers or industry
experts are talking about you, or rather, a service you provide to the market. Tracking trends and what
people in relevant areas are saying is a wonderful approach to develop your storey ahead of time so
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that you have information ready to publish when reporters cover the issue.
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Regardless matter the strategy you use to obtain media attention for your company, it is
critical to organise your PR actions ahead of time and:
 Develop media relations and a tailored media list.

 Determine the most pertinent news organisations and reporters.
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 Practice your pitching abilities to get past the media gatekeepers.

 Put several PR tools and services to the test for both proactive and reactive PR campaigns.
 Plan what message your company wants to deliver to the public and how you will share your
story.
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 Create content that is appealing to the mainstream media (original research, newsworthy
stories, expert opinions, or images and infographics).
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True/False
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1) The fundamental function of public relations is to manage a company's reputation and to aid
in the development of public support for its ventures. ( )
2) A press conference is a method for generating news, particularly hard news that can help
your organization's cause. ( )
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3) Public relations (PR) refer to the tactics and strategies used to manage how information about
an individual or corporation is transmitted to the general public, particularly the media. ( )
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4) Another post-conference recommendation is that one should not actively follow up with fellow
participants and stakeholders via professional social platforms and emails. ( )
5) Radio, an audio-only kind of communication, is a very expensive medium that businesses of
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all sizes may investigate. ( )
6) Owned media is the publicity obtained via organic means rather than through paid
advertising. ( )
Summary
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 When press releases are eye-catching, cover a novel aspect, present material that hasn't
previously been published, and are targeted to the reporter, they can secure media coverage.

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When press conferences are overdone, they receive less coverage, and reporters lose faith in
your public relations ability.
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 Over the years, the face of television has evolved, with many people viewing their favourite
shows and ingesting the newest news articles via over-the-top (OTT) media providers.
 Attending a conference is a great opportunity to meet new people and network. As well as
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gaining key scientific and industry insights and passing this information on to a team.
 A press conference is an event that is held to formally deliver information and answer media
queries.
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Activity
1. Write a case study on Post Conference PR.

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Glossary
 Owned media is content that an organisation owns and controls.

 Paid media is coverage gained via the use of paid advertising. Sponsored postings on social
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media, sponsored content across several websites, display adverts, or commercials between
shows on OTT platforms, broadcasting channels.

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A proactive strategy entails actively developing and spreading compelling material in the form
of press releases and social media announcements, as well as holding press conferences for
members of the media when a significant event happens.
 A press conference is a powerful instrument for advancing an organization's cause and
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gaining publicity in newspapers, magazines, websites, and on TV news programmes.

 Public relations (PR) refer to the tactics and strategies used to manage how information about
an individual or corporation is transmitted to the general public, particularly the media.
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1. Explain the concept of Press Conference and how it is an effective tool of public relations.
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Further Readings
1. https://www.corporatemeetingsnetwork.ca/2018/01/09/plan-events-food-allergies-mind/
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2. https://billetto.co.uk/blog/event-equipment-hire/
3. http://www.leoisaac.com/evt/top547.htm
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1) T
2) T
3) T
4) F
5) F
6) F
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Module IV: Public Relations Campaigns
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Unit 1: Models of PR
Objectives
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 Learn Models of PR
 Understand RACE Model – Four step process
 Learn about Press Agentry/Publicity

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Learn about Public Information Model
 Understand Two Way Asymmetrical Model
 Understand Two Way Symmetrical Model
Introduction si
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The Public Relations or PR is a practise of maintaining and developing an individual's or
organization's image to the public in such a way that a favourable point of view is established for the
concerned entity.
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In other words, an activity aimed at assisting an organisation and its stakeholders, like as consumers,
employees, the government, suppliers, and those who are directly or indirectly involved with the firm,
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to adapt to each other.
The purpose of the public information model is to make information available to a certain group of
people. This paradigm is more concerned with conveying information in a way that ensures
acceptable reception than with gaining dramatic, extensive media coverage. Utility companies, for
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example, frequently include energy efficiency fliers with customer bills, and government agencies,
such as the IRS, issue news releases to explain changes to existing codes. In addition, public interest
groups make research findings available to policymakers and the general public.
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The four public relations models, which describe public relations practise, also symbolise ethical
growth in public relations. Grunig and Hunt established four public relations models that progress from
a basic to a more sophisticated technique. Press agency/publicity, public information, two-way
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asymmetrical communication, and two-way symmetrical communication are among the models that
range from simple to complex. Each model offers a distinct ethical perspective that, when viewed as a
whole, depicts the ethical evolution of public relations.
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Grunig and Hunt (1984) created four public relations models to describe diverse management and
organisational strategies in the sector. These models are used to develop plans, strategies, and
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tactics.
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Definition
Public relation is the process of expressing your organization's message to the appropriate audience
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at the right time and in the right location. We can now quantify the worth of such efforts and how they
match with a company's overall objective thanks to the explosion of tools and technology.
 Models Of Public Relation
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In the press agent/publicity model, persuasion is a technique used by communicators to influence

the attitudes and views of critical audiences. Accuracy isn't a priority in this paradigm, and companies
don't solicit audience input or undertake audience analysis study. It is a one-way communication
system. Propaganda tactics developed by North Korean news channels are one example.
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The public information model avoids the press agent's manipulating tactics and instead offers more
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factual information. The communication pattern, however, is still one-way. Audience analysis study is
not conducted by practitioners to advise their strategies and techniques. When audiences are not
necessarily selected or researched ahead of time, some press releases and newsletters are
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generated using this methodology.
The two-way asymmetrical model allows you to communicate with crucial audiences in a more
"scientifically persuasive" way. Here, content creators do research to better understand the attitudes
and behaviours of the target audience, which then impacts message strategy and development.
Nonetheless, persuasive communication is utilised in this approach to benefit the organisation rather
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than the audience; as a result, it is asymmetrical or imbalanced. The concept is especially common in
advertising and consumer marketing, both of which are concerned with improving a company's
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earnings.
Finally, the two-way symmetrical model contends that rather than persuading, the public relations
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practitioner should function as a liaison between the organisation and relevant publics. Practitioners
work as negotiators, using communication to ensure that all parties involved, not just the corporation
that employs them, gain. Because the approach seeks to produce a mutually beneficial scenario, the
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term "symmetrical" is utilised. The most ethical model is the two-way symmetrical model, which
professionals should strive to apply in their daily tactics and strategies (Simpson, 2014).
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Some specialists consider public relations in a broader sense. For example, they can claim that
political lobbying is a sort of public relations since lobbyists utilise communication and client advocacy
to influence Congress's beliefs (Berg, 2009). This book, on the other hand, concentrates on a public
relations strategy that emphasises media authoring. Furthermore, the purpose is to spread
communication using Grunig and Hunt's two-way symmetrical approach (1984).
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4.1.1 RACE Model – Four step process
When public relation is used as a strategic management function, it is most effective. Strategic public
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relations focus on accomplishing goals and objectives that support an organization's entire purpose
and mission. To be strategic, public relations professionals need accurate information about the
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situations they face, the audiences they communicate with, the effectiveness of their communication
efforts, and the overall impact the programme has on building and maintaining relationships with
critical stakeholders, without whom the organization would be unable to accomplish its goals. Public
relations practitioners may be tempted to begin with tactics—such as press releases, a blog, or an
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event—but they should be chosen first by research to help shape the function's overarching aims and
strategies, otherwise they will be wasted efforts.
Constructing the Strategic Plan for a Public Relations Campaign
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This procedure consists of four steps: conducting research to characterize the problem or scenario,
formulating objectives and strategies to handle the situation, implementing the strategies, and
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evaluating the public relations efforts. The process is sometimes described using acronyms like John
Marston's RACE (research, action planning, communication, and evaluation) or Jerry Hendrix's ROPE
(research, goals, programming, and evaluation). Marston is a character in the novel Marston (1979).
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You'll note that the procedure always begins with research and concludes with assessment.
Although acronyms are simpler to remember, the four processes are fundamentally the same:
1. Conduct research to assess the organization's status and precisely describe the problem or
opportunity so that public relations initiatives may effectively address the issue's source rather
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than merely its symptoms.
2. Create a strategic action plan that tackles the issue identified in step one. An overarching aim,
quantifiable objectives, clearly defined publics, focused strategies, and successful techniques
are all examples of this.
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3. Put the strategy into action using communication tools and tasks that help you achieve your
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goals.
4. Using assessment techniques, determine if you were effective in fulfilling your objectives.
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Step 1: Formative Research to Analyze the Situation
The analysis of the issue or opportunity is the first phase in the process. This entails doing formal or
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informal research to acquire information that best reflects what is happening. Formative research is
study that is done to better understand a problem and develop strategies.
A natural gas business, for example, may be contemplating a new pipeline route. It has to do some
investigation to figure out what challenges it could face. Are there any ecologically sensitive or
protected areas in the area? Is it possible that well-organized neighborhood organizations will resist
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the project? What is the public's opinion on natural gas and transportation pipelines in general? The
NIMBY (Not in My Back Yard) mentality is well-known among community relations specialists. Are
there any viable alternatives to pipeline building as well? Are there any other options? What are your
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options for drilling? When should building take place? All of these considerations should be made
before the first shovel is pushed into the ground.
"Research is the methodical collecting of facts to explain and comprehend circumstances and check
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out beliefs about publics and public relations implications," Cutlip, Center, and Broom write. Broom,
Cutlip, and Center (2006). Much of this data may already exist and have been gathered by other
organizations. Secondary research refers to research that has already been done. The Interstate
Natural Gas Association of America, for example, has undertaken studies on public perception and
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pipeline company communication methods. A study of academic and professional literature on NIMBY
and other social behaviors is also accessible. Secondary sources are the cheapest approach to learn
more about a topic.
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However, for your objectives, you may need to perform primary research or gather data yourself.
Interviews or focus groups with neighborhood associations or environmental groups may be required.
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You might want to conduct surveys with local residents and businesses that may be affected by the
pipeline. There are a variety of approaches for gathering the information needed to completely
comprehend the issue. Analyzing prior news articles concerning pipelines in this area can give you a
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fair indication of how the media will approach this issue. Another look of pipeline-related blogs and
other social media might be beneficial. The goal of acquiring the data is to aid in the comprehension
of the issue.
Using a SWOT Analysis
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The SWOT (strengths, weaknesses, opportunities, and threats) analysis is a prominent method for
assessing situations. Before establishing plans, this breaks down a problem by looking at the internal
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and external components that may be contributing to it. The organization's Strengths and
Weaknesses are internal elements. The external elements are the organization's environment's
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Opportunities and Threats (see Figure 1 "SWOT Analysis").
Figure 1 SWOT Analysis

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The first stage is to assess the organization's internal strengths and weaknesses. The energy firm, for
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example, may discover that it has great ties with members of the media, high employee morale, a
healthy financial position, and a culture that fosters innovation. It may also discover that it has poor
links with environmental groups and neighborhood associations, that it has a culture that fosters
confidence in its judgments (maybe even arrogance), and that it has previously allocated limited
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resources to community relations. This information aids in determining the best course of action for
the building of a new pipeline.
External elements, like as possibilities and dangers, are frequently the causes of a company's
predicament. The energy business, for example, sees a chance to drill into a new methane gas
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deposit and supply the energy to its customers. This looks to be a win-win situation for the energy
business because it can continue to produce electricity to fulfil the demands of its customers. It must,
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however, consider the potential dangers, which include potential legal proceedings by opposing
parties that might result in court injunctions. Negative media coverage of the project may also pose a
danger, resulting in a tarnished reputation and reduced public support for the initiative.
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After you've completed the SWOT analysis, you may combine the internal and external aspects to
generate potential strategies.
 SO strategies focus on using organizational strengths to take advantage of the external
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opportunities.
 ST strategies also uses strengths of the organization to counter external threats.
 WO strategies target and fix organizational shortcomings so that the organization is better

poised to capitalize on external opportunities.
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WT strategies aim to fix organizational flaws in order to protect against external dangers.
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Constructing a Situation Analysis
It's time to compose a two-paragraph statement that summarizes the scenario once you've gathered
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enough facts and knowledge to truly comprehend the key contributing causes, not simply the surface
circumstances. The first paragraph should use the data gathered throughout your investigation to
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reframe the circumstance. Emphasize the benefits of both formal and informal research. The second
paragraph should outline the issues, challenges, and potential roadblocks to addressing the situation.
These should have been found in the study, and the research should have also assisted you in
recommending solutions to these obstacles. For example, the energy company might address the
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opportunity to provide a new energy source to its customers by leveraging innovation and technology
to ensure efficient and effective natural gas delivery, enlisting its employees as community
ambassadors, and working with the media to tell the project's positive story. It would also have to
recognize that prior pipeline projects have been delayed, and in some cases halted, due to effective
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resistance from environmental organizations and neighborhood associations, and that it has to
strengthen its community relations efforts before moving forward with the project.
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A one-sentence issue/opportunity statement is constructed from the descriptive paragraphs, cutting to

the core of the situation and identifying the consequences of not dealing with the problem or
opportunity. Because environmental and neighborhood groups have been influential in stopping
pipeline projects in the past, and this pipeline route is planned to pass through sensitive areas, the
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company needs to improve relationships with the community through communication and action that
will eliminate or reduce obstacles to the pipeline's construction.
Step 2: Strategic Action Planning
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The strategic strategy should be focused on fixing or capitalizing on the problem/opportunity
statement's scenario. It all starts with reversing the problem/opportunity statement into a goal. In the
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example of the energy firm, the aim may be: "To effectively finish a pipeline that transports newly
discovered methane gas to consumers by using communication and actions that enhance
relationships with key people of the community." It's worth noting that the pipeline plans in this target
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statement are subject to change. The ultimate objective is to construct a pipeline, and in order to do
so, the corporation may need to make changes to the pipeline's routes or construction. It's important
to avoid writing goals that imply the audience will do what you want them to do.
Because publics are impossible to manage, the organization may be doomed to collapse. Instead,
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concentrate on what can be done to attain the goal, such as communicating and acting in a way that
gains these publics' agreement or support.
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The strategic plan is guided by the aim, and the goals direct the specific and quantifiable results
required to achieve the goal. A good aim should fit the following criteria: it should be a goal rather
than a means to an end; it should be quantifiable; it should have a deadline; and it should specify the
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target audience for the desired result. Hadley and Anderson (1999).
 End and not means to an end. An objective should be an outcome that contributes to the
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goal. There are three possible outcomes for these objectives: cognitive (awareness,
understanding, remembering), attitudinal (create attitudes, reinforce positive attitudes, change
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negative attitudes), and behavior (create behaviors, reinforce positive behaviors, change
negative behaviors). The opposite of these outcome objectives is called Output
Objectives, which are the means to an end. They include the communication efforts to reach
the objectives such as placement of messages in influential media. These are actually
strategies and not objectives.
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 Measurable. Goals also aid in holding public relations practitioners responsible for their work.
Only strategies and methods that contribute to wider corporate goals should be used by
public relations. Measurable goals sometimes necessitate a comparison figure, such as 65
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percent knowledge of a product or programme. If the present degree of consciousness is

unknown, it is impossible to establish a goal of increasing awareness by 20%. As a result,
formative research is required to develop benchmarks. If no such benchmark exists, it is
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typical to set a target level, such as "raise awareness to 85 percent." The issue is that you
don't know how near you are to that amount before the campaign begins. This might be a
simple goal to reach (if your degree of awareness is already at or above 85%) or a very
challenging one (if your awareness level is around 20 percent).
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 Time frame. When will the goal be reached? It cannot be held liable if no time range is
stated.
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
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Identify the public. Before attaching them to a public, it is a good idea to set broad
objectives. This aids in determining which publics are associated with the goal. To be really
quantifiable, an aim must define a public, because different publics will have varying degrees
of knowledge, attitudes, and actions. For instance, the goal may be to improve attendance at
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employee benefit meetings. According to research, the communications are becoming
congested at middle management, where many individuals have a bad attitude toward
meetings and are not motivating staff. One purpose may be to raise employee awareness,
while another could be to boost middle management's favorable attitudes. Of course, this
implies that you should examine your meetings and determine how to enhance them.
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The objectives should help the company achieve its broader goals, such as increasing sales,
increasing share value, retaining staff, improving social responsibility, or reducing litigation. They
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should also be written with the possibility of public relations outcomes in mind. For example, this may
appear to be an excellent goal:
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 Increase sales of product X by 20% among younger consumers (ages 18–24) during the
following six months.
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However, there are numerous aspects that lead to higher product sales that are outside of public
relations' control, such as pricing, product quality, and availability. You may be setting yourself up for
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failure unless the public relations effort can be isolated to show that it was the variable that moved the
needle on sales (for example, positive publicity in one market that showed increases in sales while all
other elements in the marketing mix remained constant). Furthermore, if sales do improve, you will be
unable to claim credit for the increase due to the other relevant circumstances. Marketing, quality
control, and sales people would all have to share credit. Public relations can help achieve this bigger
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aim by raising awareness, improving attitudes, and encouraging product trials among consumers.
These actions should lead to higher sales if the product is of excellent quality, reasonably priced, and
available to consumers.
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So, the following might be the reworked objective:
 Increase product X awareness among young customers (18–24) by 20% in the following 6
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months.
The many tiers of objectives are often organized in a hierarchical order. These objectives are
classified into three categories: outputs, outtakes, and outcomes.
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As previously said, output objectives are focused on the efficacy of meeting tactics, such as the
number of messages distributed in the media, the size of the audience that got the message, the
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proportion of positive messages contained in the stories, and so on. Measuring output targets is
beneficial since they give a good indicator of how successfully the plan has been implemented. They
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are not, however, regarded objectives as defined in this section because they are not ends in
themselves but rather means to an end. For example, an output aim would be, "In the next three
months, place 30 stories about the product in significant publications." This is a means to a goal of
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raising awareness and might be assessed by the message's production but not its impact. As a result,
output targets should be moved to the tactics section.
The goals of outtake are to raise awareness, understanding, and retention of the essential message
points. It is significantly more crucial to know whether or not the message was received by the
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intended audience than whether or not it was sent out. For example, you might deliver a message to
10,000 employees via an employee newsletter. You should be more concerned with the message's
impact than with the quantity of individuals who heard it.
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Outcome goals are likely the most essential, but they are also the hardest to attain. For example,
suppose the public relations campaign is for the state highway patrol to raise awareness about the
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need of wearing a seatbelt and the goal is to reduce the number of deaths caused by not wearing a
seatbelt. With the acceptance of this habit, there is a diffusion process that happens. First and
foremost, drivers must be aware of and comprehend the safety benefits wearing seatbelts. They must
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also have a favorable attitude toward wearing seatbelts. Finally, perhaps, this positive attitude will
transfer into increased use of seatbelts. However, because individuals are not always the logical
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beings, we wish they were, there is a decreasing measure of success at each level. People who
understand what is beneficial for them do not necessarily enjoy it. "However, seatbelts are
inconvenient." "What if my seatbelt entangles me in the automobile after an accident?" "Seatbelts
cause wrinkles in my garments." Even if someone has a good attitude toward a problem, they may not
act in accordance with that attitude. It may be due to habit, laziness, or malfunction. To raise
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behaviors by 30%, attitude must rise to a higher level (50%) and awareness must rise even higher (80
percent).
Once the public relations program's purpose and quantifiable objectives have been set, it is time to
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focus on strategies. Strategies give the methods for achieving goals. Certain items must be included
in this phase. First, determine what each public is attempting to accomplish (tie the strategy to an
objective). Second, divide viewers into groups based on shared traits. Third, develop communication
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tactics that are centered on the publics' self-interests. Fourth, choose how statements or actions will
be communicated to the public.
Tie Strategy to Objective

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Too frequently, public relations campaigns have been essentially tactical, skipping the strategic stage
of developing objectives. Public relations specialists are doers who want to get to the action as soon
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as possible. However, far too many approaches have been implemented out of habit ("We usually
send out press releases") rather than strategy. What distinguishes public relations as strategic is that
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the action is linked to the organization's actual needs. If you come up with a highly brilliant approach
but it doesn't help you achieve your goals, you should seriously evaluate it. Far too many resources
are frequently squandered on inventive techniques that fall short of meeting the issue's demands. At
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the same time, brainstorming on tactics may result in a valid proposal that was not considered during
the objectives phase, necessitating a reevaluation of the objectives. However, if a strategy cannot be
linked to a critical outcome, it should not be implemented.
Segment Audiences
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All groups within publics should be distinguished by shared criteria such as demographics,
geography, or psychographics. Gender, income, degree of education, and ethnicity are examples of
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demographic factors. Females may be emotionally linked to the issue in quite different ways than
guys. College grads' perspectives may differ from those of high school graduates. Geographics
characterize your audience based on their location. People who live within a thousand feet of a
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pipeline may have different opinions toward energy corporations than those who live a mile or more
away. Psychographics divide your audience into groups depending on their beliefs and lifestyles.
Others who are single, daring, drive fast vehicles, and spend a large portion of their income on
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entertainment may have completely different views on seatbelts than people who have small children,
drive minivans, and invest the majority of their money in stocks. It is critical to categorize your main
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audiences in order to determine their self-interests.
Create Communication Based on Self-Interests
People are more likely to pay attention to messages that are related to their beliefs, needs, and
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ambitions. You should consider what your target audiences value and care about (based on
research). You may build a message that links important publics to your programme by understanding
their demographic, regional, and/or psychographic characteristics. For example, you may
demonstrate to young adventurous drivers how seatbelts help them to have more fun by
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demonstrating how someone on a bumpy road stays snug in the seat, but someone without a seatbelt
slide around and has less control. A soccer mom, on the other hand, might be more interested in
seatbelt safety messaging oriented for youngsters. Once the self-interests have been determined, a
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key message may be developed to guide the communication activities. If they are brilliant and
successful enough, these can become slogans. To promote cooperation, the "Click it or Ticket"
campaign threatens with police surveillance. It may be more helpful for young adventurous drivers to
hear from sports adventurers such as race car drivers or stunt drivers about how they rely on
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seatbelts.
Choose Communication Channels
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The final component of the plan is determining the channel or media via which you may contact target
audiences. The channels might be mass media such as newspapers, television, or radio
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broadcasting. They can also be sent over other mediated channels such as e-mail, blogs, or Twitter.
Town hall meetings, mediated slide displays, and face-to-face (interpersonal) communication are
more examples. The channel is sometimes a group of people, mainly opinion leaders such as
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teachers, scientists, physicians, or other specialists. For example, if we wanted to reach parents with
our seatbelt campaign, we might send information kits to teachers to utilize in classrooms with pupils.
These resources might be prepared for students to take home and complete with their parents. These
kits' messaging might be supplemented by billboards and radio public service announcements,
reaching parents while they are driving. Usually, the target audience is reached through multiple
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points of contact to reinforce the message.
So, one technique for the seatbelt campaign may be to "appeal to young parents' concern for family
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safety using instructional materials that necessitate contact between parents and their elementary
school-aged children." There are frequently several techniques for each public and each purpose.
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The tactic is the most innovative part in the strategic planning stage. Tactics are the exact
communication instruments and tasks utilized to put the plan into action. In the instance of the
seatbelt campaign, the techniques would be the instructional kit's contents, such as crossword
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puzzles, coloring books, or interactive games. They would also include billboards, PSAs, Internet Web
sites, social media apps, and other items. The problem is to devise strategies that cut through the
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clutter of competing messages for the audience's attention. During this stage, there is a lot of
brainstorming to come up with the most original and smart slogans, designs, and activities. However,
there is a danger of getting carried away with innovation and losing sight of the strategies' goals.
Always examine your methods within the context of specified plans and objectives.
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Step 3: Communication Implementation
The most effective public relations campaigns include communication and action. The classic adage
"actions speak louder than words" applies to public relations just as much as it does to other business
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disciplines. A company may need to act or respond before it can communicate. If employees are not
attending training sessions, for example, it may not be enough to attempt more innovative and
convincing communications. The seminars may need to be more relevant and entertaining for the
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employees in order to provide something to convey that may influence behavior. Organizations should
not simply expect stakeholders to behave in ways that benefit the organization; sometimes the
organization's actions and behaviors must be changed in order to strengthen these vital relationships.
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During the communication and action stage, two more components of the public relations process are
often developed: the planning calendar and the budget. Once the strategies are chosen, it is best to
plan their development and execution using a calendaring tool such as a Gantt chart (see Figure
below "Sample Gantt Chart (Numbers Within Bars Are Days to Accomplish Task)"). A Gantt chart is a
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horizontal flow chart that graphically depicts when tasks should begin and conclude in relation to all
other activities.
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Figure: Sample Gantt Chart (Numbers Within Bars Are Days to Accomplish Task)
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The expenses of creating, disseminating, and implementing the methods should also be calculated.
Start with a wish list of all tactics and narrow it down to those that will deliver the best return on
investment. Some techniques may go by the wayside when their expenses are weighed against their
ability to fulfil your goals.
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Step 4: Evaluation
According to Paine, four concerns should be addressed when evaluating the effectiveness of a public
relations campaign:
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 Define your benchmark.

 Select a measurement tool.
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 Analyze data, draw actionable conclusions, and make recommendations.

 Make changes and measure again.
If you've followed the phases in the public relations process, you've already defined your target
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audiences and set goals for each. If your goals are measurable, you already have the criteria for
determining the success of your programme. If you establish a goal of boosting awareness by 40%,
you've created a baseline against which to assess your progress. The benchmark compares your
present condition to your previous situation. Paine also suggests comparing the information acquired
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to that of other companies, such as significant rivals. The data is substantially more useful after a
comparative analysis. Instead of knowing how much newspaper coverage was obtained, it may be
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compared to how much the competitors received to calculate what is known as share of voice.
Based on this assessment, the instruments that will best assist in measuring against the mentioned
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criteria are chosen. In general, the same technologies that were used to create the benchmark data
are utilized. If primary research was utilized to set standards, the same approaches are employed to
assess success. A follow-up survey is the natural measuring instrument if you polled workers to
create awareness and attitude standards. If you utilized staff meetings to develop behavior goals,
measuring attendance after the public relations programme is the suitable assessment technique. As
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previously said, primary research is the most expensive and needs the most knowledge, but it is the
best assessment of a public relations effort's true impact on specified end objectives, such as
changes in awareness, attitudes, and behavior.
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Probably the most often used assessment methods in public relations are those that measure output
objectives. There are various methods for determining the efficacy of communication output, although
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some are more effective than others. Clip counting was one of the first ways. An article, radio
narrative, or internet communication that mentions the firm or product is referred to as a clip. You
have the option of hiring a clipping service or collecting your own clippings. The number of clips
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obtained is counted at the conclusion of a set time period. This is the simplest and most easy
approach to quantify output, and it is one method for monitoring media coverage. It is also the least
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instructive because you have no idea what the clips imply (they are merely numbered, not assessed),
save that it may have boosted the egos of certain top management by having their names in the
media.
Many public relations measurement services will analyze media coverage to determine the
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percentage of articles that contain programme key messages, the prominence of the message (for a
press release, whether it was printed on page 1 versus page 16; in a broadcast, how much time was
allotted to the story and where it appears in the programme), the tone of the message (positive,
neutral, negative), and how the media efforts compare to key competitors (share of voice). These
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organizations provide measurements that aid in the establishment of benchmarks for programme
output targets and strategies. However, in order to determine if these messages had an impact on
people's awareness, comprehension, attitudes, or actions, primary research such as surveys must be
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done.
Evaluation and measuring should not occur solely at the conclusion of your activities. You should
continually check the media to see if your message is available for people to view (what advertisers
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call "reach" is what public relations pros call "opportunities-to-see," or OTS). If the media plan isn't
functioning, course adjustments must be made in the middle of the programme, not after it's finished.
Although advanced measurements of communication output have been created throughout time, it is
still more important to assess message uptake and results. Getting the message out through multiple
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channels, whether classic or new media, is merely a means to a goal of influencing attitudes, views,
and actions. The outcomes must be measured in order to be linked to the organization's goals and
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objectives.
Because of the difficulties in quantifying the real impact of these communications, cost comparisons
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between public relations and advertising messages are not commonly utilized or recommended as an
assessment tool. We do know, however, that while both public relations and advertising create the
same amount of product awareness, brand recall, and buy intent, public relations material generates
better levels of product knowledge and favorable product assessment than advertising.
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The most often used instrument for measuring attitudes and views is still the survey. Public opinion
polls and attitude surveys can be done and compared against benchmarks to establish whether an
organization's messaging and activities have had the desired effect. Surveys may also be used to
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gauge people's intentions to behave and purchase preferences, providing some numbers on their
inclinations.
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Behaviors can also be compared to benchmarks. Higher staff retention, increased contributions, and
increased sales and investments might all be utilized to track habits. Because the link between
communication strategy and behavioral changes is frequently caused by other factors, it is critical to
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identify and follow the impact of public relations activities in order to determine whether they are the
driving force behind the change.
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4.1.2 Press Agentry/Publicity
The press agency model was the first PR model. Grunig Hunt, 1984 is published in the late nineteenth
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century. The heyday of this style was from 1850 to 1900, and P.T. Barnum was the historical figure's
representation (Chao, 2012). The press agency paradigm is one-way communication since
information flows solely from sender to receiver, i.e., source-to-receiver communication. People who
send out the message are unconcerned with the response, opinion, point of view, and so on of the
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second party. Press agents seek to modify the behaviour of the public while having no intention of
changing the conduct of the organisation. Public relations firms that are represented by press agents
fight for media coverage in practically any manner they can.
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Press agents have included the so-called "Fathers of Modern Public Relations," Ivy Lee and Edward
Bernays. Before moving on, both were Broadway press agents in the early twentieth century, when
Broadway was the entertainment world's hub. Bernays' foray into manufactured news, which takes
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into consideration audience preconceptions and prejudices, is a sophisticated sort of press agentry.
His 80-page press packet for the Diaghilev Ballet Russe American tour in 1915 was an early example,
and his work for General Motors in 1932 advertising automobiles with testimonials from business and
intellectual leaders was more comprehensive.
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Apart from monitoring the media for favourable news about their clients, press agents conducted
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minimal investigation. P. T. Barnum, the American entrepreneur, was the model practitioner of this
style. He sponsored circuses and various forms of entertainment, such as Jenny Lind, a singer.
Publicity is still a component of modern American public relations and is employed in sports,
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entertainment, and commercial promotion, albeit today's practitioners are less likely to stretch the
truth. According to the Press Agentry PR model, public relations seek to improve the organization's
reputation among its target audience, stakeholders, workers, partners, and all others affiliated with it
through manipulation. According to this strategy, hire public relations experts who will use reasons
and logic to build a favourable picture of their business in the minds of their target audience. They
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persuade their potential clients by simply forcing their ideas, concepts, innovative brand tales, product
USPs, and so on. Only information flows from public relations expects to target audiences. (One-Way
Communication)
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Although J. Grunig and Hunt accepted that "public-relations-like" activities had occurred throughout
history, they asserted that the press agents of the mid-nineteenth century were the first full-name
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experts to perform public relations. These press agents used the press agentry/publicity paradigm of
public relations for such heroes as Andrew Jackson, Daniel Boone, Buffalo Bill Cody, and Calamity
Jane. The most famous of these practitioners was P.T. Barnum, who brilliantly advertised his circus
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performances with the slogan, "A sucker is born every minute."

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Curiosity and scepticism were critical to the success of the press agentry paradigm in the nineteenth
century, as demonstrated by Barnum's stunt, and they continue to be so today. According to Butterick
(2009), we may witness the press agentry model in its purest form by looking at the inner editorial
pages of tabloid newspapers, celebrity magazines, or seeing when a new movie or CD is released. As
Butterick points out, press agents like Max Clifford are often regarded as industry masterminds,
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carefully manipulating media coverage of their clients; "even the so-called exclusive pictures of semi-
naked celebrities on a beach in a Sunday newspaper can sometimes be the result of a collusion
between the star's publicist and photographer.”
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The press agentry model is still widely used in the twenty-first century. It is easy to argue that the
ethics involved in this model are very problematic, and Grunig and Hunt's acknowledgment that the
model contains elements of propaganda does little to dispel the bad connotations associated with PR
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as propaganda (Butterick, 2009). Nonetheless, despite these critiques, it is curiosity and scepticism
that assures the press agentry model is still alive and well in the contemporary day. Although today's
public relations practitioner must be more conversant with the facts, the model's fundamentals remain
the same, whether it's to market a sporting event, a theatre play, or 'the scariest film of the decade,'
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as in the recent film release 'Paranormal Activity' (2009). We, the audience, will either want to accept
what we see or find out for ourselves whether our scepticism is accurate, which is why this approach
is still important for practitioners seeking the elusive media limelight in the twenty-first century.
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In the entertainment industry, press agents are intimately involved with PR. Press agentry is the
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process of drawing the attention of the press via the use of news-making techniques. Staged events,
PR stunts, phoney rallies or gatherings, spinning, and hype are all methods linked with press agentry.
Press agentry was a prevalent practise in the late 1800s and early 1900s, but it is not part of
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conventional public relations today. It is, rather, a habit connected with significant entertainment-
related events such as Hollywood premieres and boxing fights. Rather than gaining insight, the
purpose of press agents is to draw attention. Even today, the terms press agent and publicist are
occasionally used interchangeably in the conventional Broadway theatre and movie picture industries.
Publicists, rather than press agents, now work in the entertainment industry. Publicists are media
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relations professionals that work to get the name of their clients or events in the media by carefully
crafting messages that inform, educate, and convince. Some are clever in branding and positioning
techniques to help their customers' careers and success.
 Characteristics of Press Agentry

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Press agentry is ink. A sales-driven strategy does all it takes to earn client’s media exposure without
resorting to expensive advertising. To achieve their pragmatic goal, press agents are not beyond
twisting the truth or lying. If necessary, it will invent facts. It is persuasion for the sake of gaining a
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short-term benefit. Press agentry has always been an element of public relations, and it isn't going
away. Over the years, press agents have evolved into "ink with ethics," that is, gaining publicity while
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respecting facts, but if all else fails, getting exposure is more vital than facts.
The press agentry is reliant on spin. It is the interpretation of facts to match one's point of view and to
get media attention. "Thank You for Smoking," Christopher Buckley's satirical novel, masterfully
lampoons this sort of practitioner, and post-presidential debate comments from Democrats and
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Republicans is a quadrennial example of spinning. Press agentry include any strategy that creates
news, such as PR stunts, phoney surveys, phoney committees, fabricated events, and other
strategies that practitioners continue to employ.
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Propaganda is one of the hallmarks of the press agentry paradigm (Grunig & Hunt, 1984). In the
press agency model, propaganda refers to PR practitioners that exaggerate and create more hype
than facts in order to gain notoriety for their client. They are unconcerned about public opinion and
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simply want the people to behave how they choose. This model includes a'propaganda' function
(Grunig & Hunt, 1984, p. 21), and academics such as Butterick (2009), Theaker (2004), and Johnston
& Zawawi (2004) agree that accuracy and credibility are somewhat compromised because the
model's goal is to influence the audience by fabricating news, whether through stunts or 'explicit'
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publicity seeking. According to Butterick (2009), practitioners who utilize this paradigm become 'press
agents,' employing a variety of PR tactics ranging from press releases to publicity stunts to ensure
that an audience adopts a specified course of action.
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4.1.3 Public Information Model
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Public Information Model
Both James E. Grunig and Hunt, globally recognised public relations professionals, were among the
first to create public relations models such as the public information model. These models have
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evolved and modified throughout the years. The press agentry model, the public information model,
the two-way asymmetrical model, and the two-way symmetrical model are the general types of public
relations models. Let's take a look at the public information model.
The public information model is a public relations model that was established between the early
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twentieth century and the mid-twentieth century. The goal of public relations is to keep an
organization's contact with the general public open. The public relations paradigm, and hence the
public information model, allows communication between various groups in society. In addition,
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several models of public relations are focused with investigating stakeholders' perceived values.
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Public relations models can feature one-way communication, in which information is communicated in
just one direction, or two-way communication, in which information is exchanged in both directions
and includes feedback from the sender and recipient of the communications.
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 Characteristics of Public information model

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The public information model of public relations is focused with providing the public with accurate
information about a company. This information might include information on the organization's
identity, prominent individuals, success stories, as well as statements to the public.
The communication method is built on one-way communication, which is a common feature of this
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architecture. Constituency research is not usually carried out, and the focus is frequently placed on
the credibility of the communications. Organizations place a great priority on giving correct
information, which is also only intended to enlighten the public without regard for publicity.
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In the case of privatised enterprises, the major purpose of the public information model is to preserve
and improve the public's perception of the brand by sharing useful information with stakeholders, such
as accomplished objectives.
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Although information flows in just one direction, it is frequently artistically and informatively crafted
with the purpose of maintaining or further enhancing the public's perceived values of the subject or
organisation. As a result, only public relations professionals often develop these sorts of statements.
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These professionals are capable of translating missions into relevant phrases that impact
stakeholders' perceived values.
Press releases, newsletters, banners, flyers, magazines, and brochures can all be used to
disseminate information, but it can also be done verbally during conferences. It is permissible to
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disseminate information about the organisation and the values it holds for its stakeholders. This sort
of information sharing between organisations and the public is still found at many governmental and
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non-governmental organisations, as well as huge corporations.
The shared information, according to the public information paradigm, cannot instruct the public what
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they should believe. Organizations may address the relevance of an issue, though, by adopting
repeated information sharing.
Today, for example, there are several advertisings. On-pack advertising on tobacco products that
addresses the possible harmful effects of smoking is required in the tobacco industry.
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When these commercials are examined, it is discovered that they do not make claims such as
"smoking is terrible for your health," but rather address only the possible repercussions of smoking,
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leaving the audience to determine what to think. Governments place a high value on releasing this
sort of information since the public's health is important to them. The government also expects that
this approach would reduce the number of smokers.
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The model of public information may also be employed in crisis management. Messages are
exchanged utilising the public information paradigm when a natural catastrophe strikes or a potentially
lethal disease epidemic begins. The information supplied might contain topic-specific information or
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instructions, as well as preventative actions.

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 The importance of the public information model in business
Since the latter part of the nineteenth century, the public information paradigm has grown in
relevance. Companies formerly utilised public relations as a tactical tool to keep the press from
getting too close to management. Companies now work with public relations firms and strive to be
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completely open.
Companies that are transparent can utilise the public information model to communicate their
company's identity. Firms exchange brand messages that, when combined, build the firm's image in
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the minds of stakeholders, which might include consumers and other groups with an interest in the
organisation. In the long term, a company's collected signals and incentives serve to develop its
reputation. As a result, the public information model is highly valued in today's enterprises.
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To establish message consistency, private businesses utilise many subfunctions in corporate

communication. Firms, for example, adopt corporate social responsibility incentives and communicate
associated messaging to stakeholders. These incentives might involve monetary transfers to specified
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funds, as well as reducing the amount of water used in manufacturing operations. These businesses
aim to use the public information model by communicating internally and externally in order to
educate workers and the general public about the organization's incentives and how they connect to
their identity.
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As employees are on the front lines with consumers, it is equally critical to transmit messages within.
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Effective communication with investors is another aspect of the public information paradigm.
Companies now recognize the need of presenting their financial statements in a style that their
audience can comprehend.
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The above-mentioned corporate communication subfunctions are merely one illustration of why
businesses adopt the public information paradigm. To acquire the trust of its stakeholders, businesses
must be honest and share accurate information with the public. The company's messaging should
then be arranged in a way that is valuable to everyone with an interest in the organization. As a result,
employing the public information paradigm in business has grown in relevance.
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4.1.4 Two Way Asymmetrical Model
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The two-way asymmetrical model of public relations, the third paradigm, encourages two-way
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persuasive communication. Persuasive communication is used in this strategy to influence the
attitudes and behaviors of important stakeholders. Its two-way architecture allows for a feedback loop,
allowing public relations professionals to track the impact of the persuasive message. While the
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paradigm has an external orientation, the organization and its interests are the primary priority. The
two-way asymmetrical model, like the press agentry model, is based on teleological ethical reasoning.
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As a result, the conclusion is usually in the organization's best interests. The feedback loop, on the
other hand, enables professionals to analyze the linked benefits and costs to individuals outside the
business and make required ethical modifications.
The two-way asymmetrical paradigm emphasises the typical conflict of loyalties in public relations
activity. Professionals are frequently torn between loyalty to their organisation and loyalty to critical
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stakeholders. The Golden Rule principle can help practitioners reconcile this conflict of loyalties. This
guideline urges professionals to act in the manner in which they would expect others to act. When
developing appealing messaging, public relations professionals might employ the "test of sincerity."
The test of sincerity, like the Golden Rule, states that professionals should employ only persuasive
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approaches and arguments that would appear legitimate if aimed at themselves.

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Despite its resemblance to the press agentry paradigm, the two-way asymmetrical approach has
significant ethical advantages. The paradigm expands on the professional qualities found in the public
information model by incorporating a feedback loop in the crafting of compelling communications. The
two-way communication paradigm includes concern for persons outside the company, which is
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missing from the press agentry concept. Furthermore, the concept recommends that public relations
professionals think about how their persuasive messaging would affect others. Such a wider focus
exemplifies the ethical evolution of public relations from a self-interested to a concern for others in its
acts.
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Asymmetric communication aims primarily to influence or convince, precludes the public from actively
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participating in discussion, and reduces both the public utility's and the public's feeling of
responsibility. Though most public utilities do not consciously seek for their communication to be
asymmetric, the bulk of it is. Moreover, despite good intentions, "the long-term implications of
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asymmetrical communication initiatives frustrate an organization's socially responsible approach to
public relations," according to Grunig's view. For example, in the 1940s, the public relations company
Hill and Knowlton's campaign to promote air power on behalf of the air business was an attempt to
persuade and influence Americans (Miller, 1996). Despite its focus on public interests and fortuitous
alignment with what the public want, this communication remained asymmetric since it was coercive,
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with the primary aim being an attempt to achieve the organization's goal. Asymmetric communication
may also be defined as an organisation that understands the public but not the public seeking to
understand the company.
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One-way asymmetrical and two-way asymmetrical models are examples of asymmetrical models. The
one-way symmetrical approach does not rely on research to determine how the general public
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perceives a particular organisation. However, the organisation does not seek to reform and instead
intends to influence and manipulate the public to act and support the organization's wishes. The two-
way asymmetrical approach, often known as scientific persuasion, employs social science
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methodologies to generate increasingly convincing communication. This technique often focuses on

influencing the audience's behaviour and attitude in a short amount of time. Under this paradigm,
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communication is two-way, from the organisation to its publics, and there is also feedback from the
public. The primary goal of soliciting public input is to assist the organisation in presenting their
message in a more acceptable manner to the public (Grunig & Hunt, 1984). For example, many
cosmetics businesses are using fewer or no animals to test their products since they have discovered
that consumers are increasingly concerned about the animal and the environment. They attempt to
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approach customers with the goal of bringing them closer to the firms' point of view.
According to Olasky's (1987, 1989) historical research, Bernays felt that humans might be controlled
due to the effectiveness of propagandists during World War II. He said that humans may be
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influenced for both good and evil reasons. However, according to Grunig (1989), the public frequently
takes advantage of weird things such as unsafe products, gender discrimination, pollution, and so on.
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In the past, Bernay had an idea to increase the sales of Lucky Strikes cigarettes to women, so he
persuaded 10 ladies who were attending a social event for the first time to smoke in public while
strolling in the Easter parade in New York. Furthermore, in 1929, Bernays was employed by General
Electric to convince much of the world's electrical supplies to turn off the power and light to honour the
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fiftieth anniversary of Thomas Edison's invention of the light bulb. Bernays established the first public
relations education course at New York University in 1924. He was a public relations academic
pioneer.
Some people do not believe public relations practitioners because they feel persuasion is
untrustworthy in today's propaganda. In the economy and society, there is both good and negative
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persuasive communication. For example, public health initiatives such as 'TAK NAK' convince the
people to reduce or perhaps stop smoking in order to maintain the body healthy. The Public Service
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Announcement (PSA) of supporting safer driving includes refraining from running red lights and
driving after consuming alcohol. Furthermore, the political campaign for elections employs a two-way
asymmetrical paradigm in which the candidate seeks to persuade people to support their point of
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view. The candidate will attempt to urge supporters to vote for them by using slogans such as "vote
Barisan National to keep the country calm." This is done to instil terror in people's hearts, and they
use particular appeals to push propaganda down their throats. Most advertisers would prefer to
employ this model since, at the end of the day, the advantages are enjoyed by the advertiser, which is
the organisation.
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This model can be described by propaganda. Propaganda aims to change the public's impression of
something. It is used as a means of communication to achieve the desires and expectations of the
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organisation. The priority of placing propaganda is to modify the way the public currently behaves in
order for the organisation to operate in the desired manner. The current environment, according to
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Lasswell's propaganda theory, might affect people to be sensitive to basic forms of propaganda.
Glittering generalities is a form of propaganda in which positive phrases are used to represent a
specific product or person. Guang Ming Daily, for example, used the tagline "your everyday best
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friend" to encourage people to embrace and support their newspaper as if it were a best friend that
you needed every day. Another example is "McDonald's is America's Favourite," which is a form of
bandwagon that conveys the message that every American enjoys eating McDonald's, and thus you
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should be one of them. More and more advertisements employ propaganda to position their product
or service in order to persuade their target audience to agree with the organization's point of view and
tend to support their product or service. For example, in the advertising for Calvin Klein's cologne, the
scene depicts a figure who wears the scent and is able to lure the opposing sex to approach them. In
other words, if you want to seem nice, you must wear Calvin Klein cologne.
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Nowadays, more and more advertisers want to recruit celebrities to be brand ambassadors for a
specific product or service. This is because celebrities have the capacity to influence their followers'
attitudes toward a specific product, so indirectly increasing sales. For example, Pepsi, a soft drink
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corporation, spends a lot of money on prominent celebrities both at home and overseas, such as
Taiwan, Hong Kong, and western nations, to support their product. This is done to generate a
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celebrity aura in order to increase sales. This approach is called as testimonial, and it is capable of
influencing and manipulating the audience to behave in accordance with the commercial, which is the
true goal of the advertisement. The ads target the audience's idolater attitude and then supply advice
on how to approach their idol using Pepsi soft drink. Furthermore, the Disneyland tagline, "the
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happiest place on earth," gives spectators the impression that there is a place to go to feel happy and
have a better life with no concerns. Apparently, the organization's goal is to persuade viewers to go to
Disneyland to share in the fun.
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4.1.5 Two Way Symmetrical Model
Finally, the two-way symmetrical model of public relations is regarded as the most advanced and
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ethical public relations technique. This approach emphasises communication as a means of
establishing and maintaining mutually beneficial connections between an organisation and its major
stakeholders. This approach seeks to reduce the possible power imbalance between businesses and
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stakeholders inherent in the asymmetrical model of public relations and incorporates a larger social
responsibility viewpoint. As a result, the organisation is not regarded the major benefactor of public
relations work. Stakeholders and society, on the other hand, are also significant factors.
Many of the ethical decisions within this model are guided by Kant's categorical imperatives of
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equality, justice, and fairness, according to Curtin and Boynton. Kant believed that there were
universal laws that all reasonable people had to follow. These concepts assist professionals in the
formation and maintenance of mutually productive partnerships. Utilitarianism is another ethical
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rationale shared by the two-way symmetrical public relations paradigm. According to utilitarianism, the
most ethical option is one that results in the greatest good for the largest number of people. As public
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relations experts pursue the greatest good, the organisation is frequently submissive to social needs.
The two-way symmetrical concept is built upon dialogue. This paradigm encourages an organization's
and its stakeholders' continual two-way communication. To achieve ethical communication, however,
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ethical literacy must lead the discourse. In this regard, Habermas' notion of ethical speech might be
useful. He felt that ethical dialogue could not be dominated by one party, but must be a two-way street
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of communication. Individuals engage in ethical dialogue when they treat one another with openness
and respect. Habermas defined four requirements required for ethical discourse: the message must
be thorough, truthful, suitable for the audience, and honest. Pearson expanded on Habermas' idea by
proposing four additional prerequisites for ethical public relations symmetrical discourse:
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 There must be the ability to initiate and discontinue communicative contact.

 There must be the ability to suggest subjects and initiate topic changes.
 The capacity to offer a response and have that answer treated as such is required.
 The capacity to choose communication channels is required.
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Professionals may ensure ethical, two-way communication by following these guidelines. The
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symmetrical approach, as opposed to the asymmetrical model, has a broader societal focus.
Communication is intended to involve a diverse range of viewpoints in order to choose the
most ethical course of action.
The two-way symmetrical approach places a premium on discussion, as well as thorough and
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precise two-way communication. The fundamental goal is to foster mutual understanding

between organisations and the general public, so that the results of communication benefit
both parties. Furthermore, it emphasises public relations works that are founded on the
foundations of inquiry and communication in order to settle problems with public strategies via
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the diffusion of public relations mode. Furthermore, two-way symmetrical models reflect the
notion of highlighted moral, emphasised the necessity to balance the interests of social
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organisations and publics. Some public relations departments, for example, use a two-way
symmetrical model rather than a two-way asymmetrical model to carry out public relations
tasks.
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James E Grung, who is constantly interested in other people's discourse, attitudes, and behaviour,
feels that a two-way symmetrical model is superior than a two-way asymmetrical one. It is due to the
two-way asymmetrical model's inability to change others while being unchanged. Public relations, for
example, often employed a two-way asymmetrical strategy to reach their target audience.
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Furthermore, he says that strong public relations not only succeed in persuading one side, which is
the customer or the public, but also in persuading both sides to change. Although certain two-way
asymmetrical models can accomplish the same results as two-way symmetrical models. A successful
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two-way symmetrical model allows others to perceive self-interest in the material and convince them
while also using each other's shared interest to influence them.
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The interplay of two components that impact each other in order to reach a balanced condition in
society is referred to as a two-way symmetrical model. There are various aspects that characterise
the positioning relationship between the government, the media, and the public. As a result, this is
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also a kind of communication between the states on their behalf. To begin, the performance of the
government and the media must be two-way in order to preserve mutual collaboration and mutual
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restriction. It means that the government should actively use mass media public resources, be
truthful, fair, and proactive in providing government information in order to understand the ideal of the
spread of mass media and value orientation, and thus maintain the relationship between the
government and the public. Furthermore, the media serves as a social and public resource, allowing
citizens to express their opinions and provide feedback to the government. A two-way symmetrical
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model for media is utilised to improve the interaction between the government and the people while
also achieving societal peace. Second, two-way symmetry is the best method to get the government
and the media to work together to achieve a shared purpose, which is to safeguard the public's
interests.
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According to James E Grunig, a two-way symmetrical model can incorporate the core path to
persuasion. The major channel to persuasion is convinced by the message's arguments or content.
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For example, after hearing a solution to a problem, individuals may opt to forgive and forget the
situation because they are persuaded to do so. Furthermore, the two-way symmetrical approach was
employed in public relations to resolve disagreement. For example, public relations gave methods
that will benefit all sides, and so the problem will be resolved. Furthermore, public relations improve
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organisational efficiency by preserving the independence of the organisation and the public.
Organizations, for example, manage independence by establishing long-term effects and a solid
connection between the organisation and the public.
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Public relations professionals commonly use a two-way symmetrical strategy to promote their
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organization's aim. Many public relations activities, such as fund-raising or health-care campaigns,
are motivated more by a desire for public support than by conflict. Furthermore, the two-way
symmetrical model is frequently used to maintain the organization's contact with the publics as well as
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to negotiate with the publics. It will increase the organization's accountability to its consumers and the
wider public. Organizations, for example, must satisfy the public's requirements and wishes while
simultaneously boosting the organization's reputation. As a result, a two-way symmetrical model of
public relations ethics can even characterise it as a process rather than a conclusion.
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1) In the press agent/publicity model, _____________ is a technique used by

communicators to influence the attitudes and views of critical audiences.
a) Persuasion
b) Advertorials si
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c) Speaking Engagements
d) Sponsorship
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2) ______________ is the methodical collecting of facts to explain and comprehend

circumstances and check out beliefs about publics and public relations implications.
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a) Website Traffic
b) Website Backlinks
c) Research
d) Surveys
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3) The _______________ is a prominent method for assessing situations. Before

establishing plans, this breaks down a problem by looking at the internal and external
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components that may be contributing to it.

a) Media Content Analysis
b) SWOT analysis
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c) Social Media Analysis

d) Digital Media Analysis
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4) The _____________, the public information model, the two-way asymmetrical model,
and the two-way symmetrical model are the general types of public relations models.
a) Press Agentry Model
b) Public Relation Model
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c) Two-Way Asymmetric Model
d) Symmetric Model
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5) _______________ is used in two-way asymmetrical model to influence the attitudes and
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behaviors of important stakeholders.
a) Non-Persuasive Communication
b) Persuasive communication
c) One way Communication
d) Two Way Communication
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6) _____________ aims primarily to influence or convince, precludes the public from
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actively participating in discussion, and reduces both the public utility's and the
public's feeling of responsibility.
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a) Interpersonal Communication
b) Symmetric Communication
c) Asymmetric communication
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d) Community Communication
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7) One-way asymmetrical and two-way asymmetrical models are examples

of____________.
a) RACE Model
b) Asymmetrical models
c) Symmetrical Model
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d) Public Information Model

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8) _____________emphasises communication as a means of establishing and

maintaining mutually beneficial connections between an organisation and its major
stakeholders.
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a) One-way symmetrical model

b) Two-way asymmetrical model
c) One-way symmetrical model
d) Two-way symmetrical model
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Summary
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 The Public Relations or PR is a practise of maintaining and developing an individual's or
organization's image to the public in such a way that a favourable point of view is established
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for the concerned entity.
 The purpose of the public information model is to make information available to a certain
group of people.
 The strategic plan is guided by the aim, and the goals direct the specific and quantifiable
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results required to achieve the goal.
 The public information model is a public relations model that was established between the
early twentieth century and the mid-twentieth century. The goal of public relations is to keep
an organization's contact with the general public open.
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 Press releases, newsletters, banners, flyers, magazines, and brochures can all be used to
disseminate information, but it can also be done verbally during conferences.
 Its two-way architecture that allows for a feedback loop, allowing public relations

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professionals to track the impact of the persuasive message.
Grunig and Hunt (1984) created four public relations models to describe diverse management
and organisational strategies in the sector.
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Activity
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1. Discuss the RACE Model.

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Glossary
 Public relation is the process of expressing your organization's message to the appropriate
audience at the right time and in the right location.

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The press agency paradigm is one-way communication since information flows solely from
sender to receiver, i.e., source-to-receiver communication.
 In the press agency model, propaganda refers to PR practitioners that exaggerate and create
more hype than facts in order to gain notoriety for their client.
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 The SWOT (strengths, weaknesses, opportunities, and threats) analysis is a prominent

method for assessing situations.
 In SWOT analysis, SO strategies focus on using organizational strengths to take advantage
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of the external opportunities.

 In SWOT analysis, ST strategies also uses strengths of the organization to counter external
threats.
 In SWOT analysis, WO strategies target and fix organizational shortcomings so that the
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organization is better poised to capitalize on external opportunities.

 In SWOT analysis, WT strategies aim to fix organizational flaws in order to protect against
external dangers.
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1. What are Public Relations? Explain the four models of Public Relations.
2. What is the difference between Two Way Asymmetrical Model and Two Way Symmetrical
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Model?
Further Readings
1. https://www.yourarticlelibrary.com/business-communication/3-components-of-a-business-
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meeting-notice-agenda-and-minutes/27668
2. https://www.indiafilings.com/learn/minutes-of-meeting/
3. https://www.toppr.com/guides/english/writing/notice/
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1) a)
2) c)
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3) b)
4) a)
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5) b)
6) c)
7) b)
8) d)
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Unit 2: PR Campaigns
Objectives
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 Learn about Accounts

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 Understand Briefs
 Learn about Pitch
 Understand Role of a PR campaign
 Learn the Importance of a PR campaign
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Introduction
PR campaign
Public Relations (PR) campaign is a series of planned activities that all have a specific purpose
and are working towards the same goal for a business. PR campaigns always have a clear
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objective and usually have a fixed time frame to them. Depending on your objective and goals for
the campaign, the activities may differ and no two campaigns are the same. It isn’t uncommon for
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businesses to turn to professionals to assist them with their campaigns. PR agen cies can take a
basic idea and turn it into a success, they have the creativity and flair to help your campaign make
the required impact and also the professionalism and organisational skills to execute it seamlessly.
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Definition
A public relations campaign is a series of activities that are planned in advance and relate to a
specific goal. This contrasts with other areas of PR, such as general ongoing publicity tactics, paid
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advertising, and reacting to events. Ultimately a public relations campaign has thr ee characteristics:
identifying an objective, finding the message that will help achieve that objective and
communicating that message to the appropriate audience.
Specify an Objective
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A good public relations campaign will have a clear objective. In theory this could simply be to raise
awareness of a product, service or brand, but ideally it will be more specific. This could include a
company increasing sales of a product or a pressure group changing public or government
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behaviour. A specific objective not only makes it easier to focus the planning and execution of a
campaign, but also to quantify its success. For example, an objective to increase positive consumer
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opinions by 50 percent through the use of social media sets a measurable goal while providing a
basic look at a strategic tool that will be utilized to achieve the desired result.
Deliver a Message
Public relations require a clear message for the organization to communicate. A good rule of thumb
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is to make the message as clear and concise as possible without losing precision or risking
ambiguity. Ideally the message will not just inform the audience of a particular fact or viewpoint but
will spur them into taking a particular action. If your company is using a donation drive to promote
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goodwill, relate basic goals, such as providing dental services in a community where 25 percent of
children receive no dental care. Then include a call to action – For every tube of toothpaste
purchased in June, our company will donate $1 to preventative dental care.
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Target an Audience
Public relations campaigns occasionally target the entire population but usually need to target a
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specific group. This should be the group most likely to respond as desired to the message. For a
company, this could be the type of consumer most likely to buy a particular product or service,
which takes into account interests, tastes and spending power. For a membership group, t his could
be potential members. For a campaign group, this could either be potential activists and supporters,
or it could be people in authority with the ability to make decisions that promote a cause. For
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example, a promotional effort for luxury handbags or briefcases would fall on deaf hears in an
impoverished community while zip codes with high real estate values could embrace the message.
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Purpose of a PR campaign
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The goal of a public relations campaign is always unique to the company, and each campaign will
have its own set of reasons for being established and carried out. Whether the goal of your
campaign is to raise awareness or to promote anything, this is the reason you want to carry out a
campaign in the first place, and hence the goal of the campaign.
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Benefits of PR campaigns
There are various reasons why businesses should engage in public relations initiativ es, and when
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the campaign is effective, you may be amazed at how much of a difference it can make to your
whole business. The following are some of the most significant advantages of these initiatives,
regardless of their goal or objective:
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 Public relations efforts may assist you in establishing your brand identity and increasing
your trust.
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 They can generate interest in your brand and open up new options for you.
 Campaigns can assist you in developing a loyal consumer base.

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These initiatives have the potential to improve sales and income.

 Public relations efforts can also attract the attention of investors.
 Public education can be aided by campaigns (think public sector)
Overall, establishing a campaign yourself or collaborating with an expert public relati ons agency to
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build and run a campaign for you may be an important aspect of long-term business success. The
finest public relations initiatives may even continue to help your business after they have ended,
so never underestimate their capacity to help you.
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 How to Develop PR Campaign
Now that you know a bit more about what a PR campaign is, let's discuss how to develop a pr
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campaign.
1. Determine What You Want to Accomplish

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Before you begin preparing your public relations strategy, you must first determine the target goal. Do
you want to enhance your sales and leads? To improve brand recognition and valuation? Is it partner
engagement and recruiting that you're after?
Choosing what goal, you want to attain first helps to establish the approach you should use. We
discussed numerous objectives in the preceding section that you may want to consider putting as
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your aim.
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Many PR experts choose to use the SMART method as a template
 Specific: What is the desired outcome?


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Measurable: How will success be measured?
 Achievable: How will the campaign achieve its objectives in light of external influences?
 Realistic: Is your campaign aim realistic given the time constraints of your campaign?
 Time-based: How much time do you have to fulfil these objectives?
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Remember to consider how you will assess success when defining your PR goals throughout
campaign preparation. Your executive team doesn't want a list of links to PR clips and social media
screenshots; they want to know how the marketing aided the company's goals.
2. Select Your Target Audience

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If you want to raise brand recognition for your new diaper line, you're probably not going to promote to
single guys in their early twenties. Reaching your objectives necessitates reaching the appropriate
audience. So, while developing your media strategy and public relations strategy, consider who you
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want to reach. Your public relations team's techniques will most likely need to be adjusted dependent
on the audience that the team intends to target.
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3. Brainstorm
When you know what you want to achieve, you can start thinking about the best route to get there.
Brainstorming is a crucial aspect of creating a public relations campaign. Bring in diverse people from
different backgrounds to host a productive brainstorming session and explain what you are attempting
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to achieve. Conduct a comprehensive brainstorming session by soliciting several ideas and seeing
how they relate to one another. Then, wait a day or two for it to settle before re-approaching anything
you may have missed.
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Consider these questions

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What is the message?

 Who is the message for?
 What platforms will share the message?
 What topic is the message and how will you get it across?
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In addition to brainstorming, you may want to gather market intelligence about your target audience or
rivals. Use a poll or visit a subject matter expert to get a sense of how your audience is feeling.
4. Gather Market Intelligence
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It is a good idea to gather industry research throughout the early phases of the campaign. This data
may be used to assess how your tale fits into wider industry trends, whether portions of the storey to
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embrace or reject, and how to deal with any potential negative blowback. It is also advisable to keep
track of what the media is interested in.
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When writing a press release, consider framing the announcement as a tale. If you want journalists to
cover your company's news, help them understand why it's newsworthy by writing a title for your
press release that reads like a news storey that the general public would be interested in, rather than
just a company news bulletin post. Conducting research such as a social media analysis, competition
analysis, or digital media analysis might help the campaign and marketing efforts.
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Other things to research
 Competitor’s websites


Competitor campaigns (SEO, social media, and PPC)
Competitor LinkedIn pages si
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 Your competitors on Google and set up Google alerts
To collect all of this information, you may have to involve stakeholders from other departments, like
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Marketing and Sales. These stakeholders could help inform and vet the key messages and campaign
plan.
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5. Select Your Channels
Will you issue a press release or host a news conference? Do you want to employ influencers or just
your company's branded social media pages to help disseminate your message? The channels that
your target audience is most likely to pay attention to should be a crucial factor in campaign strategy.
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Again, if you're promoting your company's new diaper line, you may try combining online and offline
strategies to contact customers both before and after they go shopping. Your public relations team
may want to consider how the campaign ties to the Marketing team's SEO strategy, social media
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strategy, and other digital marketing channels while establishing the plan.
Most press releases, predictably, aren't SEO-friendly. You don't have to be a technical expert or a
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search engine professional to appreciate the influence of SEO on your public relations effort. You will
be able to enhance your brand's reach, attract more organic traffic, and increase the authority of your
site (and brand) with the aid of semantic SEO and research-driven link building.
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6. Sense Check Your Idea

Before launching the public relations campaign, convey the ideas to those who are not involved in the
project. How many times have you seen an advertisement and wondered, "How did someone approve
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that?" Most likely, not many persons were engaged in the approval procedure.
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To avert a public relations disaster, consider asking your journalist friends and influencers what they
think. Influencers have a great deal of insight into how your message will be received in the social
media realm.
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Most crucial, solicit early input from the customer to verify that it corresponds to all of their brand
preferences. This can assist in catching anything evident or preventing something tone-deafening.
Make certain that every aspect of the campaign is consistent with their brand and corporate values.
Think about your target audience and ask
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 What is important to them?
 How will this campaign make them feel?
 What are their pain points and how can you solve them?
7. PR Campaign Execution
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Before your public relations team hits the "go" button, double-check that every detail is right and that
all materials are flawless and on-brand. Make certain that every piece of data or set of facts supplied
is correct. This is the moment to make any necessary modifications before going live.
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Give yourself a minimum of 10 days, or perhaps longer for some public relations efforts, for tactical
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implementation. Take into account current events, competition news, and even holidays. Expect
things to get out of control and allow yourself some leeway. This time to make any last-minute
alterations is critical to the success of the campaign.
Make sure you have any extra information ready to submit, as well as the authorization to do so. It is
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critical to capitalise on each and every call, so keep communication channels open and be prepared
to answer to any query.
8. Follow Up
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Make a plan for following up with media. If you see that your storey has been bumped or has not yet
been covered, make careful to explain why the information is still newsworthy and how it will remain
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newsworthy in the next days and weeks. It is usual for journalists' inboxes to be flooded by pitches, so
make yours stand out.
Send a follow-up email three to four days following the original correspondence. Include a link to a
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customer review or statistics or study demonstrating its ongoing usefulness. Include photographs if it
was a special occasion. Because no campaign is ever one-and-done, develop a follow-up strategy for
more publicity.
9. Measurement
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It is now time to bundle your achievement and perform some public relations for your Public Relations
staff. Write a storey of what transpired and celebrate the coverage with a blog post. Take your time
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writing out every detail and describing the campaign's success.
Also, make a mass report with shown KPIs, targets, and areas for development. Look for tales that
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highlight the significance of the campaign and submit an award entry.
Make note of things like
 Sales numbers
 Media inquiries
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 Changes in social media
 Attendance numbers
4.2.1 Accounts
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Accounting for event management companies does not always necessitate in-depth accounting
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knowledge. A basic understanding will aid in the upkeep of the books of accounts. Having a
specialised person do the accounting benefits event managers on the production side. However,
executives should also have a few skills in order to negotiate better with suppliers. The primary
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factors that must be known are the approximate price of a product and its current market value in
order to maximise profits, and this is where accounting comes into play.
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There are numerous departments in event management:
 Client servicing
 Creative
 Human resources
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 Production
In this scenario, event management companies have progressed to the point where they can
outsource a few aspects of parties and functions based on themes chosen by the client. However,
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over the last decade, it has travelled a greater distance.

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Event planning can be time-consuming and expensive. Allow an award-winning company to do the
heavy lifting, giving you more time on your hands. Nationally and internationally, there are companies
that provide a full range of creative and management services. Choose a company with a reputation
for adhering to deadlines because it is critical that they deliver on time and on budget because the
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event would have cost a significant amount of money.

We understand that planning and managing exhibits, events, and conferences may quickly turn into
an administrative nightmare that consumes a significant amount of one's valuable time and disrupts
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all schedules. That is why professional companies can handle everything, from conception to
conclusion, offering the customer complete peace of mind since he knows the event will be
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productive, successful, and entertaining.
Professional event management businesses are dedicated to gathering the most complete
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information accessible for their clients, including websites. Understanding current event management
theory news should not be a difficult task. The most popular sources of reliable information are rapidly
identified. The best websites to run into a wide range of event management theoretical background
can be found on the internet via the numerous search engines whose resources may be used to
organise the entire event. The event management theory business is an intriguing one, and learning
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more about it can be extremely rewarding.
Following that, the professional companies work with zeal to assemble the most understandable
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resources in existence to you in the location required by you. Accounting is an important aspect of
event management, and knowing it will make any future event management executive more
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marketable.
Event Accounting
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Accounting and cost accounting are divided into many branches, such as managerial accounting,
human resource accounting, insurance accounting, airline accounting, and so on, with each industry
having its own accounting system. Event accounting is concerned with costing, managerial decision-
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making, event and show pricing, keeping proper records of individual events, and running the entire
business. It aids in the pricing of tickets, the planning of price increases and decreases, the budgeting
of the show, and the preparation of quotes for clients.Even cost centres track profit and loss per
event, assisting the event manager in keeping track of his or her finances, cash flows, and liquidity.
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Why do it?
Event management does not necessitate a thorough understanding of accounting. A basic

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understanding, on the other hand, aids in bookkeeping and the division of profit and loss. As a result,
commerce graduates have an advantage in event management courses. Knowledge of event
accounting benefits event managers, particularly those involved in event production. Accounting is not
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required for event management. Executives, on the other hand, should be aware of it in order to
better negotiate with suppliers. For maximum profits, you must first understand what the market price
of a product is. This is where event accounting comes into play.
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Accounting is not required for event management. Executives, on the other hand, should be aware of
it in order to better negotiate with suppliers. For maximum profits, you must first understand what the
market price of a product is. This is where event accounting comes into play. Client service, creative,
human resources, and production are all departments in event management.
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In short, event management in India is limited to a few five-star hotels and a few films production
companies. The event management has progressed to the point where it is possible to outsource a
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few aspects of parties and functions based on themes chosen by the client. However, it has travelled
a greater distance over the last decade.
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4.2.2 Briefs
Benefits of a Well Crafted Public Relations Campaign Brief
It is much more vital for your PR agency to read, evaluate, and understand a professional PR brief
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when you are briefing them with precise goals you want to reach and techniques to measure them.
Furthermore, drafting a professional PR Campaign Brief helps guarantee that your PR firm makes the
least number of mistakes in the setup, execution, measurement, and reporting of your PR Campaign.
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It is also advised that you provide room for their own ideas, which they may then write back to you in
a formal proposal.
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When creating the ideal PR campaign brief, keep the following three aims in mind:
 Clearly understand your unique PR objectives.

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 Specify how you want your public relations effort to be measured to your PR agency.
 Assist your PR agency in delivering exceptional work for you on time and on budget.
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The top 7 benefits of a professionally written brief for a PR Agency:
1. Deliver the appropriate PR mentions in the appropriate channels at the appropriate time.
2. Minimize misinterpretations.
3. Ensure that both sides' (client and PR Agency) expectations are clear.
4. Agree on the precise intended outcomes.
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5. Agree on a system for tracking results.

6. Agree on a timetable.
7. Agree on specific public relations campaign methods.
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 How to write a PR Brief?
Sample PR Brief
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 Client Name: An obvious one, but you’d be surprised…
 Brand/Product/Service: Since one firm may represent several brands, it's critical to be clear
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about whose brand the project is about. From a business standpoint, the focus of PR should
be on the entire organisation, therefore it's important to be clear from the start.
 Response Date: It is always useful to have a proposal deadline, which is usually 1-2 weeks.
This also depends on whether there are any pre-meetings/briefings required, as well as how
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detailed the agency's presentation has to be. If there are phases, include them in your
deadline.
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 Background / Introduction: This section would include information about the firm and the
brand to provide context for the endeavour.
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 Campaign Brief: This is particular to the project at hand. What exactly do you want the public
relations firm to perform?
 Campaign Objectives: What are your goals and what is the firm attempting to accomplish? It
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might be to increase brand recognition, boost visitors to the website, reposition the company
in the market, or establish a social media following that is combined with conventional media
exposure. This is an important part of the brief since it will determine the appropriate PR
strategy and methods to attain these objectives.
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 Target Audiences: It's pointless to target 'Horse & Hound Magazine' if you offer stylish
eyewear for humans. This is an extreme example, but exposure for the sake of publicity will
not meet your campaign's above-mentioned goals and will almost certainly disappoint.
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Determine who your core (or major) audience is. The more specific you can be here, the
better! This audience plays a significant role in the development of our creative concepts and
media listings.
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 Role of PR / Anticipated Scope of Work: This is a fantastic area for you to tell us what you
want us to do. For example, will the agency organise a campaign launch, or do you already
deal with an events company? Do you want us to handle your social media efforts, or do you
want to manage them in-house or with a specialised agency? Again, this is critical to our
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knowledge of what we can do/achieve within your budget.
 New Products and Timings: Is there anything new that the firm is releasing at the same time
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that we can include, utilise as a hook, or avoid? What are the dates and times for this?
 Positioning: How do you want your brand to be regarded, especially in comparison to your
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competitors? What is your one-of-a-kind selling point? What distinguishes us that we may
focus on? Is there a current market position that you would like to change?
 Key Messages: In general, there should be up to three messages about your company/brand
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that you would want to see (in an ideal world) in every piece of communication achieved
during the campaign. However, keep in mind that, unlike advertising, public relations is an
uncontrollable medium, and we can only influence the outcome rather than guarantee it!
Having these themes as guidelines, however, will guarantee that we weave them into every
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piece of communication and emphasise business spokespeople, media materials, social
media content, and our media connections to include them as much as possible
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.
 Spokespeople: Who will be the company's spokesperson during the campaign? Are they
media-savvy and self-assured? Do they have a good narrative to tell? A biography is always
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beneficial!
T iming a nd Bud get
A pr e de ter m i ne d t im ef r am e f or e ac h proj ec t i s es s e nt i al f or a n a l ys i ng its
ty
perf orm anc e.
 Yo u s h o u ld inc l u de – Ho w m uc h t im e do yo u n e ed t o s u pp l y t h e pr ere q u is it e
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f rom yo ur e n d?
 Ho w m uc h t im e s ho u l d t he par tn er a g enc y s p en d pr e par i n g th e ir pr op os a l
an d P R p itc h ?
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It is e as i er f o r a p ub l ic r e l at i on s ag e nc y to ef f ec t i ve l y pr e par e a n d c o ll ec t
res o urc es f or a pr oj ec t if yo u h a ve pr ec is e d i rec t i on on t h e c am pa i gn s t ar t da t e,
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im por ta nt t im i ngs , a nd m il es t on es . A we ll - d e f in ed t im e li n e is us u al l y a p p rec i at e d

an d e ns ures t h at c am p a ig ns ar e d e li v er e d on t im e.
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A c l e ar i nd i c at i o n of your PR bu d ge t is c r it ic a l f or a PR ag e nc y to c om pre he n d yo u r
bus i n es s obj ec t i v es a n d b ui l d t ac t ic s f or th e s am e. S om e b us i nes s es pr ef er n ot t o
pro v i d e a b ud g et b ec a us e t h e y wa n t to s e e wh at an a g enc y c om es u p wi t h. I t's n ot
a g oo d c o nc e p t at a l l . In yo ur PR br i ef , i t is ad v is e d th at yo u p ro v i de a bu d ge t or a t
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l eas t a r a n ge .
O ut l i ne of K e y Q u es t io ns –

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W hat is t h e tim et a b le yo u ' ve s e t f or th is pr oj ec t ?

 Ho w m uc h m on e y ar e yo u wi l l in g t o s p en d o n th is ?
 Ho w m uc h t im e wi l l i t t ak e yo u t o s u pp l y t h e pre re q uis i tes ?
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 Ha v e yo u s et a s tar t a nd f i n is h da te f or t h is proj ec t ?
KPIs: This is critical. We need to know what you consider a successful campaign and how your first
goals will be judged. We can help you with this, but it's best if everyone in the organisation is on the
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same page when it comes to expectations from the start!

Any other information: For example, past experience with a PR firm, previous brand triumphs, why
you may be changing suppliers, and so on.
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4.2.3 Pitch
A media pitch, often known as a pitch, is the email you send to editors when pitching your client or
business for press coverage and attention. It's also an important aspect of the marketing and public
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relations process within a public relations business that requires innovative thinking and writing!
Here are five short pointers to remember while creating a good pitch:
1) Keep it short and sweet; include only the most important information!
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Editors aren't interested in reading a six-paragraph proposal. They probably have hundreds of
proposals in their email, and even if they open your pitch, you can sure they won't spend the time
reading your short novel. Instead of presenting every detail, provide just enough to entice them. If
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they are interested and believe it is a good fit, they will respond and request further information from
you.
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2) Come up with a clever subject line to catch their eye.
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You're competing for valuable real estate in editors' inboxes, so it's up to you to pique their interest.
What's the best approach to go about it? A smart and memorable topic line! Most editors will not
check every single pitch that arrives in their email, so make sure your subject line persuades them to
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open yours.
3) Include an offer or something to entice them (exclusive interview, product, etc.).
The interaction between public relations experts and journalists is advantageous to both parties. As a
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result, the easiest method to persuade a journalist is to provide some form of reward. Whether it's an
exclusive interview or a product sample, offering an incentive increases the likelihood of your client
being featured.
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4) Don’t be overly formal or too casual – there should be a balance.

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The pitch's style and tone will differ based on your product and the publications/editors to whom you
are pitching. However, whether it comes to how professional or informal your pitch is, there should
always be a balance. If you make a pitch that is very formal, the editor or journalist will likely find it
dull, and if you write a pitch that is overly casual, the editor will probably not take you seriously.
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Shooting halfway in the centre is, in my opinion, the greatest strategy!
5) Cater your pitch to the editor.

An editor would appreciate it if you take the effort to investigate them and tailor your pitch to reflect
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their current activities. This demonstrates your effort and considerably boosts the likelihood of an
editor replying. Too frequently, public relations specialists send the same terrible pitch to hundreds of
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editors. Think again if you believe an editor will not notice! While it may take you a little more time to
tailor a successful pitch to each individual editor, the results will reflect your efforts.
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With the five techniques mentioned above in mind, assess if this is a product-focused pitch, a trend
pitch, or an announcement pitch. If you're attempting to gain publicity for a product or service and are
giving a free trial or product gifting, you're most likely using a product-focused pitch. You'll be trend
pitching if you're piggybacking on breaking news. An announcement pitch would be used to announce
a change in the business, a new charity venture, or an impending event
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 Pitch Examples
a) A Product-Focused Pitch
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Tangible items are sometimes the simplest to market since you can offer to send the product to the
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editor. And, let's face it, who doesn't like free stuff? Of course, this is not the case if the product itself
is dull. While some things will be easy to sell, others will be more challenging. In these circumstances,
you must develop the intriguing section in order to captivate them!
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It's your responsibility as a public relations professional to come up with a storey angle that the editor
won't be able to resist. It may require a little extra imagination at times, but that's all part of the job!
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Quick Tips:
 Include a link to the product so the editor can quickly see what it looks like. If you don't, they
won't take the time to look it up themselves.
 Inquire if they have any future articles in the works for which your product would be a suitable
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fit. This will help you decide whether or not you want to send them stuff.
Example:
Hi [editor first name],
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(I?) Wanted to introduce you to [brand hyperlinked], which [insert high-level background on brand].
We just released our new [new product hyperlinked] and would love to get it in your hands. I think
your readers would be interested in a story on [insert 2-3 story ideas with product catered to this
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outlet.]
Let me know what you think and we can ship out [product] ASAP!
Best,
[your name]
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b) A Trend Pitch
If you identify a trend in the market in which your client operates, you can position your client
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spokesperson as a thought-leader in that field by expanding on the trend and delivering thought-
provoking analysis and forecasts. BuzzSumo is an excellent resource for discovering popular topics.
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Once you've identified relevant trends, sell your spokesperson to the proper editors and give them a
perk like an exclusive interview. When developing a good pitch, make sure you position your
spokesperson as an expert by detailing their knowledge and that the trend relates back to your client's
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main value propositions.
Quick Tips:
 Make sure your client spokesperson is ready to participate in an interview as soon as
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possible, so you don't keep the editor waiting.
 Emphasize that this is a terrific chance for both your spokesperson and the editor.
Example:
Hi [editor first name], si

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(I?) Would love to offer you an exclusive interview with [insert brand spokesperson] of [insert brand
hyperlinked]. Known for [insert brand spokesperson’s accomplishments], [insert brand spokesperson]
is [insert ways brand spokesperson is changing the industry or fostering innovation]
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I think your readers could learn a lot from [insert brand spokesperson] because [insert reasons why
readers would connect with/ learn from brand spokesperson].
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Interested in connecting with [insert brand spokesperson] to learn more?

Best,
[your name]
c) An Announcement Pitch
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An announcement pitch may be used to reveal new collaborations, future events, company changes,
charity activities, and much more to the media. You may use a press release as supplementary
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collateral for an announcement pitch, as it has all of the history on the announcement and all of the
information the editor needs. In this situation, the pitch might be concise, offering a basic summary
and directing readers to the press release for more specific information.
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Quick Hints:
 Make it a point to provide the announcement news release. This will very certainly get a
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reaction from the editor out of curiosity.

 Explain why this announcement is significant and why the editor should be concerned Make it
unique to them.
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Example:
Hi [editor first name],
Next week, [insert brand hyperlinked] will announce [insert event, business change, philanthropic
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endeavor, etc.]
[insert brief background info on event, business change, philanthropic endeavor, etc.]
Interested in receiving the press release of the announcement? I’d also love to connect you with a
spokesperson to learn more.
Best,
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[your name]
[attach press release]
d) An Influencer Pitch
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We're included this since influencer marketing has grown into a significant component of public
relations, and pitching your company to influencers via email is critical. Reaching out via Instagram
direct messages is disorganized and easy to get lost among the messages of influencers, which is
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why we advocate using email pitches.
One thing to keep in mind with pitching influencers is that they might be far more informal and
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colloquial than pitching an editor.
Quick hints:
 Include a link to the brand's Instagram and website so people may learn more about it.
 Include information about what you're searching for and what you're ready to offer in
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exchange right away.

 Once you begin outreach, make sure you have merchandise ready to send out as soon as
possible since you will receive leads rapidly.
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4.2.4 Role of a PR Campaign

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Public relations are all about how you and your company interact with the general public. Your target
audience — everyone who works with, lives near, or is somehow associated with your target market –
will respond to how you present yourself. Your 'curb appeal' as well as your interior design will be on
show once you join the public arena. It will be critical to have some control over how others view you.
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One of the greatest ways to do this is to establish the presence you desire rather than waiting for the
public to do so for you.
You'll need an excellent plan to do this. Most businesses do not consider public relations planning
until it is too late; after they have been negatively exposed. Those who have already begun public
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relations operations do better when their exposure causes a negative attention flow. It is not the
greatest moment to begin relating to the community you serve. Look for opportunities to connect with
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the public – your audience – right now.
Every business must have a narrative to tell. Public relations assist you in telling your narrative to
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customers. A strong public relations effort may assist your company accomplish the following five
major goals:
1. Establishing your brand identity

2. Pique consumer interest in your company
3. Building that loyal consumer base
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4. Drive sales
5. Gain attention from investors

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The initial goal of a public relations effort is to assist you build your brand identity. Consumers
are far more inclined to trust companies they recognise, so getting your name out there and
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making sure people remember it is critical.
 Not only do you want to raise brand awareness, but you also want to excite customer interest
in your firm. Creating a storyline for your firm and establishing "brand buzz" are critical steps
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in developing a devoted customer base.

 Building a loyal consumer base is now a goal in and of itself. You want customers to identify
your brand with dependability and sincerity. Public relations efforts seek to bridge the gap
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between the firm and the customer by developing a connection that encourages two-way
communication.
 One of the most apparent reasons for launching a public relations strategy is that it will assist
to boost sales. More income for your company comes from a stronger brand reputation and
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awareness.
 Investors are extremely important in business progress, and one of the greatest methods to
attract their attention is through the deployment of an effective public relations campaign.
When favourable PR pieces about your firm are created and published in major media,
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investors are significantly more willing to invest.
 Here are four reasons to start your public relations campaign:

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1) Stay on top of mind
Every day, your clients and potential clients are inundated with advertising and marketing
communications. A strong public relations campaign emphasising your company's activities and
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events can assist your clients remember who you are and what you do. In non-sales methods, remind
the audience that you are 'out and about' in the community working on various initiatives or active in
other ways that help the greater community.
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2) Remind people of your expertise
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Your expertise and experience are what makes you and your company unique. Rather than rely
exclusively upon advertising which does not provide quality assurances, plan on offering free
resources, such as useful articles. Because they come without strings, encourage sharing so that
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potential clients will also learn about you.
3) Build credibility
In today’s world credibility is becoming increasingly important. Your public relations campaign can
build credibility because instead of ‘selling’ to the public you are engaging them in conversation or
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inviting them to participate in what you are doing. This public exposure, whether it’s a Facebook post,
a newspaper article or radio interview will draw attention to the ways in which you support the general
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public. This may very well be what distinguishes you from your competitors.
4) Save money on advertising and marketing

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An ongoing public relations campaign is only one element of a good overall marketing campaign.
While it cannot completely replace the need for advertising, it will save money because there will be
less need for paid advertisements and for crisis-management. Keep in mind, however, that a well-
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placed message in a popular magazine or on a significant blog has greater value than an ad in the
publication.
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Public relations is an important part of any business marketing plan. It is just as essential as the
advertising and other marketing pieces. Don’t wait to develop and implement a public relations
campaign until your business is suffering. Be proactive and, at the least, do some public relations
work on a weekly basis. If you can do something more frequently, like Twitter posts that link to a
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helpful industry article, that’s even better. The key is to have a plan that makes the best use of your
internal business resources so that you can relate to the public in a way that benefits both you and
them.
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4.2.5 Importance of a PR Campaign
Public relations (PR) are an important component to any business marketing plan. Typically, a
marketing plan has three parts: marketing, advertising and PR. All three parts need to have a
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strategy that complements the other.
The purpose of having a public relations plan is it helps you outline the key objectives for your
organization and how you want your brand to be positioned in the market. Public relations help you
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manage the public perception of your organization. When you have a plan, the brand gets clear on its
business goals and develops the main stories that will be told about the brand.
Examples of PR and media exposure are getting featured in Forbes, Entrepreneur, or another top-tier
large publication. Guesting on podcasts and TV appearances are great media exposure as
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well. These are just a few examples, as there is a wide array of media coverage
opportunities. Whether it is local coverage, national, international, or all coverage, a PR spot will
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always be a good thing. Until it’s not, then should that happen, especially in today’s cancel culture
climate, you will need your PR agent to do damage control and preserve your reputation. It is
essential for a brand to be in good standing with public opinion.
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 A public relations plan has several goals in mind.
Here are a few of them.
 Define your target audience. You must first choose who you wish to contact. Know your
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product and the problem it addresses for people, and then know who those individuals are
and where they can be found. For example, if you offer hair accessories for ladies, it makes
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little sense to target guys. Knowing who your audience is can help you effortlessly capture
their attention.
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 Determine your key stories. You can better attract your audience's attention if you generate
significant tales for your brand that they will connect to. You may tell tales that elicit an
emotional response from individuals, causing them to be more drawn to your business. The
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use of a few essential tales results in a clear message.
 Choose the outlets that you want to reach. You must understand where your audience is,
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and you must tailor your media aims to meet their needs. Landing a TV appearance on a
morning programme will be of little value if your target audience is not watching. This is why it
is critical to understand your consumer and where they are at. If you are a consulting
business with clients on LinkedIn, developing an Instagram platform will offer minimal returns.
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 Measure the success of your campaign. If you put in a lot of time and effort into a public
relations campaign, you should be able to quantify the outcomes. You will track the following
metrics based on your PR objectives: social media reach, social media engagement, media
impressions, website traffic, and keyword rankings.
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Now that you understand what goes into a PR strategy let’s review some of the benefits of PR.
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 Benefits of PR
1. It is cost-effective
PR is less expensive than buying ad space and running pay-per-click (PPC) campaigns. If you
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hire a public relations firm, you will have to pay for their services in arranging media exposure for
you, but reputable media outlets will not charge you for the actual exposure.
2. Better than advertising
PR is based on word-of-mouth, but you may spend for advertising to get the word out. Consumers
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are intelligent and knowledgeable, and they recognise when they are being marketed to.
3. Boosts brand visibility
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When your brand is featured in the media, it increases its exposure and authority, and it survives
on the internet in perpetuity. The segments and parts will always be available and may be utilised
and reused to remind them that you are the brand authority.
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4. Creates a relationship with your customers
Because the material is relatable, the tales revealed about the company and how those stories
elicit an emotional reaction from your audience help you develop a relationship with your
customers.
5. Increases sales conversions
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The know, like, and trust element is the formula for a successful sale, and when a consumer feels
those three ingredients, they are more inclined to purchase from you. PR positions your brand as
an authority, makes it visible, and your client will appreciate you as a result of relationship
development.
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The bottom line is that public relations is a technique that will provide a greater return on investment
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due to the reach of media outlets and should be used to assist businesses in building their brand,
visibility, and authority. It is a low-cost technique that keeps you at the top of your clients' and
consumers' minds.
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1) A____________, often known as a pitch, is the email you send to editors when pitching
your client or business for press coverage and attention.
a) Media pitch
b) Event Planning
c) Client Servicing
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d) Production
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2) _______________ is concerned with costing, managerial decision-making, event and

show pricing, keeping proper records of individual events, and running the entire
business.
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a) Event Planning
b) Event accounting
c) Professional Event
d) PR Campaigns
(c

3) Which of the following is not included in the benefits of PR?
a) It is cost-effective
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b) Boosts brand visibility
c) Increases sales conversions
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d) Define target audience
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4) ______________ has grown into a significant component of public relations, and
pitching your company to influencers via email is critical.
a) Influencer marketing
b) Digital Marketing
c) Business Marketing
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d) Information Marketing
5) ____________is concerned with costing, managerial decision-making, event and show
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pricing, keeping proper records of individual events, and running the entire business.
a) Graphic Design
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b) Event accounting
c) Persuasion Design
d) Synopsis
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Summary
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 A public relations campaign is a series of activities that are planne d in advance and relate
to a specific goal.
 Public relations require a clear message for the organization to communicate. A good rule
of thumb is to make the message as clear and concise as possible without losing precision
or risking ambiguity.
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 Public relations campaigns occasionally target the entire population but usually need to
target a specific group.
 The goal of a public relations campaign is always unique to the company, and each
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campaign will have its own set of reasons for being established and carried out.
 If you identify a trend in the market in which your client operates, you can position your client
spokesperson as a thought-leader in that field by expanding on the trend and delivering
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thought-provoking analysis and forecasts.
Activity
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1. Write a case study on PR Campaign.

Glossary
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 Professional event management businesses are dedicated to gathering the most complete
information accessible for their clients, including websites.
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 Accounting and cost accounting are divided into many branches, such as managerial
accounting, human resource accounting, insurance accounting, airline accounting, and so on,
with each industry having its own accounting system.
 Event accounting is concerned with costing, managerial decision-making, event and show
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pricing, keeping proper records of individual events, and running the entire business.
 Event management does not necessitate a thorough understanding of accounting.
 Public relations (PR) is an important component to any business marketing plan. Typically, a
marketing plan has three parts: marketing, advertising and PR.
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 Marketing analytics solutions, such as the Marketing Measurement and Attribution Platform,
can assist you in determining which outlets or television shows your target audiences visit.

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1. Explain the concept of PR Campaign. Why do we need one?
2. Explain the concept of Accounting for Event Management.
3. Explain the concept of Media Pitch.
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Further Readings
1. https://www.mbaskool.com/business-concepts/marketing-and-strategy-terms/17846-
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backgrounder.html
2. https://fmpr.net/how-to-write-a-fact-sheet/
3. https://academic.udayton.edu/cmm330/Topics/9_Lectures&Guides/PR/FactSheets.htm
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1) a)
2) b)
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3) d)
4) a)
5) b)
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Unit 3: Planning and Objectives

Objectives
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 Learn about Planning
 Understand Target publics
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 Learn about Message design

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Understand Media selection
 Understand Implementation
 Learn about Evaluation
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Introduction
Planning may be described as choosing ahead of time what will be done in the future. It is the process
of contemplation before to action. It entails determining goals as well as the activities that must be
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carried out in order to reach those goals. Managers predict the future and select what actions must be
carried out as a result of the planning process. Planning entails making decisions ahead of time about
what to do, how to do it, when to do it, and who will do it.
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"Planning entails determining what is to be done, how it is to be done, who will execute it, and how the
outcomes will be judged."
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A public relations strategy is your road map for developing a successful public relations campaign that
describes your organization's primary objectives and seeks inventive, effective strategies to get
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maximum media exposure. Public relations may assist you in increasing product awareness,
generating interest, informing customers, stimulating demand, and reinforcing your brand. You may
attain better results by coordinating your public relations initiatives!
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Definition
"A public relations campaign is a focused attempt to achieve a specified, quantifiable goal through
strategic messaging to an audience." To name a few, the goal may be to increase brand awareness
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among a new audience, increase sales of a product or service, or drive participation at an event.”
A public relations (PR) campaign is a set of coordinated efforts aimed at accomplishing a specified
goal for a company. This might include changing one's behaviour, such as purchasing a new product
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or investing in a new service. It might be a campaign soliciting donations or a specific call to action.
For example, you may donate to a charity or write to your MP to request that the government take
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action on an issue. Setting a precise goal from the outset of the activity not only makes it simpler to
organise and execute the campaign, but it also makes it easier to assess its performance.
 How to Develop PR Campaign

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Before you begin preparing your public relations strategy, you must first determine the target goal. Do
you want to enhance your sales and leads? To improve brand recognition and valuation? Is it partner
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engagement and recruiting that you're after?
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Choosing what goal, you want to attain first helps to establish the approach you should use. We
discussed numerous objectives in the preceding section that you may want to consider putting as
your aim.
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Many PR experts choose to use the SMART method as a template
 Specific: What is the desired outcome?

 Measurable: How will success be measured?

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Achievable: How will the campaign achieve its goals considering outside influences?
 Realistic: Is your campaign goal realistic for the bandwidth of your campaign?
 Time-based: How long do you have to meet these goals?
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Remember to consider how you will assess success when defining your PR goals throughout
campaign preparation. Your executive team doesn't want a list of links to PR clips and social media
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screenshots; they want to know how the marketing aided the company's goals.

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If you want to raise brand recognition for your new diaper line, you're probably not going to promote to
single guys in their early twenties. Reaching your objectives necessitates reaching the appropriate
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audience. So, while developing your media strategy and public relations strategy, consider who you
want to reach. Your public relations team's techniques will most likely need to be adjusted dependent
on the audience that the team intends to target.
3. Brainstorm
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When you know what you want to achieve, you can start thinking about the best route to get there.
Brainstorming is a crucial aspect of creating a public relations campaign. Bring in diverse people from
different backgrounds to host a productive brainstorming session and explain what you are attempting
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to achieve. Conduct a comprehensive brainstorming session by soliciting several ideas and seeing
how they relate to one another. Then, wait a day or two for it to settle before re-approaching anything
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you may have missed.
Consider these questions
 What is the message?

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 Who is the message for?

 What platforms will share the message?
 What topic is the message and how will you get it across?
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In addition to brainstorming, you may want to gather market intelligence about your target audience or
rivals. Use a poll or visit a subject matter expert to get a sense of how your audience is feeling.
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It is a good idea to gather industry research throughout the early phases of the campaign. This data
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may be used to assess how your tale fits into wider industry trends, whether portions of the storey to
embrace or reject, and how to deal with any potential negative blowback. It is also advisable to keep
track of what the media is interested in.
When writing a press release, consider framing the announcement as a tale. If you want journalists to
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cover your company's news, help them understand why it's newsworthy by writing a title for your
press release that reads like a news storey that the general public would be interested in, rather than
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just a company news bulletin post.
Conducting research such as a social media analysis, competition analysis, or digital media analysis
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might help the campaign and marketing efforts.
Other things to research

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 Competitor’s websites
 Competitor campaigns (SEO, social media, and PPC)
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 Competitor LinkedIn pages

 Your competitors on Google and set up Google alerts
To gather all of this data, you may need to enlist stakeholders from other departments, such as
marketing and sales. These stakeholders might assist in informing and validating the core messaging
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and campaign strategy.
5. Select Your Channels

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Will you issue a press release or host a news conference? Do you want to employ influencers or just
your company's branded social media pages to help disseminate your message? The channels that
your target audience is most likely to pay attention to should be a crucial factor in campaign strategy.
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Again, if you're promoting your company's new diaper line, you may try combining online and offline
strategies to contact customers both before and after they go shopping. Your public relations team
may want to consider how the campaign ties to the Marketing team's SEO strategy, social media
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strategy, and other digital marketing channels while establishing the plan.
Most press releases, predictably, aren't SEO-friendly. You don't have to be a technical expert or a
search engine professional to appreciate the influence of SEO on your public relations effort. You will
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be able to enhance your brand's reach, attract more organic traffic, and increase the authority of your
site (and brand) with the aid of semantic SEO and research-driven link building.
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6. Sense Check Your Idea
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Before launching the public relations campaign, convey the ideas to those who are not involved in the
project. How many times have you seen an advertisement and wondered, "How did someone approve
that?" Most likely, not many persons were engaged in the approval procedure.
To avert a public relations disaster, consider asking your journalist friends and influencers what they
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think. Influencers have a great deal of insight into how your message will be received in the social
media realm.
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Most crucial, solicit early input from the customer to verify that it corresponds to all of their brand
preferences. This can assist in catching anything evident or preventing something tone-deafening.
Make certain that every aspect of the campaign is consistent with their brand and corporate values.
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Think about your target audience and ask
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 What is important to them?

 How will this campaign make them feel?

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What are their pain points and how can you solve them?
Before your public relations team hits the "go" button, double-check that every detail is right and that
all materials are flawless and on-brand. Make certain that every piece of data or set of facts supplied
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is correct. This is the moment to make any necessary modifications before going live.
Give yourself a minimum of 10 days, or perhaps longer for some public relations efforts, for tactical
implementation. Take into account current events, competition news, and even holidays. Expect
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things to get out of control and allow yourself some leeway. This time to make any last-minute
alterations is critical to the success of the campaign.
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Make sure you have any extra information ready to submit, as well as the authorization to do so. It is
critical to capitalise on each and every call, so keep communication channels open and be prepared
to respond to any inquiry.
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8. Follow Up
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Make a plan for following up with media. If you see that your storey has been bumped or has not yet
been covered, make careful to explain why the information is still newsworthy and how it will remain
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newsworthy in the next days and weeks. It is usual for journalists' inboxes to be flooded by pitches, so
make yours stand out. Send a follow-up email three to four days following the original
correspondence. Include a link to a customer review or statistics or study demonstrating its ongoing
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usefulness. Include photographs if it was a special occasion. Because no campaign is ever one-and-
done, develop a follow-up strategy for more publicity.
9. Measurement
It is now time to bundle your achievement and perform some public relations for your Public Relations
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staff. Write a storey of what transpired and celebrate the coverage with a blog post. Take your time
writing out every detail and describing the campaign's success.
Make note of things like

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 Sales numbers
 Media inquiries
 Changes in social media
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 Attendance numbers
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4.3.1 Target publics
Your target audience is the exact set of consumers who are most likely to want your product or
service, and hence the ones who should see your advertising efforts. Age, gender, wealth,
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geography, interests, and a variety of other criteria can all influence who your target audience
is. Your target audience may be narrow or wide depending on what you sell. If you were a shoe
dealer, for example, your target customer would be diverse because men, women, and children
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all wear shoes. On the other side, maybe you specialise in high -performance running shoes.
Then your target demographic would be more specific — top athletes aged 20 to 40 who have
indicated an interest in running or have completed a marathon. In any case, it is critical to
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identify and categorise your target demographic in order to decide the creative messaging that
will resonate with them and the channels they prefer.
Why should you define your target audience?

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What is the significance of defining a target audience? The following are some of the most effective
strategies to benefit from marketing to a specific audience:
 Concentrating your efforts on a few particular target groups helps you to market more
effectively.
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 This also entails distributing funds and resources to appropriate consumer groups.

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Identifying a specific audience group to target also aids in the development of a brand voice
that resonates. This increases the effectiveness of your social media branding initiatives.
 By marketing to a very specialised target demographic, you can create message that actually
connects with them. This makes connecting with them and gaining their allegiance simpler.
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 The Benefits of Knowing Your Target Audience
Understanding your target audience is critical as a marketer. This data will serve as the
foundation for any marketing plan and strategy you implement. Airing an ad during the Super
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Bowl may appear to be a terrific method to reach as many people as possible, but it is also
costly. Furthermore, just one-quarter of the viewers are likely to be interested in your goods.
Knowing that your target demographic reads a particular newspaper or watches a particular
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show means that your advertisement will be viewed by fewer people, but by the correct people.
Ads in running periodicals, for example, may be a better fit for your target demog raphic if you
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offer running shoes. Choosing the correct medium is critical for maximising your marketing ROI.
Understanding your target market enables you to create relationships and communicate more
effectively with customers, in addition to enhancing ROI. You may create creative that speaks
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to certain personalities and brands that align with the interests and values of customers who
are most likely to buy the product. This is especially crucial in an era when consumers demand
every advertisement to be individualised and highly targeted. Indeed, 80% of consumers think
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they are more inclined to do business with a brand that provides individualised encounters.
What Are the Types of Target Audiences?
Target audiences can be further subdivided into categories based on intent, geography,
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interests, and other factors. Let's look at some instances of how you can segment your target
audience:
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Interest
Divide the group into categories depending on their varied interests, such as hobbies and
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entertainment choices. This can assist you in creating data-driven, highly tailored
communications that helps you to engage with your audience in meaningful ways and generate
brand loyalty.
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Purchase Intention
Define groups of people who are seeking for a certain product, such as a new television or
automobile. This will assist you in understanding your audience's pain spots, allowing you to
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generate personalised messaging that meets their requirements.
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Subcultures
Subcultures are groups of individuals who share a shared experi ence, such as music genres or
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fandoms in the entertainment industry. You can better comprehend who you're attempting to
connect with if you grasp some of your target audience's reasons.
 7 Ways to Determine Your Target Audience
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To establish your target group, you must spend time analysing data from consumer encounters,
examining existing customers and purchase habits, and optimising as new information
becomes available.
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The following steps should help you realize your target audience:
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1. Analyse Your Customer Base and Carry Out Client Interviews
Looking at who already buys your product or service is one of the finest methods to figure out
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who your target customer is. What is their age, where do they reside, and what are their
interests? Engaging in social media or distributing consumer surveys is a fantastic approach to
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understand this.
2. Conduct Market Research and Identify Industry Trends

Examine your industry's market research to see where there are gaps in service that your
product may cover. Examine trends for comparable goods to understand where they are
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spending their efforts, then zero in on your product's distinct value.
3. Analyse Competitors
Marketers may learn a lot by observing rivals to discover who they typically market to and how
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they do it. Are they communicating through online or offline channels? Is their attention focused
on the decision-maker or the supporter?
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4. Create Personas
Creating personas is an excellent approach to hone down on the exact groups that comprise
your target audience. This is especially useful if your product appeals to a broad range of
buyers. Personas help you identify the overall demographics, characteristics, and demands of
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your target consumers. "Fran First-Time Runner" will address distinct demands than "Sam
Seasoned Pro." Personas are formed using data, surveys, digital engagements, and whatever
other information marketers may gather to provide a more comprehensive picture of the
consumers. Favourite activities, television series, periodicals, and so on may be i ncluded.
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Marketers are advised to create between three and five personas.
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5. Define Who Your Target Audience Isn’t
There will undoubtedly be consumers that are similar to your target demographic but will not
respond to message. Try to be as detailed as possible when establishing who your target
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audience is and who it isn't. Is your demographic female, or females aged 20 to 40? Knowing
this can prevent your teams from wasting money on ad segments that will not provide results.
6. Continuously Revise
As you collect more data and engage with consumers, you will have a more precise picture of
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your target audiences. To gain the greatest outcomes, you must continually optimise and hone
personas based on this information.
7. Use Google Analytics
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Google Analytics provides a wealth of information about the people who visit your website. This
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data may be used to get critical insights, such as which channels your target audience is using
or what sort of content they are interacting and connecting with the most, helpi ng you to make
better data-driven decisions during the media planning process.
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 How to Reach Your Target Audience
Once you’ve created personas, the further step is to find media that targets these specific
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segments. Given below are some tools to get you started:
Media Kits
Publishers' media kits provide a clear picture of the target groups they reach. Depending on the
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brand, these can be divided out by job titles, income levels, or interests. Marketers should
verify that secondary audiences are not included in these totals when deciding where to invest
ad expenditures. Magazines, for example, are frequently sent to friends and relatives. This
lengthy shelf life is advantageous for marketers, but it should not be considered when
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determining where to buy because it is an estimate. When making judgments or negotiating

prices, use the paying subscribers.
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Nielsen Ratings
Nielsen can anticipate how many homes will watch a certain show using statistical samplings.
Although prime time may appear to be a good choice for reaching a large audience, you may
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find that more niche shows in the early or late fringe may reach your target group for a fraction
of the expense. This is especially true when additional channels and programmes increase
television's fragmentation.
Social
Social media advertising allows you to target adverts based on demographics and interests.
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Although the target audience may be narrowed down to a fine point, various populations
consume media in different ways. Some Instagram users may be uninterested in business-
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related advertisements, while they may respond more enthusiastically on Facebook. It is also
critical to assess the performance of various sorts of advertisements on these platforms, such
as display vs native. Experiment with different platforms to find what produces the best results.
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Third Party Information
Marketing analytics solutions, such as the Marketing Measurement and Attribution Platform, can
assist you in determining which outlets or television shows your target audiences visit. Investigate
how these firms identify how to reach the target audiences when choosing a partner. Are they relying
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on out-of-date information, or do they have media partnerships?
 How to Reach your Audience at the Right Time
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Marketing to today's empowered customers requires not just knowing where to reach them, but
also understanding when to reach them. As customers get more proficient at filtering out
messaging, marketing at the proper time will pay off. There are several important
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considerations to ensure right-time marketing across various channels:
Television
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Viewers no longer have to suffer through ads thanks to the development of DVR. This implies
that even with the correct target demographic, you can't always guarantee views on advertising
displayed during a show's commercial break. When negotiating television spots, aim to be the
first commercial before a break or the final one after a break. Even great is watching live
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television (including the late-night news or sporting events). Because they are live, you can bet
that more people are watching right now rather than fast forwarding.
Because listeners frequently switch radio stations during commercial breaks, book commercials near
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the beginning or conclusion of the break if feasible. Also, keep an eye out for DMAs (Designated
Market Areas). Nielsen provides DMAs that are based on signal strength. The Boston market, for
example, encompasses Rhode Island and Southern New Hampshire. It is critical to remember this
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since, while radio is a terrific method to reach local customers, it may also include listeners from
beyond your target location.
Email
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Consider the timing of an eblast when booking it with an outlet. Because Fridays are a popular day for
individuals to take time off, sending an email on a different day may enhance your open rates (unless
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the data says otherwise).
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4.3.2 Message design
Design science is a broad subject of academic research, teaching, and training. Regardless of what
we design, there are similar issue areas. In common parlance, the uppermost level is referred to as
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"Families." The next stage might be called "Genera." "Species" is the third level (or disciplines). The
classification of the five design families is based on the function of the design. We have the ability to
create artefacts, various messages, performances, systems and processes, and our own
surroundings. These design families are known as: 1) Design of an artefact. 2) Message design. 3)
Performance planning. 4) Design or development of systems. 5) Environment design. 6) Design
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philosophy. A design discipline is a combination of disciplines that all deal with design of messages.
Design of Messages
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Several definitions of the term message can be summed up as follows: A message is a piece of
information transmitted from a sender to a recipient in a single context on a single time. In general,
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the phrase message applies to all media. In mass communications, several combinations of linguistic
terms are commonly used. A newspaper, for example, typically employs both the printed word and
other types of images. Words, visuals, and sounds, such as music, are all used in a television
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programme.
Words, pictures, and forms are the three basic components of message design. These key
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components can be used to create, produce, send, and understand messages in a variety of ways.
There are five main "message design genera" based on different communication aims. These are the
groups:
1) Graphic design.
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2) Information design.
3) Instruction design.
4) Mass design.
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5) Persuasion design.
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Influences and data from more than fifty recognised academic areas are used into message design.
The major fields can be classified into categories based on their "basic disciplines." These are the
groups:
1) Language disciplines.
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2) Art and aesthetic disciplines.

3) Information disciplines.
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4) Communication disciplines.
5) Behavioural and cognitive disciplines.
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6) Business and law.
7) Media production technology disciplines.
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8) Society.
9) Individuals (Figure 1).
This "message design paradigm" demonstrates how several fields of knowledge impact and
contribute to a fundamental component, message design. The ovals that symbolise the many
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disciplines in the figure above are not crisp and clear. All of the borders are hazy, vague, and
indistinct. Furthermore, the model is not designed to demonstrate any precise correlations between
the "basic disciplines." The relevance and effect of these fundamental disciplines varies by design
area.
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All message design disciplines include a theoretical as well as a practical component, therefore
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message designers must have both theoretical and practical expertise. We need ideas to arrange our
thoughts and to explain them orally in order to execute good reflections and make qualified reflections
about theory and practise.
Message Design Processes

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When an intended message is sent from a sender to a recipient and received as an internalised
message, many processes occur. These processes are governed by rules, carried out with the use of
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instruments, and impacted by the social environment (Figure 2).
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Cognitive as well as practical actions and elements are included in design process models. My
personal "message design model" and "information design model" comprise the four process
activities:
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1) Analysis and synopsis.
2) Production of draft.
3) Production of script.
4) Production of original and master.
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Each activity includes a design sub-process, activity documentation, and a review process (Figure 3).
Anyone who wishes to deliver a message to one or more receivers is referred to as a "sender" or
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"information provider." The sender may occasionally hire an information designer to create messages
and information items.
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A "representation" is a media that conveys a certain message. It serves as the conduit between the
sender and the intended recipient. Each media has its own set of benefits and drawbacks. It is always
critical to use the best media for conveying the intended message.
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There are literally hundreds of different types of "receivers," "audiences," or "information interpreters."
The more information we have about a certain group, the better we will be able to address that group
and ensure that our messages are comprehended. Receiver processes include information search
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and selection, as well as mental processing of information. People do not get the same knowledge
and comprehension from what they hear, read, or see. The significance of every communication,
verbal or visual, is contained not only in words, pictures, forms, and colours, but also, to a
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considerable extent, within us.
An interior context is provided by factors inside the medium. It refers to the interactions between
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headers, images, margins, tables, texts, and other visual design aspects in a book. Images, music,
sound effects, dialogue, and sometimes text can all be found in movies and television shows. The
inner context is just that: an internal context. The lighting in the room may represent the intimate
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setting while we read a book or watch projected visuals. The social context is provided by the
complete communication scenario, which includes the senders and their message intents, as well as
the recipients and their conditions. Each situation will have an impact on how we understand the
message. Both the immediate context and the social context are external contexts.
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Several writers have stated that form comes after function. As a result, the message's substance is
more significant than the message's execution. As a result, we should always start by identifying what
each communication is trying to convey. What is the issue we are attempting to resolve? Each
message's material must be arranged and tailored to the demands of the target listeners, readers, or
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viewers.
An inventor, such as a writer, designer, artist, or painter, may desire to tell someone something. Then
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he or she has a "intended message" to express as well as one or more mental pictures. The inventor
can explain and exhibit her or his mental pictures by generating a number of tangible outlines or
sketches. These outlines contain "preliminary messages," which seldom reach a big audience. The
cerebral and creative process, as well as the physical and practical labour, allow an illustrator or
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painter to create an original drawing or painting. This completed original contains a "planned
message." Each person who looks at the finished artwork will form their own "interpretation of the
message."
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Message Design Principles
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Several authors have provided design principles in a variety of fields, including data graphics, general
design, graphic design, message design, instructional design, instructional message design,
information design, and persuasion design. Some principles are broad in scope, while others are
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narrowly focused. All message design concepts, however, should contribute to the creation of
effective and efficient communications.
Studies of processes of message design and information design resulted in 16 design principles to be
used in the production of information and learning materials as well as in instructions.
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• Functional principles. This group includes the following six principles: 1). Defining the problems. 2)
Providing structure. 3) Providing clarity. 4) Providing simplicity. 5) Providing emphasis. 6) Providing
unity.
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• Administrative principles. This group includes the following four principles: 1) Information access.
2) Information costs. 3) Information ethics. 4) Securing quality.
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• Aesthetic principles. This group includes the following two principles: 1) Harmony. 2) Aesthetic
proportion.
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• Cognitive principles. This group includes the following four principles: 1) Facilitating attention. 2)
Facilitating perception. 3) Facilitating processing. 4) Facilitating memory.
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A lot of authors have said that there are no hard and fast standards for design. "It Depends," some
people remark. It is determined by the audience, the setting, the economy, the media, the message,
and other factors. Design is influenced by far too many things. In each scenario, the message
designer must be able to analyse and comprehend the problem, as well as come up with one – or
more – viable design solutions.
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There is just one rule to follow! Any message designer must adhere to copyright laws and regulations,
as well as other rules and regulations pertaining to the design, production, distribution, storage, and
use of the finished artefacts. The use of artwork, graphics, logos, lyrics, music, pictures, special
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noises, symbols, text, and trademarks is covered. It is also critical to follow various ethical regulations,
media-specific ethical norms, and to honour all commercial commitments.
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4.3.3 Media selection
Finding the most cost-effective medium to give the intended amount and type of exposure to the
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target audience is referred to as media selection.
A company must consider the following aspects when making a media selection:
 Budget: A company with a restricted promotional and advertising budget should limit the
quantity of publicity provided by a single media outlet. It should strike a balance between its
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budget and the volume of coverage.

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Campaign Objectives: The campaign's objectives are one of the aspects that will influence
the budget and the quantity of coverage. If the campaign's goal is to raise the business's
brand recognition within the young market, it will have an impact on whatever choice the firm
takes above. In this instance, the corporation must spend more money on certain publications
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in order to accomplish the objectives.
 Target Audience: The media that the company chooses is undoubtedly impacted by its target
audience. The company must choose the medium that its target audience is familiar with,
such as the newspapers or magazines they read or the social media sites they frequent.
 Concentration: The concentration or emphasis of the firm's marketing message should also
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be examined, whether emotive or clear cut.
 Media Readership: Readership refers to the number of times a publication has been read by
a reader.
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Media Circulation: A company must determine the entire circulation of the chosen media.
Timing: When selecting media, the company will evaluate when it intends to launch the
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advertising campaign.
Factors Governing of Advertising Media Selection

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The choice of an appropriate media for advertising is a challenging matter for the marketer. In modern
advertising, there are several types and classifications of media. As a result, advertising media
selection entails not only selecting the appropriate media classes but also selecting the specific
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medium within the class or classes. Furthermore, no single media is ideally suited to all advertising. In
truth, a medium that works well for one person may be completely useless for another. The media
used to advertise a certain product may later be determined to be unsuitable. As a result, selecting
the best medium necessitates considerable consideration. If the medium is not appropriate, the entire
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advertising effort will be a waste of money.
The advertiser, therefore, while selecting the media, should consider the following factors:
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1. Class of the audience: To begin, the advertiser must consider the type of audience that will
be impacted by the media. The audience can be divided into categories based on their social
standing, age, income, educational level, religion, and cultural interests. They can also be
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classified as males and women.
2. Extent of coverage: Second, the advertiser must assess the quantity of people who will be
reached by the media. Every medium has both a general and an effective circulation. The
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entire number of individuals who read or subscribe to the media constitutes the public
circulation. The number of prospective buyers who read it and those who impact sales, even if
they do not buy for themselves, is the effective circulation. When determining the number of
persons to be covered, effective circulation must be taken into account. The amount to which
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the medium reaches the same audience as some other media, i.e., the percentage of overlap,
must also be considered.
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3. Nature of the product: The nature of the product itself is a major determinant in determining
the media. Products may be divided into several categories, such as consumer products and
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manufacturer's products.
4. Nature of the competition: The nature of the competition has a stronger effect on media
choices. If the competition is fierce, extreme caution in media selection is essential, as is a
greater advertising budget. In many cases, where the advertising copy is similar or the media
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choice solely determines the effectiveness of the campaign in comparison to that of the
competitors.
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5. Reputation of the medium: Newspapers and magazines may provide a magnificent
example of the media's reputation. There are a few newspapers and periodicals having a
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global reputation and a large circulation. Advertisements in such periodicals and newspapers
are widely recognised and accepted. Such commercials also boost the product's repute.
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6. Cost of the media: In most circumstances, the cost of the media is an essential
consideration in the choosing of the medium. Advertisements in particular mediums can be
costly. For example, television and radio commercials. Advertisements in magazines and
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newspapers are often seen to be less expensive. However, several periodicals and
newspapers with a greater readership and a good reputation demand a higher fee. The
charges also vary according on the amount of space filled and the favourable places. The
reader rarely skips over the first page of a newspaper. As a result, they command greater
attention than advertising seen elsewhere in the newspaper.
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7. Time and location of buying decisions: The audience's location and the time it should
reach them must also be considered. This factor also allows the marketer to retain his retail
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locations close to his clientele.
4.3.4 Action plan

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The goal of a public relations strategy is to create a media narrative or manage the dissemination of
information about your organisation in order to get consumers. It may also be used to spread the word
about a certain event or business venture. Marketing and advertising campaigns are usually focused
on generating sales, whereas public relations teams are more likely to have campaign KPIs that are
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not directly related to sales.

Now that you know what a public relations campaign is, let's talk about how to construct one.
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Before you can start planning your public relations strategy, you must first decide what you want to
accomplish. Do you want to increase your sales and lead generation? To raise brand recognition and
value? Are you looking for partner engagement and recruitment? Choosing which objective, you want
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to achieve first will assist you in determining the best method to utilise. In the last part, we examined a
variety of objectives that you could choose to set as your goal.
When creating PR goals during campaign planning, keep in mind how you'll assess success. Your
executive team isn't interested in a list of links to PR clips and a few social media screenshots; they
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want to know how the campaign benefited the company's aims.
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You're not going to sell your new diaper line to single males in their early twenties if you want to build
brand recognition. It is critical to reach the correct audience in order to achieve your goals. Consider
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who you want to reach out to while developing your media strategy and public relations strategy.
Depending on the audience you choose to target, your public relations team will almost probably have
to adjust its approach.
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3.Brainstorm
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After you've chosen what you want to achieve, you may consider the best strategy for reaching your
objectives. When developing a public relations campaign, extensive brainstorming is necessary. Bring
in folks from different walks of life and explain what you're attempting to accomplish to host an
efficient brainstorming session. In a thorough brainstorming session, collect a large number of ideas
and evaluate how they relate to one another. Allow it to settle for a day or two before returning to any
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tasks you may have missed.
In addition to having a brainstorming session, you may want to do market research on your target
audience or rivals. Try running a survey or interviewing a subject matter expert to get a sense of how
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your audience is feeling.

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Gathering industry research early in the campaign is a smart strategy. This information may be
utilised to determine how your narrative fits into larger industry trends, which parts of the storey to
embrace or avoid, and how to handle any negative backlash. It's also a good idea to keep an eye on
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what the media is interested in. Consider framing a press release as a storey while drafting it. If you
want journalists to cover your firm's news, make it simple for them to understand why it's important by
drafting a press release title that sounds more like a public-interest news item than a company news
bulletin post.
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Conducting research, such as a social media analysis, competitor analysis, or digital media analysis,
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may aid in campaign and marketing activities. To collect all of this data, you may need to recruit the
assistance of stakeholders from other departments, such as marketing and sales. These stakeholders
might help create and test important message as well as a campaign plan.
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Before your public relations team pushes "go," double-check that every information is correct and that
all assets are outstanding and on-brand. Check that each piece of information or set of facts is
correct. This is your last chance to make any last modifications before going live.
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When it comes to tactical execution, allow at least 10 days, and even more for some public relations
activities. Consider current events, competition news, and even holidays. Expect things to get out of
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control and give you some leeway. This last-minute window of opportunity to make any necessary
changes is vital to the campaign's success. Check to see whether you have any extra information and
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the authority to supply it. It's vital to make the most of every phone conversation, so keep lines of
communication open and be ready to respond to any request.
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6. Follow Up
Create a strategy for following up with the media. If your item has been bumped or has yet to be
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covered, explain why the material is still newsworthy and will stay so in the coming days and weeks.
Because journalists' inboxes are bound to be overwhelmed with pitches, make yours stand out.
Write a follow-up email 3-4 days after the original communication. Include a link to a customer review,
statistics, or research that proves the product's ongoing value. If it was a significant event, provide
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photographs. Make a strategy for further coverage since no campaign is ever one-and-done.
4.3.5 Implementation
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 10 Pro Tips for Running an Effective PR Campaign

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Before Releasing Your Message
1. Set a Goal, its Limitations, and Metric of Success:
It's critical to begin with a big-picture aim. What do you want to accomplish with your campaign? Do
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you wish to reach out to a new group of people? Do you wish to increase the sales of a product? Do
you wish to establish a favourable rapport with the general public?
Once you've decided on a broad target, break it down further: for which product in particular do you
want to increase sales? What do you want your company to be recognised for? Consider the size of
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your budget and whether a deadline is necessary. By creating a campaign blueprint, you are
providing yourself with a specific metric to gauge your progress.
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2. Know Your Audience
Before you can select how to convey your public relations message, you must first decide who will
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receive it. Take the time to determine which client personas you want to reach with this campaign. If
you're targeting families, for example, you could want to build a campaign that promotes a family-first
message or explains why the business cares about how its product impacts loved ones.
3. Choose the Right Platform
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After you've settled on a target persona, you'll want to decide on your preferred medium for
communicating your message — for example, does your ideal audience like TV or radio? Is it better to
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issue a press release or have a news conference? Everything else will be easier to plan with this
information.
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4. Find Your Creative Angle
Nobody says you can't conduct a successful campaign based on little events, such as a corporate
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award, but your tale must be attractive to the general audience. Fortunately, every narrative has a
unique creative viewpoint. Consider it from the standpoint of the general population. Why should they
be concerned? If your company recently earned the title for "Best Cycle Studio in Brooklyn," consider
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what aspects of the honour are essential to your consumers. The appropriate editorial hook is
frequently what piques someone's interest in learning more. "We Won Best Cycle Studio in Brooklyn,
Beating Out Big-Names Like Soul Cycle, only 6-Months After Opening," for example.
5. Write an Exceptional Press Release

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If you want journalists to assist you, you must first assist them. Instead of drafting a press release that
seems like a promotion, such as "Our New Phone Is Now Available," create one with a strong news
aspect, such as "One Local Cell Phone Shop Hopes to Compete with Apple's iPhone." Can you tell
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the difference? The first choice for a press release is essentially an advertising. The second approach
is to tell a narrative. Include important statements from workers or industry leaders, as well as any
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other information that a writer would want.
6. Distribute Wisely
Once you've determined your newsworthy angle, send it to media publications in your field. You can
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also distribute the storey to local television or radio stations. It is critical that you have done your
homework on media businesses by visiting their websites and determining how much your industry
impacts the publication's news stream. Remember that media outlets aren't interested in the fact that
you're launching a new Italian restaurant; they're interested in an engaging narrative, such as,
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"Convenient dinners for big families are an unexplored market in [this city], and a new Italian
restaurant is heeding this need."
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7. Build Relationships with Journalists
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While this is a longer-term strategy, you may begin cultivating contacts with journalists during your
campaign. Instead of sending your article to a generic news desk, locate the names of journalists who
frequently write about industry-related issues. Email, contact, or try reaching out to particular reporters
via their Twitter handles with your storey so you can start creating a long-term connection with
someone who could be willing to write about your firm again in the future.
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After Releasing Your Message
8. Link Building
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When your storey begins to get momentum in the media, it's vital that you capitalise on the attention
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for a long-term boost to your website's domain authority.
First, try Fresh Web Explorer and Google News; with Google News, you can even set up an alert for
your firm so you don't have to manually monitor the press. Send an email to the journalist who wrote
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the piece or the magazine itself whenever your company or campaign is mentioned. What you may
say is as follows:
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“Hello,
I hope you're well. I've just finished reading one of your articles entitled [insert title here] -- an
interesting and enjoyable read!
I've noticed during the article you mentioned [insert campaign or company name here]. I was
wondering if you could add a link to [insert link here]. Hopefully this will give your readers
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additional information if they wish to research them further.

Let me know if you can help!
Kind regards,
John Smith”
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By framing this as a benefit to the publication's readers, you're providing a strong incentive for the
journalist to include a link back to your site.
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9. Social Shares
Similar to link building, requesting that media sources who published your piece share it on their
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social networks is an efficient way to bring a huge audience to your campaign. For example, if
Cosmopolitan publishes your piece, why not try to reach out to some of their 2.2 million Instagram
followers?
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Because social media moves quickly, you should email a magazine as soon as your storey is online
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to see if their social media manager would be happy to share it while it's still fresh.
10. Write a Company Blog Post
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If your campaign is effective, you will most likely observe an increase in website traffic. Profit from the
additional traffic by publishing your own blog post that includes the same content as your press
release. This will allow your company to present relevant information to those who are interested in
learning more about your campaign and the services you offer.
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4.3.6 Evaluation
The impact of a public relations effort might be difficult to quantify. Specifically, unlike other types of
brand promotion, such as internet advertising, PR initiatives do not have a precise analytic statistic
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that can be used to assess their performance. And public relations are not cheap; it can be rather
expensive. However, PR, like other marketing strategies, may assist promote your brand or product,
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leading to increased brand recognition and sales if done correctly.
But how will you know whether a PR campaign is a success? Although the influence of public
relations cannot be directly measured, there are several approaches for measuring the impact of
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public relations. A sustainable team task management method that assists your firm in measuring
these indicators is critical.
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1. Number of press articles

The amount of newspaper clippings about your brand or product is one of the most effective methods
to gauge the effectiveness of a public relations strategy. Obtaining extensive publicity in well-known
media sources will quickly expand your brand's reach to a larger audience. Publications having a
large readership will raise awareness of your brand among its readers. It can, however, be tempting
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to post articles on every website that can't stop adding new content. It is preferable to do so on
websites whose consumers are likely to be interested in your specific brand.
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2. Social media reach and engagement

Social media usage is increasing by the day and can give a simple approach to assess the
effectiveness of a public relations effort. Statista estimates that there will be around 4.57 billion
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internet users by July 2020. The number of new followers and average monthly post reach on your
social media platforms may be used to gauge the performance of a public relations effort. The number
of likes, retweets, and shares on social media networks can assist gauge involvement following the
campaign.
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3. Media content analysis

The amount of newspaper clippings, as well as the sort of content in those stories, can be used to
assess the effectiveness of a public relations strategy. Actionable content will raise brand recognition
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and encourage potential customers to visit your website to learn more and, most importantly, to buy
something. Although it may not happen immediately, actionable content has the ability to increase
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your sales results in the long term. Positive material about your brand builds a stronger brand image
in the minds of potential customers.
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4. Website traffic
Another technique to assess the performance of public relations is to compare website traffic before
and after the campaign. Did the website's traffic rise as a result? This is also a strong indicator of how
efficient the PR effort was, because convincing visitors to follow a link to an external website is
difficult. To do so, the substance of news clippings must be actionable. Tracking website content is
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not difficult because these tools are accessible for free on many CMS. Better team task management
tactics might help you make the most of website traffic surges.
5. Brand mentions
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The number of times your company's name, a custom hashtag, or a specific product has been
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referenced on social media, forums, or other blogs in a certain time period is referred to as brand
mentions. A rise in brand mentions following the start of a campaign immediately leads to increased
awareness and indicates that the PR team is doing a good job. Mention statistics are useful, but you
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must consider the feelings of each of them. Positive remarks about your brand help to build its
reputation. True, not every mention will be good. In today's digital age, most customers choose to air
their grievances on social media. You may mitigate negativity by implementing excellent team work
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management methods.
6. Sales figures
Sales are an important indicator to evaluate for any company that sells goods or services. Although
they are unlikely to rise overnight, you should be able to observe some signs of sales increase. An
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effective public relations plan may help your company's sales statistics grow over time. Examine sales
statistics to determine the source of the sale. This is an essential measure that can aid in the
formulation of successful public relations operations.
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7. Website backlinks
A backlink is a URL that directs visitors to your website. Backlinks are important in SEO and may be
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used to assess the performance of a public relations campaign. An increase in the number of
backlinks to your website may result in increased traffic from visitors of those websites. They may also
assist raise your brand's sales if properly targeted.
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8. Surveys
Asking the individuals directly is one technique to receive definitive answers. Most public relations
practitioners undertake market research surveys to track the effect and performance of their public
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relations strategies. However, it is also beneficial for you to solicit first-hand feedback from your target
audience. Is your campaign known to them? Have they gotten your message? What did people think
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of the campaign? Most importantly, would they choose your product based only on the campaign?
9. Monitoring Brand Mentions
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It is also critical to assess your brand's effectiveness across several platforms. Set up a social media
monitoring tool to receive notifications whenever your business is mentioned. Furthermore, social
listening techniques may assist you in determining the general opinion about your business. If they
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are pleased with your services, stay in touch with them and spread the word. Propose a collaboration
with them to transform them into brand influencers.
10. Engagement on social media
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Social media stats reveal the size of your campaign's audience pool. The higher the pace of
involvement, the higher the level of awareness. Anyone who shares, comments on, or inquiries about
your campaign or the promoted service/product (or a comparable offering) is a potential consumer.
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The activities of your audience members reveal the true success of your campaign. Monitoring the
engagement metrics for your public relations campaign allows you to assess the efficacy of your
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message. If it didn't work, you might change the material or your approach and try again.
4.3.7 Impact
Although decision-makers want reassurance that their businesses' public relations initiatives will
provide a positive return on investment (ROI), evaluating PR success may be difficult. The following
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methods for measuring the efficacy and impact of public relations efforts are listed below to quantify
PR impact:
1. Press Clippings. Tracking the number of news clippings that mention your firm or
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products and services is one approach to measure your progress. The catch is that
articles and mentions should appear in outlets that your prospects are likely to read.
When you obtain a high number of mentions in targeted media channels, your public
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relations campaign is successfully creating awareness for your company.
2. Media Impressions. Another way to evaluate your public relations efforts is to count the
number of media impressions for a certain time period. Multiply the overall circulation of
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the journal in which it appeared by the number of press clippings. For example, if your
firm was featured in The Wall Street Journal, which has a total readership of two million,
you received two million media impressions.
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3. Content Analysis. Companies analysing the effectiveness of their public relations
efforts should examine the substance of the articles that are published in addition to the
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quantity of articles and impressions. Quality is important - did the reporter bring up your
brand's main messages? Is your firm being portrayed favourably? To answer the
question "does PR work?" you must first determine whether your press coverage is
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producing quality material.
4. Website Traffic. Another technique to assess the efficiency of your public relations
spending is to compare the quantity of visitors your website receives before and after the
start of your campaign. Sales leads are frequently generated through calls-to-action on
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your website, so evaluating surges in site traffic may help you determine whether your
public relations efforts are effective.
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5. Lead Sourcing. A well-executed public relations effort immediately contributes to sales
leads, but determining when press coverage triggers purchases is tough. Simply ask
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new consumers how they learned about your firm and its offers to see if your public
relations efforts had an impact on their purchasing decisions.
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6. Market Surveys. The importance of research in measuring the performance of a public

relations effort cannot be overstated. Before launching your public relations effort,
examine your target audiences to check if they've heard of your company and its
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products. After implementing your PR plan, re-survey your markets to see whether
awareness figures are improving.
7. Social Media Mentions. Social media mentions are another indicator for assessing the
effectiveness of a public relations strategy. Social media metrics should also include
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brand-related interactions as well as social groups in your business. If you see a rise in
social media mentions of your business after beginning your PR campaign, you can stop
questioning "does PR work?"
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1) _________________, such as the Marketing Measurement and Attribution Platform, can

assist you in determining which outlets or television shows your target audiences visit.
a) Marketing analytics solutions
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b) Message Design
c) Media Kits
d) Nielsen Ratings
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2) What is the full form of DMAs?
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a) Demonstrate Market Areas
b) Designated Market Areas
c) Denial Market Areas
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d) Demand Market Areas
3) This ______________ demonstrates how several fields of knowledge impact and

contribute to a fundamental component, message design.
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a) Media Inquires
b) Changes in social media
c) Message design paradigm
d) Target Publics
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4) _____________ is another technique to assess the efficiency of your public relations
spending is to compare the quantity of visitors your website receives before and after
the start of your campaign.
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a) Website Traffic
b) Target Publics
c) PR Campaign Execution
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d) Market Intelligence
5) A ___________ is a piece of information transmitted from a sender to a recipient in a

single context on a single time. In general, the phrase message applies to all media.
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a) Interest
b) Purchase Intention
c) Message
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d) Media Kits
Summary
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 Social media advertising allows you to target adverts based on demographics and
interests. Although the target audience may be narrowed down to a fine point, various
populations consume media in different ways.
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 Another technique to assess the performance of public relations is to compare website traffic
before and after the campaign.
 Sales are an important indicator to evaluate for any company that sells goods or services.
Although they are unlikely to rise overnight, you should be able to observe some signs of
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sales increase.

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Publications having a large readership will raise awareness of your brand among its readers.
 Functional principles of message design principles include the following six principles: 1).
Defining the problems. 2) Providing structure. 3) Providing clarity. 4) Providing simplicity. 5)
Providing emphasis. 6) Providing unity.
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Activity
1. A case study on Target Publics or targeting the right market.
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Glossary
 Planning may be described as choosing ahead of time what will be done in the future. It is the

process of contemplation before to action.
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"A public relations campaign is a focused attempt to achieve a specified, quantifiable goal
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through strategic messaging to an audience."
 A public relations (PR) campaign is a set of coordinated efforts aimed at accomplishing a
specified goal for a company.
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 Publishers' media kits provide a clear picture of the target groups they reach.
Depending on the brand, these can be divided out by job titles, income levels, or
interests.
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 Media Impressions. Another way to evaluate your public relations efforts is to count the
number of media impressions for a certain time period.

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1. What is target publics? Explain the benefits, types and ways to determine target audience.
2. Explain the concept of message design.
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Further Readings
1. https://lisbdnet.com/definition-of-audio-visual-materials/
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2. https://www.briantracy.com/blog/public-speaking/how-to-start-a-speech/
3. https://penandthepad.com/cite-policy-brief-mla-format-3152.html
4. https://www.ypo.org/2015/04/7-memorable-ways-to-open-a-speech-or-presentation/
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1) a)
2) b)
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3) c)
4) a)
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5) c)
Unit 4: Case Studies
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4.4.1 National PR campaigns
Dear Men, It’s time to #ShareTheLoad with Ariel!
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We train our daughters to stand on their own, but we do not teach our sons to help others.
If there is one campaign that will actually warm your heart, make you think about how ridiculous our
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gendered division of labour is, and change the ways we think and work, it is right here! PR isn't only
about increasing sales; it's also about developing a connection with the audience/consumer. And Ariel
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has done it well! Before you continue, it's worth seeing these two short advertisements from the
#ShareTheLoad campaign.
Target Audience: Men, Women, Children, Young, Old

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Ariel did not limit herself to a specific demographic. They wished to communicate with everyone,
regardless of gender or age. They also target the two most crucial bonds that a human can form:
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those between a father and a kid, and those between a husband and a wife.
One advertisement depicts a father apologising to his daughter for just urging her to be independent,
but never mentioning that home responsibilities are not only the job of women. In the second
commercial, a woman reflects on how she has never taught her kid to help around the house. They're
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also hammering home the repeated theme of 'ghar-ghar,' a childhood pastime played by practically
every Indian. But have we done it correctly? Have we been incorrectly training our children by
providing positive reward for the gendered game? Parents also recognise that they have not been
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role models in this regard, whether it is the father who has never assisted with domestic chores or the
mother who has never expected her son to help! The finest media for reaching out to the parent
generation was television ads, and the medium served its goal here as well!
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When it comes to interacting with the youth, the millennial population, who aren't interested in
television or TV advertising, Ariel launched an online campaign on its Twitter and Instagram handles
to spread the word about the cause. For example, with Promise Day approaching, Ariel created a
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campaign encouraging men to Show True Love and promise the women in their lives that they will
#ShareTheLoad from now on. Similarly, on Valentine's Day, they launched a #DateWithLaundry
campaign, encouraging men to demonstrate their love not by purchasing presents, but by altering
their mindset and cultivating a healthy habit of being equal contributors to all household tasks.
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When it came to the little tots, Ariel teamed up with Seasme Street, and the popular Indian cartoon
Galli Galli Sim was utilised to preach the message of gender equality. Again, this is a much-needed
beneficial step in sensitising children and teaching them to be more equitable beings from an early
age.
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A Factual Backing:
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While Ariel was certain that their ad would succeed in terms of emotional connection, they did not
stop there. Facts are always required for any audience/consumer to believe an advertising! And in this
case, the facts offered had nothing to do with Ariel. They were laundry or housework-related data that
highlighted the disturbing nature of the gender imbalance in our society.
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Laundry Goes Odd-Even:
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Yes, you guessed correctly! This ad was launched in April 2016, under the capital's Odd Even
system. This unusual even endeavour to reduce pollution was viewed in an entirely different manner
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in this country. Ariel infused this notion with the hashtag #ShareTheLoad and assigned alternating
days of work division. The message was that you get the Odd Even Ariel set, which includes an Odd
Even special calendar, and that you remind the men in your family of their responsibilities at home.
Keeping up with the times and exploiting the scenario to deliver your message on the spur of the
moment is a crucial element of the branding and public relations process, which Ariel excelled at!
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Offline Engagement:
Ariel literally followed you anywhere you went to remind you of their main message, whether it was
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social media, TV, YouTube, or even the mall! Ariel has been quite active in planning offline events,
inviting a few well-known people and hosting a panel discussion on gender equality. The programmes
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were designed in such a way that the audience would have something to take home and share as
well. The photobooths and information boards were highly effective, establishing Ariel's goodwill in
every manner! Bloggers and influencers from throughout the country are also invited to the event and
requested to help spread the word.
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Men #ShareTheLoad: The Social Impact!
This campaign's societal impact has been enormous! Social media has turned into a fur ball of
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ecstasy, with men not only from India, but from all around the world, revealing how they've begun to
share the load. Another crucial aspect to note here is how, despite the fact that Ariel is blatantly
pointing out the gravity of the problem by providing well-researched figures, the effect is mitigated by
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demonstrating that there is always room to take the initial step. It's never too late to start. They've also
concluded the footage in each of their advertisements with the mother/father undoing the error and
doing it correctly! They did not lose their product in the process of positioning themselves as a brand
fighting for a cause: laundry in the campaign became emblematic of all the home duties that needed
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to be shared. Now, Ariel is more than simply a washing powder product for the Indian mind; it's a
cause, a feeling, a sense of empowerment, and this says volumes about the product's beautifully
crafted branding.
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Sonali Dhawan, the MD of P&G India in conversation with Exchange for Media said: I had a feeling
this was going to be the impact. I felt in my heart that people who care deeply about the message will
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make a difference. When we were discussing conditioning, we realised that we give our children
iPads at the age of two, yet they learn ABCs from school textbooks that are so stereotypical that a
doctor is represented by a man and a nurse is represented by a lady.
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4.4.2 International PR campaigns
Public Communication Campaign for the World Bank Air Pollution Abatement Program in
Slovenia (1996-1997)
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 Executive Summary
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One of the most serious environmental issues in transition nations is air pollution generated
by the use of polluting fossil fuels (coal, wood, heavy oil) for power generation and heating. In
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Slovenia, a newly independent country in Central Europe with a population of 2 million people
living on 20.296 square kilometres, heating of buildings, flats, and individual houses accounts
for approximately one-third of total energy consumption and is thus responsible for the same
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proportion of air pollution with sulphur dioxide and smoke. To administer loans for gas
conversion, the Slovenian government established the Environmental Development Fund
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(EcoFund) inside the Ministry of Environment and Physical Planning. The World Bank had
established a credit for an Air Pollution Abatement Project in Slovenia, from which the Eco-
Fund gave appealing low-interest loans to homes in order to convert their filthy heating
systems to more ecologically friendly ones. Individual families received 117 loans between
June 1995 and May 1996. In 1996, the European Union's Phare programme issued a public
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tender seeking proposals for a "Pilot Testing Phase of the World Bank Air Pollution
Abatement Program," which would evaluate and improve Eco-Fund project management
capabilities, design and launch an extensive public communication campaign, and design and
provide computer courses as well as purchase computer and communication hardware and
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software for Eco-Fund staff. The tender was won by a Slovenian consortium of four public
relations companies. This case study demonstrated how Pristop Communication Group,
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which was in charge of the public communication campaign's design and implementation,
boosted the usage of loans by individual families tenfold. The public education effort began in
May 1996, and at the conclusion of it, 1,896 Slovenian families had switched from polluting
fossil fuel heating systems to more ecologically friendly heating systems. The goal of this
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case study is to demonstrate how successful research and uncomplicated implementation

may be done in the face of externally imposed time and money limits, as well as in
economically difficult times.
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 The Problem
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Slovenia has a population of roughly 2 million people, a land area of 20.296 square kilometres, and a
GDP of $21 billion USD. It is situated in the heart of Europe, bordering Austria, Croatia, Hungary, and
Italy. It takes two and a half hours by automobile from its city, Ljubljana, to reach Venice (Italy), and
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five hours to reach Vienna (Austria). On June 25, 1991, it declared independence from Yugoslavia.
Since then, it has changed its currency (from the Yugoslav Dinar to the Slovenian Tolar), political
system (from a one-party "people's democracy" to a multiparty parliamentary democracy), economic
system (from "socialist self-government" to market economy), and social system (from a closed to an
open society), and achieved privatisation of previously "socialowned" capital, denationalisation of
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property nationalised under socialism, and internationalisation of the environment. Air pollution
generated by the use of polluting fossil fuels (coal, wood, heavy oil) for power production and heating
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is one of the most serious environmental issues in transition nations such as Slovenia. During the
warm season, most Slovenian cities are located in locations where air inversions are common.
Heating of buildings, apartments, and individual houses accounts for around one-third of overall
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energy consumption in Slovenia, and is thus directly or indirectly responsible for the same amount of
air pollution emitted as large power plants. Despite attempts in Slovenia to minimise air pollution
caused by the use of polluting fuels, the problem persists. Previous efforts have mostly focused on
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lowering air emissions from large power plants because to their high concentrations of air pollutants
on a single site. Slovenia successfully initiated an air pollution abatement programme in 1995, with
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financial help from the World Bank and the European Commission (through the Phare program). The
goal of this case study is to demonstrate how research and uncomplicated execution may be effective
in public communication and affecting public behaviour even when time and money restrictions are
imposed externally and in economically difficult times. Time and budget limits are typical in public
communication efforts, especially if communication service providers are chosen through a public
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tender (bidding procedure), which normally pre-defines what must be done, when it must be done,
and with what resources. The social and economic context are also significant considerations in the
implementation of any public communication strategy. The usual aim of public communication
campaigns are public goods—in this example, clean air. Although virtually everyone believes that
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public goods are necessary, the question is who will pay for them. The widely recognised "polluter
pays principle" in environmental concerns might be problematic if the polluter is from a low-income
social class. The primary target audience for this treatment were pensioners, who are in a particularly
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fragile financial situation in post-socialist nations. However, study revealed that some (adult) children
in Slovenia were willing to pay for the comfort of their old retiree parents. As a result, the campaign's
focus shifted from environmental concerns to financial concerns and the ease of contemporary
heating systems.
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 Background
To administer loans for gas conversion, the Slovenian government established the Environmental
Development Fund (EcoFund) inside the Ministry of Environment and Physical Planning. The World
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Bank had established a credit for an Air Pollution Abatement Project in Slovenia, from which the Eco-
Fund gave appealing low interest loans to households in order to convert their filthy heating systems
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to more ecologically friendly ones. The Eco-Fund simply operated as the overarching loan
management organisation, while the funds were dispersed by a consortium of banks led by Nova
Kreditna Banka Maribor. In 1996, the European Commission issued a public tender (request for bids)
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for a "Pilot Testing Phase of the World Bank Air Pollution Abatement Program" that would evaluate
and improve the Eco-project Fund's management capabilities, design and launch an extensive public
communication campaign, design and provide computer courses, and purchase computer and
communication hardware and software for the Eco-Fund staff. The tender was won by a Slovenian
consortium of four public relations consultancies (ITEO, Pristop Communication Group, Sistemi Shift,
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and E-Net). Throughout the project, the consortium coordinated through a project board that met 13
times and a project assurance team that met 32 times. The project contract had a total value of ECU
400,000 (US $456,000), of which ECU 154,800 (US $176,500) was allotted for the public
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communication campaign. The public relations effort began in May 1996. The inception phase lasted
one month, the implementation phase lasted 11 months, and the finalisation phase lasted one month.
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 Goals and Objectives
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In May and June 1996, the initial formative research for the design of the public communication
campaign was carried out. It employed both formal and informal techniques. The latter included in-
depth interviews with Eco-management Fund's and personnel, as well as interviews with some of its
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target consumers. The official study included a poll of a representative, quota sample of 1,163
households from Slovenia's population of 645,000 households. Face-to-face interviews for the poll
were conducted from June 20 to June 28, 1996. A situational analysis of publics, which was used to
assess the people's desire to engage in communication about the project's issues, revealed that half
of the population may be seen as a willing target.
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According to the results of the survey, the average member of the target population possessed the
following characteristics:
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* s/he is older
* Lives in urban environment

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* Is employed by state/public company
* Lives in a family with one provider
* Has middle or lower family income

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*Is more receptive to communication activity as level of education increases

According to in-depth interviews, retirees were a significant group who were particularly interested in
converting their heating systems. It was discovered that these retirees' grown children were willing to
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financially assist their elderly parents in converting to gas heating for the sake of convenience.
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Following the research, three major objectives were established:
* To train and improve the communication skills of the Eco-management Fund's and personnel.
* Raising awareness of the loan programme among the target demographic
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* To persuade the target population and other enabling groups to conduct the necessary preliminary
work, apply for loans, accept loans, and convert their heating systems.
Five major audiences were identified for the public communication program:
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* The general population target group that should be convinced to apply for financing to convert
outmoded and ecologically unfavourable heating systems.
* Making publics possible (those institutions directly involved in the loan programme that have an
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influence on the success of the programme such as banks, labour contractors and natural gas and
district heating distributors).
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* The media (journalists and editors of both print and electronic media on local and national levels).
* Professional organisations and energy consultants (professional energy associations, municipal

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energy consultants).
* A political audience (Parliament, Government, Ministry of Environment and Physical Planning,

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environmental pressure groups).
Strategic Tactics and Techniques
The tactical strategy called for the use of eight different types of communication tools:
* Launch event: “open day”

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* Training and seminars for Eco-Fund management and staff
* Advertising
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* Live radio talk shows
* Media relations
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* Brochure
* Toll-free telephone line
* National roundtable on environment

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Launch: "Open Day" is the name given to the launch of "Open Day." In May 1996, the public
communication campaign was started with a "open day" reception at the Eco-headquarters. Fund's
Local community representatives, managers of prominent energy supply businesses, bank
executives, and media met with the Eco-management Fund's and staff for an overview of the initiative
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and its aims.
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Training and seminars. Following the research and initial planning phases of the project, the
communication campaign began with the preparation of the Eco-Fund management and employees
for their position as loan programme communicators. This included preparing them for public delivery
of a short statement (30 seconds) and an open statement (no time restriction), an interview with a
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journalist, and participation in a TV round table discussion (September 1996). A Question & Answer
handbook on those topics was created as a result of that portion of the training. Following the training,
seminars on "basics of communication management and public relations," "from interpersonal to
organisational communication," and "public affairs" were held (October 1996). As a result of and as
supplements to those workshops, the following publications for internal usage were prepared:
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"situational analysis of the Eco-publics," Fund's "definition of communication goals," "Eco-Funds
target audiences," "definition of communication goals for each public," "communication areas,"
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"communication model for strategy implementation," "plan of activities," "public relations programme
schematic presentation," and "media relations plan."
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Advertising. A creative team comprised of the campaign art director and a copywriter, designer, TV
sports director, and media planning specialist prepared and submitted a full media campaign strategy.
In July 1996, the creative work was completed, and the materials were given to EcoFund officials
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along with a presentation map. Suggestions for the primary phrase, copy content, layout of a print
commercial, scenario for a TV spot, and radio advertisement were all included in the presentation
map for the Eco-Fund management. The Eco-Fund management accepted the creative work. TV
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commercials lasting 16 seconds aired on both main national TV stations, one public (TV Slovenija)
and one private (POP TV), in September 1996 (the first wave) and March 1997 (the second wave)
(second wave).
Live radio talk shows. To spread more information about the loans and how to obtain them, and to
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encourage the target audience to participate in discussions about the loan programme and
environmental issues, 21 live radio talk shows were organised (from September 1996 to June 1997)
on the following national and regional radio stations: Radio Studio D, Radio Triglav, Radio Ptuj, Radio
Brezice, Radio Tribovlje, TV Impulz, Radio Kranj, Radio Glas Ljubljane, Radio Celje, Radio Dur,
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Koroski radio, Radio Maxi, Radio Sora, Radio Univox, Radio Trbovlje, Radio Cerkno, Koroski radio,
Notranski radio, Radio Morje, Radio Koper and Radio Izola.
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Media relations. There were 27 pieces in the national press and 35 in the regional press. A total of
660 minutes of television time was shown. There were special background materials, progress
reports, press releases, fact sheets, and feature pieces developed.
Brochure. A pamphlet named "Loans for Environmentally Nice Heating Systems" was written,
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printed, and distributed to deliver relevant information to the target population in a friendly "take home"
form that was available in appropriate locations. Readers discovered loan information in the brochure
(how to get them, who can ask for them, necessary documentation...). A list of helpful locations, such
as the Energy Advisory Office and banks, was included in the brochure. The pamphlet was distributed
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in about 14,000 copies. Its contents included: basic information about loans for environmentally
friendly heating; technical data on environmentally friendly heating systems such as remote heating,
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natural gas, liquefied petroleum gas, light heating oil, heat pumps, and solar-powered heating
systems; what the loans could be used for; who is eligible for the loans; how to apply for a loan; how
to obtain advice on energy consumption; and available energy consulting services and information
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and applications.
Toll-free telephone line. In 975 phone calls to the publicised phone number, the public provided
extensive comments. Numerous further calls were received on different Eco-Fund phone numbers or
to live radio discussion shows.
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National roundtable. On April 22, 1997, International Earth Day, a national discussion on
environmental priorities and essential steps to encourage air pollution abatement initiatives in
Slovenia was convened. Dr. Pavle Gantar, Minister of Environment and Physical Planning, spoke at
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the event. As a result, a coordinating body comprised of representatives from the Ministry of
Environment and Physical Planning, the Ministry of Economic Affairs, the Environmental Development
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Fund, the Agency of the Republic of Slovenia for Efficient Energy Use, the Chamber of Commerce,
and energy distributors was established. The coordinating body is in charge of proposing, modifying,
and managing the loan programme.
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Results Achieved
Prior to the campaign described in this case study, the Environmental Development Fund (Eco-Fund)
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issued its first public offer of attractive loans to people in June 1995 to enable them to switch to
environmentally acceptable heating systems. 117 loans were given till May 1996. Within ten months
of the public communication campaign's launch in May 1996, 1,896 loans had been given, and an
equivalent number of families had changed to environmentally friendly heating systems. As a result of
the campaign, the number of loans increased tenfold. In December 1996, Pristop Communication
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Group performed research to assess the progress of the communication campaign and to identify
main challenges and hurdles that loan-takers had encountered during the loan administration
procedure. Six in-depth interviews, two focus groups, and a telephone survey of 140 loan applicants
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were carried out.
The findings of the study verified previous predictions regarding the loan program's viability:
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* The loan-takers were older than the average population of Slovenia, with pensioners accounting for
40% of the loan-takers.
* In just 15 cases, the availability of financial resources in the form of an Eco-loan was cited as a
motivation for taking the loan.
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* The most common reasons for applying for a loan and converting heating systems were the
convenience of the new systems (57%), environmental concerns (55%), and the age of the existing
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system (30 percent).
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* 56 percent of respondents cited print advertising as their major source of loan information, 25
percent cited friends and family, and 16 percent cited television advertisements.
*40% of respondents recognised the brochure as an essential source of loan information, but just two
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of them selected it as the principal source.
It took more than a month for one-third of the respondents to complete all of the requisite technical
and financial papers for the loan application. That "unfriendly" paper approach was regarded as a
major impediment to dealing with when running future loan programmes. This and other findings from
the evaluative research were given to the Environmental Development Fund's administration and
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personnel. (As a result of regulations safeguarding personal information submitted to an organisation
for a specific purpose – in this example, banks for the purpose of getting a loan – socioeconomic and
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other personal data could not be gathered from loan applications.)
More information was also obtained regarding household decision-making in the matter of converting
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heating systems, the activities of enabling institutions, and so on. Another workshop was conducted
for Pristop Communication Group researchers, Eco-Fund workers, and loan programme management
at Nova Kreditna Banka Maribor, the bank that coordinated the work of all other banks involved.
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At the completion of the project, the Eco-management Fund's and employees received written
suggestions for future efforts on behalf of the loan programme, including public communication.
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Although the initiative at the heart of this case study was concluded successfully in July 1997, the
Eco-Fund maintained communication operations with its own employees and resources. Due to the
success of the initial initiative, the European Commission launched a second procurement in 1998
under its Phare programme to fund the operations of Eco-Fund.
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Conclusion
This case study is based on two four-page case summaries provided by Darinka Pek-Drapal, the
campaign's project director at Pristop Communication Group. The case study received two awards:
the United Nations Award, given out by the International Public Relations Association (IPRA) in
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collaboration with the UN for a single project in a year that best meets the working guidelines of the
United Nations, and an Award of Excellence from the International Association of Business
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Communicators (IABC) - Europe.

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Module V: Evaluation, Assessment and Trends in Event and
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PR
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Unit 1: Evaluation and Impact Assessment
Objectives
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 Event Evaluation
 Concept of Evaluation Process
 Techniques of Evaluation
 Application of Evaluation
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Introduction
Event evaluation is a process that aims to comprehend and quantify the extent to which an event
has succeeded in accomplishing its goals. The goal of an event varies depending on the type and
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variety of event. However, providing reach and engagement is a general objective that events
provide.
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There are two attitudes that may be used to put event appraisal into correct perspective. The above-
mentioned idea of event evaluation was a careful analysis to determine what went wrong. Making
recommendations about how an event may be enhanced to fulfil its goals more successfully is a more
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positive emphasis for review.
Event evaluation is concerned with evaluation, which often entails measuring a set of critical factors
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as well as monitoring those variables to identify good and negative consequences. It is a subjective
decision that can be supported by objective quantitative indicators (Getz, 1997).
Definition Public Relations
Moulding and sustaining an individual's, a company's, or an organization's image in the eyes of a

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patron's diverse public.
Trends in PR
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In layman's terms, PR or Public Relations is a method through which businesses, public relations
groups, and people communicate in the media. Public relations trends professionals contact or
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communicate to the target audience directly or indirectly through the media in order to establish and
maintain a favourable image. They also establish a good rapport with the audience.
As a public relations trend, 'public' denotes anybody and everyone who has formed and will form a
judgement about the client in the past and in the future, whether it is an organisation, a firm, or a
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person.
Depending on the client's job, the public might encompass a wide range of people. The term "public"
might refer to the client's present or future consumers, voters, local community members, media
members, parents of students, and students themselves, and the list continues on and on. Public
relations communication can take many forms, including newsletters, public appearances, press
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releases, and, of course, the internet. Technology has made it possible to communicate with the
general population indefinitely.
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To get new customers and keep existing ones, public relations firms must differentiate themselves
from their competition. And, in order to do all of this, the firms must have a favourable public image.
This is where we may employ public relations trends firms and specialists to emphasise the public
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relations trends or the activities of the company and the individuals by speaking on their behalf to
develop and maintain a positive reputation among their audience and media. In order to have a solid
relationship with consumers and improve sales, public relations trends organisations must maintain a
great public image, which PR specialists assist in creating.
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1. As more and more shareholders and consumers demand authenticity, companies must
be ready to deliver authentic answers to hard questions. Communication professionals
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should update crisis plans and reactions to go past the apology and demonstrate
management's actual commitment to resolving bad events.
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2. Events must be reimagined, and it is time to bring creativity to the table. The shift from
in-person to virtual or hybrid events has created possibilities for communications teams.
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Online events will attract audiences that may not have been able to attend in the past,
prompting marketing teams to think of new methods to capture their interest online. Online
events push public relations professionals to reconsider how they distribute show materials to
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a larger audience. This entails adopting new technology that can deliver the same educational
experience to online audiences as you do in-person.
3. We need to create more experiences for at-home audiences. The fast transformation of
2020 brought with it new potential to build consumer experiences across a wide range of
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devices and technology kinds. Public relations professionals may engage with today's
customers through a variety of platforms and methods. Test them to discover which ones fit
your culture and constituents.
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4. Use influencers to fill in for missing coverage. With the media relations opportunity funnel
decreasing, savvy communicators are seeking for new methods to enlighten audiences in
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order to effectively amplify their ideas. Employee advocacy and activation present one of the
most significant opportunities. Employees are highly trusted brand ambassadors. It is time for
public relations professionals to reconsider how they offer material internally in order to build
brand fans who will spread messages to their target consumers.
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5. PR must take control of stopping fake news. Disinformation is at an all-time high, and it is
essential for public relations professionals to take an active part in comprehending erroneous
information about their organisation and industry, then move to explain and correct.
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6. Advertising and marketing are playing a significant role in PR strategy and outreach.
The lines are blurring. Communication lines are gradually and progressively blurring. Clients
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have become more demanding as a result of the rise of integrated agencies, and they now
want a 360-degree comprehensive experience. "Integrating all types of communications has
become the requirement of the hour," says Sujit M Patil, ABC, Vice President and Head of
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Corporate Brand and Communications- Godrej Group. As a customer, I'd like to work with a
partner that can demonstrate competencies beyond media relations. Digital PR, partnerships,
owned media platforms, research, online reputation management, and PR driven by data and
analytics are just a few of the capabilities I'd want to see in public relations consultancies to
help me more effectively and, most importantly, to be relevant in the future."
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7. PR role in purpose-based communication. "In today's media environment and hyper-
connected digital world, public relations have advanced beyond conventional press to
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successful community development and strategic consulting." This has provided opportunities
for us to be thinkers and enablers rather than just executors of press releases. Whether it's
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end-to-end event hosting, content collaborations with complementary brands, working with
KOL (key opinion leaders) other than just bloggers, online consumer communities, Meet-ups,
Telegram, and so on, or creating our IP’s like Pour, which has been a massive success and
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literally raised the bar for what communication possibilities are. We have been a part of the
L'affaire adventure since its start, thanks to Godrej. It's the first owned PR exercise on a large
scale by a business, and we plan to make it larger and better every year. The terminology and
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thinking must shift from PR agency to brand solution specialists."
8. Rise of reputation management: In the age of unfiltered media, reputation management has
become even more about management. With material becoming viral in a matter of seconds,
agencies must prepare for reputation management. To attract the attention of customers and
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generate a buzz in the market, you must develop relevant, topical, and viral content using
paid media platforms. This strategy necessitates the use of both bought and earned media.
The teams in charge of these three parts must collaborate to create a consistent theme to the
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message that is being communicated to customers. Future public relations firms will need to
recruit and establish teams of people that understand the procedures of all three media
channels, making reputation management a smooth, but dynamic process.
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9. The concept of paid media and earned media, advertorials taking a stronger
precedence. According to research, earned media accounts for about half (49%) of agency
work, with shared media accounting for 20%, owned media accounting for 19%, and
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purchased media accounting for 12%. "Previously, the three media channels — owned,
earned, and paid — were handled in silos, with distinct teams overseeing digital, public
relations, events, and advertising." Clients frequently collaborated with several firms to
manage these advertising channels on their behalf. Needless to say, this method does not
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provide good results, and customers have begun to demand that PR firms develop a
comprehensive media plan."
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10. Rising Micro-influencers PR In the recent decade, there has been a paradigm shift in the
business of influencing. The baton of being an agent of influence has steadily transferred from
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agencies to organic and micro-influencers. The emergence of micro-influencers demonstrates
the relevance of the current large audience and the necessity for businesses to engage with
their subjects via these influencers. Public relations firms now play a more important and
sophisticated function.
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11. The rise in the use of Artificial Intelligence (AI), Big Data, Internet of Things (IoT) and
other technological advancements. Leaving aside obsolete public relations tactics, new
age firms have begun to capitalise on technology breakthroughs such as AI, big data, and
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IoT. The decade will see more use of technological breakthroughs in an attempt to simplify
the difficult work done by the agencies. Technology will govern the coming decade in the
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sector. PR professionals will become increasingly interested in artificial intelligence and big
data analytics. PR professionals will employ available resources to integrate with technology
in order to simplify their work while increasing efficiency and decreasing time.
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12. Video and Digital content as they hold strong narrative and instant touch, cost-
effective and wider reach. With people's attention spans shrinking, the need for video and
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digital content has skyrocketed, and marketers are relying on agencies to provide the
demand. Because of the advent of digital media and the introduction of Big Data, agencies
must now build a 360-degree value proposition for their clients, in which the brand owns the
storey through owned, earned, and paid media."
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13. Increased Accuracy, Transparency, and Authenticity. In order to gain the most likes and
reach, the sector began sacrificing on the quality of work offered. The following years will
have to be devoted to enhanced authenticity, transparency, and the avoidance of the
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dissemination of fake news.
Trends in Events
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The rise and expansion of the event sector has been a key global trend during the last decade. The
event sector, which developed as a separate business in the 1990s, continues to grow, fuelled by
economic development and an increase in leisure expenditure in most Western countries. Every
weekend, public entertainment events are held all around the world, catering to practically every
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possible taste and interest group. Events have become an inseparable part of modern life, intertwined
with tourism promotion, government agendas, and business marketing. As events grew more
established as an important component of the marketing mix, they were subjected to more rigorous
examination of their outcomes, necessitating the need for standardised event management systems.
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Global corporations began to standardise their event production in order to produce a consistent
event product across markets and regions. Any advancement in information technology has an impact
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on current events. From the event's sound system to tickets and guest registration, information
technology pervades practically every aspect of event administration. As the power of the
microprocessor has improved, so has the sophistication of the software used to handle events.
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Another computer development is the expansion of the Internet, which is used for research,
marketing, communication, and reporting.
Events have become an important segment of the hospitality and tourism industry. Events are
involved in almost all aspects of hospitality businesses like tourism, lodging, transportation, food and
beverage, catering, and retail, providing direct and indirect benefits, such as income, employment,
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and investment. Events are recognized around the globe for their positive impact on the economy of
the region. Events have an impact on tourism, urban regeneration, culture, education, leisure time
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and surplus income, and community development. Recent reporting from the Events Industry Council
(Events Industry Council [EIC], 2018) shows that 1.9 million meetings were held in the United States
in 2016, resulting in more than $330 billion (USD) in direct spending with over 250 million participants.
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Regarding numbers of people attending conferences, it can have anywhere between hundreds to
thousands of people in one place from one to five days. These meetings have an economic impact,
but they also have a number of negative consequences. For example, significant volumes of rubbish
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might be created as a result of these gatherings, severely damaging the environment. Furthermore,
with rising sustainability and technological trends, as well as consumer awareness, conference
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organisers are worried and looking for methods to overcome the unfavourable reputation and make
conferences more productive and efficient (Booker, 2017). Thus, there are three primary themes in
the growth of business events: sustainability, social, and technological developments. These changes
require more attention from researchers in order to enhance the industry and increase knowledge in
this field.
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Sustainability Trend in Events
Meetings and conferences have been chastised for having a harmful influence on the environment
due to their high resource consumption. While travel-related carbon emissions are at the top, paper
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waste is the second main source of negative environmental effect from this industry. This statement
highlights why event professionals regard sustainability to be a priority, and current developments
support this. One of the most important themes in the event sector has been sustainability. Recent
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examples from the Rio and London Olympics demonstrate the International Olympic Committee's
(IOC) commitment to bringing advances in event planning, staging, and design in order to build a
sustainable future. According to a study of event experts, there is "no time to waste" in embracing
sustainability, as both government and business clients want sustainable events. This was in keeping
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with consumers' increased environmental knowledge and concern. According to a recent study
conducted by Fenich, Scott-Halsell, Ogbeide, and Hashimoto (2014), millennials, a key target
demographic of the events sector, are extremely focused on and engaged in "sustainable" and
"green" efforts. As a result of such demographic preferences, event organisers have begun to plan
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paperless events, which save money, expedite transactions, and conserve the environment.
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Social Trend in Events
Meetings and conferences at work, for example, are basic activities of human existence that need
communication and contact. Zelinsky (1994) identified this societal tendency as a result of corporate
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gatherings and referred to the United States as a "convention land." He noted that staging
conventions are a new phenomenon that need site-specific facilities in order to attract tourists to
cities. In short, business meetings have an economic impact while also satisfying the social demands
of pleasure and enjoyment (Zelinsky, 1994). In its latest research on the 2018 Worldwide Economic
Significance of Business Events, the Events Industry Council, the global apex body of the events
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industry, stated that in just one year, 2017, 1.5 billion participants from more than 180 countries
engaged in various business events (Events Industry Council, 2018). This equates to about 21% of
the world's population. Every year, this societal tendency has a significant economic impact. It
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generated in $2.5 trillion in output (enterprise sales) and 26 million employments in 2017. Business
events are the world's 22nd largest economy, with a direct GDP of $621.4 billion. In the recent
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decade, the event environment has changed dramatically, and technology tools such as mobile
applications and social media are assisting in the creation of economies of scale, operational
efficiency, and client involvement in such social events.
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Technology Trend in Events
According to a poll of meeting industry professionals, events are getting more tech-savvy by utilising
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cutting-edge technology. According to an MPI poll on "managing event technology ecosystems" on

how event professionals are now adapting to event technology, 50 percent of meeting and event
planners who replied agreed that technology budget had grown in the last three years (MPI, 2015). A
mobile conference app, which is described as independent software that may be controlled through a
mobile device to satisfy the needs of conference organisers, planners, and participants, is one such
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technology in use. Before, during, and after conferences, mobile conference applications are used for
a variety of reasons, including schedule distribution, notice of changes, task management, feedback
or surveys, name badges for registration, and interaction with social media. According to research,
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the top three reasons for its utilisation are "ease of information transmission," "participant
involvement," and "convenience of not printing handouts." While it is encouraging to see event
organisers using technology, it is disheartening to see that conference participants are hesitant to use
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technologies such as conference applications because they do not find them appealing. As a result, it
appears that, while the technological trend has been adopted by the event business, it has yet to be
fully embraced by event participants or attendees.
 Trends that influence the future of events industry

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The year 2020 has changed the way we view events. The transition to virtual and hybrid events, as well
as heightened safety precautions during in-person events, are notable shifts. While COVID-19 may be
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considered the catalyst, there have been many other worldwide movements at work, some of which have
been accumulating momentum for many years, and their influence is just as significant as the new
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coronavirus. Inclusion, diversity, and climate change have all left a significant effect on the general human
psyche, affecting all businesses, including ours.
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In this piece, we discuss the top event trends that will affect the industry in 2021 and how they will define
future events.
The future will be hybrid
If 2020 was the year of virtual events, the year of hybrid events will be 2021. The number of hybrid
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events increased significantly in the fourth quarter of 2020, and this trend is expected to continue in
the following months. People are blogging, writing books, producing movies, and even organising
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events to discuss how amazing hybrid events are. This is a trend that has also captured the attention
of the event technology sector. Almost every event management software package on the market has
already made their platform appropriate for hybrid events or is working on it.
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That is why, without a doubt, the events of 2021 will be hybrid in character. Even events that begin as
onsite events will almost certainly have an online component, if only to broaden their reach. From then,
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it'll be a time of experimentation as everyone finds their sweet spot—one that provides the ideal
experience for both online and live guests. We're certain that by the end of 2021, almost everyone will
have participated in at least one hybrid experience.
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Sustainability is here to stay
In recent years, there has been a lot of support for sustainable event planning. Most participants,
particularly millennials, have been proven to be more supportive of green events. Event organisers
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are doing everything they can to guarantee that their events are environmentally friendly, from
recyclable cutlery to eco-friendly gifts and sustainable event sites.
We predict that the frontiers of sustainability will be stretched even farther this year, to incorporate
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both social sustainability and corporate social responsibility. These programmes will aim to protect the
environment while also strengthening local communities. People are becoming more aware of how
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their actions influence the people they affect, and companies are taking on greater accountability.
According to a recent Aflac research, 77 percent of customers want to collaborate with businesses
that are socially responsible. And it appears that the majority of firms are in perfect accord. Given all
of this, we can confidently predict that social responsibility will play a significant part in the events of
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2021.
Inclusion has never been more important

Event organisers have always promoted the concept of inclusivity at events. Speaker lineups, event staff,
and even the food supplied at events are more inclusive, reflecting the audience's diversity. According to
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a 2019 MPI study, 56% of respondents claimed their firm has a written diversity and inclusion policy.
Even in the virtual realm, 2020 saw a lot of inclusive event experiences—from more inclusive event
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activities to introvert-friendly networking choices and digital accessibility, almost every element was
addressed.
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We predict that this tendency will only intensify in the future. But it doesn't stop there. There will also be
additional events on diversity, equity, and inclusion, which has emerged as an urgent issue. These events
may also provide event organisers who want to create more inclusive experiences with a deeper, more
in-depth understanding of what inclusion and diversity truly entail.
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Wellness is becoming commonplace
COVID-19 did not bring the world to a standstill, but it did slow our pace of life. People who used to
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spend two to three hours a day commuting were suddenly cooped up in their homes. There were no
parties or outings, meetings were televised, and shopping was done online.
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 All of this leisure time, mixed with the worry of a fast changing future, resulted in a very
predictable outcome: a greater emphasis on wellbeing. People were suddenly interested in
fitness, mindfulness, meditation, yoga, self-development, and anything else that may help
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them enhance the quality of their lives.

 This tendency, as predicted, has found a home in the events industry. First, there were brief
health breaks to minimise virtual tiredness during online events. Then, on the event itinerary,
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wellness-themed activities were given their own section. Corporations began holding
"wellness" activities to help employees unwind. Then the rest of the world caught on.
Dreamforce, Salesforce's annual customer event, saw the team collaborate with mindfulness
groups to offer activities that allowed participants to have a more relaxing event experience.
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 When live events make a reappearance in 2021, this tendency will undoubtedly strengthen.
There will be better food alternatives, brain breaks, mental wellness activities, and even one or
two yoga or exercise sessions. It would not be shocking if organisations designated an entire
event day to wellness activities. After all, they have an infinite number of possibilities.
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Micro-experiences will rule 2021

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Another result of the novel coronavirus is smaller in-person gatherings. With so many restrictions on
large gatherings and mass vaccination still several months away, small, socially-distanced, in-person
gatherings are the only safe option for some time to come. This year, in-person events will focus more
on creating genuine connections than large-scale marketing.
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These intimate meetings will focus on what is most important to an attendee, guaranteeing maximum
effect in a short period of time. The luxury and leisure industries will see an increase in micro-
experiences. People are drawn to micro-experiences such as cruise ship events, health and team-
building retreats for organizations, and nature tours.
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COVID-19, along with everything else, will continue to transform and reinvent the events sector in
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2021. For the most part, it will be a period of trial and error, with many difficult decisions to make.
However, we believe it will be a year of enormous potential, and we hope this piece has given you
some insight into things to keep in mind while preparing your event strategy in 2021.
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5.1.1 Concept
The Basic Event Evaluation Process
The basic event evaluation process involves three steps:
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1. Establishing tangible objectives and incorporating sensitivity in evaluation
2. Measuring the performance before, during and after the event
3. Correcting deviations from plans
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These steps are discussed below:
1. Establishing Tangible Objectives and Sensitivity in Evaluation

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Setting event objectives is easier said than done. Setting standards and labelling an event successful
once it achieves them is more complicated. To make the problem more tangible, the ideal method is
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to start with a characterization of the target demographic for whom the event has been planned. In the
case of commercial events, the audience may be end customers of the company's products. An event
might be designed to accomplish distinct goals for diverse audiences. After defining the audience, the
following stage is to determine and write down what each member of the audience is expected to
think, feel, and do after attending the event that they did not think, feel, or do previously. This gives
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tangibility to the assessment and measurement processes.
 The number of mega-events has risen substantially in recent years, as have the expenditures
of planning them. The expenses of producing huge events may be considerable, so anticipate
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firms to start asking questions about the effectiveness of their events in the near future to
check if their money is being spent wisely.
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 The word "creativity" is derived from the Greek word "enthusiasm," which literally translates
as "God inside." Setting out to examine an endeavour that is thought to be the work of Gods
themselves necessitates a particular level of sensitivity during the review process. The nature
of the concept and the method of event implementation in its whole should also be considered
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in objective evaluation. No matter how competent the review, there remains room for mistake
and misjudgement if sensitivity is not followed. This is due to the fact that it needs a creative
and sensitive mind to recognise incorrect questions or instances when asking questions is not
the best strategy and observation is more appropriate. One strategy to nurture and encourage
this sensitivity is to incorporate assessment into the framework of a collaborative approach
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from event conception through execution.
 People engaged in an event are believed to be more open-minded and less committed to any
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specific course of action prior to the event. Another lesson learned is that if anything is
discovered to be incorrect after a choice has been made, the majority of those participating in
the decision-making process may try to absolve themselves of responsibility. As a result,
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adding sensitivity to the review process is critical.
2. Measuring Performance
Although flawless measurement is not always possible, measuring performance versus objectives
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should preferably be done on a forward-looking basis so that deviations may be discovered and
avoided by taking necessary steps. During the conceptualization phase, idea research is performed to
predict the feasibility of a notion. During the customising phase of an event, formative and objective
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evaluations are performed. To assess performance during the event, summative evaluation might be
used.
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 Concept Research: If a concept team lacks a solid foundation on which to make a selection
between numerous possibilities during the ideation stage, conducting audience research to
assist in identifying the strategic approach to be used in the event is suitable. It entails
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presenting the different possibilities to a representative sample of the target audience in the
form of a storey and soliciting their views. This is sufficient data to comprehend the benefits
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and drawbacks of the numerous accessible solutions. The disadvantage of this strategy is
that it is speculative in nature because it deals with plans that have yet to be implemented.
This is known as concept research.
 Formative Evaluation: At this level, evaluation focuses on what is actually happening. After
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the conceptualization team attempts to modify and implement an agreed-upon approach,

actions can be taken to assess the effectiveness of the customisation process. These
assessments are intended to shape the final event's form. Mock-up displays and event
presentations are used to do research to see whether they are eliciting the appropriate
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emotions from the audience. Because the major focus is on identifying how the concept may
be better conveyed, these evaluations are undertaken among a small sample typical of the
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target audience in an open-ended and qualitative manner. The results of these formative
assessments spark a debate within the team, during which ideas for improving any
communication flaws can be made. One thing to keep in mind while employing this strategy is
to interpret customer reactions with extreme caution in order to further drive the creative
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process and to guarantee that good ideas are not destroyed just because they were not
adequately presented in mock-up form.
 Objective Evaluation: This is the stage at which the client's consent is sought before
beginning event execution-related tasks. The assessment team must present the objective
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evidence that has been gathered to support the suggested idea solutions. The team also
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gives assurances on how and why the specific event will be successful among its target
demographic. Because gaining the client's trust necessitates a certain level of impartiality and
expertise, this process is known as objective assessment.
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 Summative Evaluation: After the event has begun, the assessment team should be
concerned with determining the event's influence on its audience. They should determine,
among other things, how well the event's objectives or goals were reached and whether the
event can be enhanced in any way, and if so, how. However, this will not apply to short-term
occurrences. One of the primary benefits of assessing an event after it has been made public
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is that it allows the team to learn from their mistakes. The team should internalise the
knowledge gathered so that they do not repeat the same mistakes in the future.
3. Correcting Deviations
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The primary reason for event assessment is to navigate the event and ensure that the event
objectives are met in complete. And, because deviations can arise at any point of the event design
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process, it is critical that measurement be performed at all available phases.

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Major PR Measurement and Evaluation Components
Five essential components of the process must be considered for any PR assessment research to be
legitimate. They are as follows:
1. Setting Specific Measurable PR Goals and Objectives

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This needs to be the main priority. No one can truly assess the efficacy of anything until they first
determine what they are evaluating it against. To begin, the public relations practitioner, counsellor,
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and/or research provider should inquire, "What are or were the aims or objectives of the specific
public relations programme, activity, strategy, or tactic?" What did the programme or activities intend
to achieve through its public relations component? This is not always easy, because it is often difficult
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to separate public relations programmes and activities (such as publicity efforts, distribution of
informational materials, holding of special events or shows, and so on) from marketing
communications (point-of-purchase promotional activities, coupon redemption programmes, special
contests and give-away activities, and so on) and advertising (paid print and broadcast messages,
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cyberspace commercials, etc.). Setting PR goals and objectives usually requires acknowledging that
measuring PR effectiveness per se — that is, managing an organization's overall communications
activities with its target audience groups or publics — can be difficult unless the individual elements or
components of the programme are clearly defined. We propose that, rather than attempting to
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measure PR as a whole, steps be taken to assess the effectiveness of specific publicity efforts, or a
specific community relations programme, or a special event or trade show activity, or a government
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affairs or lobbying effort, or a speaker's programme, or an investor relations activity, and so on.
2. Measuring PR Outputs
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Outputs are often the direct results of a certain public relations campaign or activity. The majority of
the time, outputs represent what is immediately visible to the eye. Outputs assess how successfully
an organisation presents itself to others, as well as the quantity of exposure it receives. Outputs in
media or press relations efforts can include the total number of stories, articles, or "placements" that
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appear in the media, the total number of "impressions" – that is, the number of people who may have
been exposed to the storey – and an assessment of the overall content of what has appeared. One of
the primary approaches for measuring media outputs is Media Content Analysis. Outputs in other
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aspects of public relations might include white papers, speaking engagements, the number of times a
spokesperson is cited, particular messages transmitted, or precise positions on an important subject,
or any number of quantifiable items created as a consequence of the work. Outputs might also
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include an evaluation of a specific event, a direct mail campaign, the number of persons who
participated in a certain activity, how a CEO behaves himself or herself during a news conference, or
the appearance and contents of a specific brochure or booklet. In any case, the number as well as the
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quality of outputs may be assessed and evaluated. Media may be assessed for their content; an
event can be examined to see whether the correct individuals were there; a pamphlet or brochure can
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be evaluated for its aesthetic appeal and substance; and so on.
3. Measuring PR Outtakes
Although measuring how well an organisation presents itself to others and the amount of exposure
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obtained is obviously important, measuring PR outtakes — that is, determining whether key target
audience groups actually received the messages directed at them, paid attention to them, understood
and/or comprehended the messages, and whether they retained and can recall the messages in any
shape or form — is even more important. When a public relations programme is launched or specific
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public relations activities or events are initiated, such as the distribution of a brochure or booklet, the
placement of announcements on websites, or the delivery of a speech, it is critical to assess what, if
anything, the intended recipient’s "takeaway" from this effort. The initial unit of measurement for
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outtake might very well be favourability. Was the public relations campaign or effort well received?
Were the creative design aspects or "packaging" well received? Was the "language" well received?
Was the "ease of use" of the public relations campaign well received? The second item of outtake
measurement is related to comprehension and understanding. Did the communications that were sent
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make sense to the intended recipients? Were those who received the messages able to comprehend
them and place them in the proper context? Message recall and retention are the third unit of
measurement at the outtake level. It assesses if the messages we create for inclusion in our
brochures, booklets, and associated public relations programmes and activities leave a lasting effect
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on the target audience. Can the intended receivers recall the embedded messages and keep them for
an extended period of time? At the outtake level, the last unit of measurement is attention and
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potential quick response. Did the message's reception elicit a good response from the receiver? Did
he or she do anything with the knowledge presently at hand, such as send documents or notes to
friends or colleagues? Did the receiver seek further information, for example, by visiting a website? It
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is feasible to compare the results of one PR campaign or activity against those of one or more others.
4. Measuring PR Outcomes
As crucial as measuring PR outputs and outflows is, measuring PR outcomes is considerably more
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vital. These assess if the communications materials and messages delivered resulted in any changes
in the opinion, attitude, and/or behaviour of the intended audiences to whom the messages were
aimed. Measuring PR outcomes, and to some extent PR outtakes, is typically far more complex and
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expensive than measuring PR outputs. This is due to the need for increasingly advanced data-
gathering research instruments and procedures. Measuring PR outputs is often a matter of counting,
tracking, and watching, but measuring PR outtakes and PR outcomes requires asking questions and
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doing detailed examination and analysis of what was said and done. Quantitative surveys are a
common research tool used to assess PR outputs and PR results (in-person, by telephone, by mail,
via fax, via e-mail, via the Internet, in malls, etc.), focus groups, qualitative depth attitude surveys of
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elite audience groups, pre-test/post-test studies (e.g. before-and-after polls), ethnographic studies
(relying on observation, participation, and/or role-playing techniques), experimental and quasi-
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experimental research projects and multi-variate studies relying on advanced statistical applications
such as correlation and regression analyses, Q-sorts, and factor and cluster analysis studies
5. Measuring Business and/or Organizational Outcomes

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Whatever actions PR practitioners take to gauge the efficacy of what they do in PR, it is critical that
they also attempt to relate their public relations accomplishments to the organization's overall goals,
objectives, and accomplishments. What we're talking about here is attempting to link PR outcomes to
targeted commercial and/or organisational goals such as increased market penetration, market share,
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sales, and, eventually, profitability. It must be acknowledged that this is not an easy task. It
necessitates a precise description of what the PR programme intends to achieve in conjunction with
what the business as a whole seeks to achieve. It also necessitates a thorough grasp of how and why
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the two processes are meant to interact. When one has a strong grasp of the expected outcomes as
well as how the process is meant to function, there are various study design methods that may be
used to consistently and properly quantify that impact.
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For example, the topic of connecting public relations to sales is commonly explored. Following the
publication of certain articles in print, several trade periodicals provide reaction cards. These are
really useful "lead-generation" tools. Those leads may frequently be traced through to sales with an
excellent "lead generating" system. However, while PR may have generated the lead, the closure
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was, of course, heavily influenced by factors such as the individual's need for or interest in the product
in the first place, the quality of the products and services offered, the distribution channel, the
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availability of the product or service, the price, and so on.
When attempting to assess the efficacy of what transpired, all of these things, or variables, must be
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considered. Most organisations, whether for profit, public sector governments, or non-profit
organisations and associations, currently believe that PR objectives have no value unless they serve
the aims of the organisation as a whole, or of its business divisions or sectors. It is consequently
critical to align a company's public relations initiatives and goals with its overall plans and objectives.
Furthermore, the practitioner must comprehend what is vital to the corporation as a whole, as well as
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to its unique business strategy and plans. Our communication goals must be linked to the operational
goals of the business unit or core function. These operational goals are, or should be, behavioural in
nature. They should specify who will change (customers, employees, suppliers, stakeholders,
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investors, management, and so on), how much will change, and when. The only outcome that matters
in a results-driven workplace is a change in behaviour (market segment x bought more widgets;
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employee segment y became more productive; stakeholder segment z supported our environmental
policy, etc.) The business unit aim of behavioural transformation is presented as a Key Result in a
results-based organisation. Achieved communication effectiveness outcomes are one measure of
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progress toward that goal. In the business line document, our communication programme planning
aim is transformed into a Performance Indicator statement. In our communication strategy, we repeat
the same end as a quantifiable goal. Our goals are then closely linked to corporate or organisational
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goals.
5.1.2 Techniques
Event evaluation and analysis is an important part of event planning that is often overlooked. There are
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various methods for determining an event's success, both qualitative and quantitative. An event should be
reviewed and analysed to identify what worked well and should be left the same, what worked but needs
minor modifications, and what did not work and should be changed. It is difficult to analyse the event's
success and identify any changes that could help to improve future events if this portion of the event planning
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process is skipped.
 When to evaluate events

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While we've primarily focused on post-event assessment so far, it's vital to remember that your evaluation
should be ongoing and capable of exploring the before, during, and post-event stages, since each adds
considerably to the overall success of the event.
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Pre-event:
Event preparation may yield a wealth of relevant information, making it one of your most crucial assessment
phases. From determining overall levels of interest and what guests most want to see and hear about, to
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more practical considerations such as the most popular venue and times for your event.
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Mid-event:
Once your event has begun, it is critical to be able to monitor what is functioning, what may require
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further assistance to perform better, and to be aware of any unanticipated conditions that may
develop and impact the flow of your event. As a result, it's advisable to have a strategy in place that
will allow you to watch and gather feedback throughout your event, as well as assess stakeholder
satisfaction and keep everything on track and operating effectively.
Post-event:
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After your event has concluded, you will be able to assess topics such as whether your budgets and
schedules were reasonable, how effectively your marketing efforts succeeded, and what you need to
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improve on before your next event using evaluation methodologies.
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 Types of event evaluation
After you've discussed why and how continuing evaluation may add to the overall success of your event, it's
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a good idea to be familiar with the many forms of event evaluation that can be employed. In essence, there
are two sorts of event assessment methods: qualitative and quantitative.
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Qualitative methods
By definition, qualitative research seeks to better understand why individuals feel and act the way
they do.
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Following that, you may utilise several sorts of surveys at each step to collect feedback on various
aspects of your event, such as hospitality comments, opinions on your speakers, seminar content,
and how likely participants are to promote your event to others. However, regardless of the sort of
event survey you create, it is critical to consider your event assessment questions, since this will
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affect the value of the replies you receive. Once collected, this data may be analysed to assist you
make any required modifications to better your event in the future. It is also beneficial to be aware of
the many options accessible to you for gathering qualitative feedback throughout your event.
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1) Online event surveys
Given the variety of methods in which online surveys may be sent, from email and SMS to a survey
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link embedded in a website or via a QR code, they provide a very effective means of gathering input
before, during, and after your event has concluded.
For example, you may elect to put up desktop PC terminals or kiosks in highly visible booths
strategically placed throughout your venue to collect feedback throughout your event. While before
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and after your event, you may discover that a combination of distribution channels, such as email,
online, and SMS surveys, yields a better response.
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2) Offline event surveys:
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Since events may be hosted from anywhere, it is fairly uncommon for events in more rural areas to
have an inconsistent or entirely unavailable internet connection. However, if you engage with an
online supplier like Smart Survey, you don't have to rely on paper-based surveys. With our offline
service, you may save all of your replies on your mobile devices and then simply retrieve them when
you reconnect to the internet.
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Even if you are working offline, you may still utilise your survey software in a variety of ways. During
your event, for example, you may elect to provide your event workers with an iPad or Tablet PC to
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take feedback from visitors as they go about the exhibition floor. They may then begin analysing the
data once they are reconnected to the internet. Alternatively, you may decide that embedding your
survey through a QR code onto the numerous pieces of marketing literature you've created would
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provide better results, since people can still scan it without an internet connection, then download and
complete it from anywhere once they are connected again.
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Quantitative methods
Quantitative approaches, on the other hand, present an alternate and more statistical means of
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assessing your event, which you may use with varied tactics before, during, and after the event.
1) Pre-event:
When you analyse how much data you acquire throughout the planning stage, you'll realise there's a
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lot you can use to evaluate your success even before your event begins. For example, you might
compare ticket sales, registrations, and RSVP completion rates to other events you may have
conducted to determine how well you were doing.
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2) Mid-event:
Similarly, as your event unfolds, you may compare completed registrations to the data you obtained
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during the pre-event stage to discover if your visitor numbers are falling short, meeting, or surpassing
your expectations.
3) Post-event:
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Whether you want to evaluate your success quantitatively, you should examine your NPS score to
determine if you now have more individuals eager to promote your event to others.
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Alternatively, you might elect to calculate the return on investment for your event (ROI). For example,
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if the purpose of your event is merely to earn a profit (through ticket sales, sponsorship, or on-site
sales), determining your ROI should be pretty straightforward. Simply deduct the whole cost of your
event from your total sales revenue and divide the result by the total cost of the event. The leftover
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value is then multiplied by 100 to get the ROI of your event stated as a percentage.
So, if your event cost Rs1,000 to stage and generated Rs2,500 in revenue the sum would look like:
Rs2,500 – Rs1,000 = Rs1,500

Rs1,500 ÷ Rs1,000 = 1.5
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1.5 x 100 = 150% event ROI
Whatever method you use, whether qualitative or quantitative, each has its own set of long-term
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benefits. While the qualitative method can help you gain a deeper knowledge of what your
stakeholders truly feel and desire, the quantitative approach can give you with more practical facts,
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such as statistics on the number of visitors who choose to attend. However, because both procedures
complement one another so well, the biggest advantages may be obtained when both strategies are
employed together.
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 Evaluation Techniques used in PR

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The evaluation of public relations initiatives is critical in determining a company's performance. As a

result, public relations specialists should compare the results of their efforts to the predicted business
goals of their clients. Each activity should be examined separately to determine its efficacy. Various
methodologies are available to assess the efficacy of public relations operations.
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Measuring Key Results Areas
A public relations expert can assess a PR effort using key results categories. Metrics like as total
sales, income, and profits are examples of key outcomes areas. Total sales before to and after the
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campaign are tracked to determine the efficacy of the public relations approach. Demographics
specific to the firm and campaign may also be used by public relations specialists. For example, if
the company's goal is to increase the number of female customers, then PR activities are measured
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against the target.
Surveys
Surveys can be used to evaluate public relations actions by a public relations practitioner. Surveys
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assess the awareness and opinions of the PR campaign's target audience. Prior to the PR
campaign, a study should be done to determine current impressions and opinions regarding the
organisation. A post-campaign survey should then be conducted to determine the campaign's
success. Surveys are used by public relations experts to evaluate the success of the core message.
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If the company's main message is to communicate a superior brand, the survey results should t ell
whether or not the message was received correctly.
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Media Monitoring
Another strategy for analysing public relations is media monitoring, which involves counting the
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number of times a company and its PR campaign message appear in both print and broadcas t
media. A public relations expert must also determine if the PR message reached its intended
audience, which may be accomplished by analysing the target audience of the medium in which
your message appears and understanding the actual number of viewers or readers. Media
monitoring should not just focus on press coverage but also on how successful the coverage is in
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accomplishing the client's objectives.
Online Analysis
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Online analysis is another assessment approach utilized in public relations. Prior to and after the
campaign, the public relations professional should do a website and social media analysis. To
determine the volume of traffic to the company's website, use internet analytic tools. Social media
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platforms such as Facebook and Twitter are also included in online analysis. Get updates on visits
and utilize comments, both favorable and negative, to measure attitudes and opinions of the
organization. A public relations expert may also utilize social media trends to assess the amount of
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awareness, such as the visibility of more comments about the organization on Facebook in
comparison to before the campaign.
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5.1.3 Application
Steps towards Application

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There are nine best practises in public relations research that may serve as the foundation for
developing a consistent set of metrics for public relations efforts. These practises are classified into
two categories: 1) the use of specific research methods and procedures and 2) the application of
measures that examine both the quality and the substance of public relations activities.
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I. Research Methods & Procedures

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Three research methodologies and processes are crucial components of best practises in public
relations research. These methodologies and processes cover every critical phase in the research
process, from project genesis through the delivery of the research report itself. These three steps are
as follows:
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1. Setting clear and well defined research objectives;

2. Applying rigorous research design that meets highest standards of research methods and ensures
reliable research results; and
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3. Providing detailed supporting documentation with full transparency.
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1. Clear and Well Defined Research Objectives
The first stage in the public relations research process is to establish distinct and well-defined
research goals. Unfortunately, it is an area of acceptable research methods that is sometimes
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disregarded or not given the kind of care required to build an efficient and trustworthy measurement
and evaluation system. The formation of precise and well defined definitions is very important since
research objectives serve as the basis upon which the remainder of the research programme is built.
8 The key to establishing these objectives such that they may successfully contribute to a
measurement and evaluation programme that satisfies best practises is to answer the five questions
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below.
 Is the information need clearly articulated? In order for any type of assessment and evaluation
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to be effective, the information must be detailed and unambiguous. A broad information need,
such as "How well did the programme perform?" is unlikely to serve as an appropriate
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foundation for any research-based judgments.
 Are the target audiences for the communications program well defined? It is critical to identify
the target audience as precisely as possible. This is significant for a number of reasons. The
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fundamental and most important argument is pragmatic. To conduct research that reliably
assesses and evaluates a communications programme, individuals to whom the programme
is addressed must also act as the source of audience information. A poorly defined audience
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is one whose reach is so vast that it includes those who are unlikely to show an interest or
need.
 Are the target audiences for the communications program well defined? t is critical to identify
the target audience as precisely as possible. This is significant for a number of reasons. The
fundamental and most important argument is pragmatic. To conduct research that reliably
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assesses and evaluates a communications programme, individuals to whom the programme

is addressed must also act as the source of audience information. A poorly defined audience
is one whose reach is so vast that it includes those who are unlikely to show an interest or
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need.
 Are business objectives being met through the information gathered from the research? – The
primary motivation for undertaking measurement and evaluation research is to solve a
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business issue or concern. As a result, when the research goals are being created, it is vital
that a complete assessment of the business take place as a first stage in the process.
 Is there a plan for how the findings from the research will be used? – Just as it is critical to
understand the research objectives, it is also critical to understand the sorts of actions that
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may be performed as a direct result of the information acquired throughout the research
process. The goal is to do research that serves as a tool in the decision-making process
rather than as an end in itself. As a result, it is preferable to start by considering possible
internal users or "customers" for the study findings (e.g., marketing, investor relations, new
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product development, human resources, market or business units).
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2. Rigorous Research Design
Following the establishment of objectives, it is critical to design research that both supports the
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objectives and is rigorous enough to offer useful and actionable information. This rigour ensures not
just credible study results, but also a framework for measuring and assessing communications
success throughout time. Again, a set of nine questions must be answered to ensure that robust study
designs are used.
 Is the sample well defined? – The research sample, like the target audience, must be exact in
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order to ensure that the study includes the real target audience for communications. The
recommended method is to evaluate potential research participants for these distinguishing
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traits prior to the commencement of the study. These distinguishing features can be
demographic (e.g., age, gender, education, occupation, area, etc.), job title or function,
attitudes, product use, or any combination of these items.
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 Are respondents randomly selected? – Exclusion of prospective respondents who are difficult
to contact and so less likely to participate in the survey is one of the most severe and
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immeasurable biases that may arise in a study. Special care must be taken to ensure that
these people have an equal opportunity to participate. This is usually performed by making
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several encounters over a long period of time with a random sample or copy of the group
being investigated. It is also critical to be sensitive to the audience being researched and to
correctly alter the methods for securing replies to inquiries.
 Are appropriate sample sizes used? – The samples must demonstrate dependability in two
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ways. The fundamental need is to ensure that the whole sample is statistically reliable. The
size of the sample might range from a few hundred to over 1,000 people. The choice of
sample size is determined by the size of the total population represented by the sample, as
well as the number of subgroups included in the study.
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 Are the appropriate statistical tests used? – Sampling mistake exists in survey research.
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Typically, this mistake is stated as a range of accuracy. A variety of different standards may
be used to establish this degree of accuracy, as well as to compare results between polls.
The 95 percent metric is the most commonly used criterion. This standard guarantees that the
findings will be trustworthy within a certain error range for both sampling and measurement in
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19 out of 20 circumstances. This error range changes with sample size, with a bigger sample
having a correspondingly narrower range of error. With that standard in place, a variety of
statistical tests may be used.
 Is the data collection instrument unbiased? – A questionnaire, like sample selection
processes, can have an influence on survey outcomes. The language and order of questions
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can have a big impact on the outcome. As a result, it is critical to ensure that the language of
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the questionnaire is fair and that the structure of the questionnaire does not impact how a
responder answers a question. Paying attention to this aspect improves the trustworthiness of
the findings and gives a more solid foundation for decision making.
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 Are the data tabulated correctly? – Special care must be taken to ensure that the replies from
each questionnaire are properly entered into an analytic system, allowing data from the whole
research to be tallied consistently. Data should ideally be placed into a database, with each
questionnaire serving as an independent record. This allows for future verification if mistakes
are identified, as well as the most analytic flexibility. This method will also considerably
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improve accuracy. Spreadsheets do not offer the same analytic versatility as specialist
statistical tools (such as SAS or SPSS), and it is far more difficult to spot problems when
utilising that sort of data entry method.
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Are the data presented accurately? – Assuming that the data is properly collated, it is equally
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crucial that it is presented in a way that appropriately depicts the findings. While data is
frequently provided selectively, data exclusion should not be permitted if it leads in misleading
or erroneous findings. As a result, even if the data is only given selectively, the entire data set
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must be available.
 Is qualitative research used appropriately? – Qualitative research (focus groups, individual in-
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depth interviews, and participant observation) that is well-executed can reveal insights that
are not available from other sources. While these insights are priceless, this type of study is
not a replacement for survey data. Qualitative research is especially beneficial for three
applications: developing communications messages, testing and refining survey research
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methodologies, and offering insights and deeper interpretations of survey findings.
3. Detailed Supporting Documentation

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When assessing and analysing public relations initiatives, it is necessary to use a rigorous research
methodology, but it is also critical to document how the study was done. This paper gives a clear
grasp of the issues being measured as well as a thorough description of the target audience. Equally
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essential, it gives the information needed to reproduce the study, allowing for uniform measurement
and evaluation. The three questions that must be addressed to ensure that the documentation fulfils
best practises criteria are:
 Is the research method described fully? – The technique description contains not only how
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the study was performed (telephone, in person, online, etc.), but also the time span during
which the interviews were conducted, who did the interviews, and a description of the sample.
 Is the questionnaire, as well as any other data collection instruments are available for review?
– By being able to go back to the questionnaire while analysing the data set, this ensures that
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the reader understands the context of the questions. It also makes replication of the study
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easy.
 Is the full data set available if requested? – The availability of the data ensures complete
openness of the findings and serves as the foundation for conducting comparison studies with
succeeding waves of research. It also enables extra data tabulation and other analytics that
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may be beneficial in a future investigation.
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1) Event evaluation is a process that aims to comprehend and quantify the extent to which an
event has succeeded in accomplishing its goals. ( )
2) The last stage in the public relations research process is to establish distinct and well-defined
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research goals. ( )
3) A post-campaign survey is not required be conducted to determine the campaign's success.
( )
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4) Total sales before to and after the campaign are tracked to determine the efficacy of the
public relations approach. ( )
5) Qualitative method cannot help gain a deeper knowledge of what your stakeholders truly feel
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and desire. ( )
6) The quantitative approach can give you with more practical facts, such as statistics on the
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number of visitors who choose to attend. ( )

7) Surveys cannot be used to evaluate public relations actions by a public relations
practitioner. ( )
8) Establishing tangible objectives and incorporating sensitivity in evaluation is one of the steps
of event evaluation. ( )
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Summary
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 Event evaluation and analysis is an important part of event planning that is often overlooked. There are
various methods for determining an event's success, both qualitative and quantitative.

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Quantitative approaches, present an alternate and more statistical means of assessing your
event, which you may use with varied tactics before, during, and after the event.
 Surveys can be used to evaluate public relations actions by a public relations practitioner.
Surveys assess the awareness and opinions of the PR campaign's target audience.
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 Another strategy for analysing public relations is media monitoring, which involves counting the
number of times a company and its PR campaign message appear in both print and bro adcast
media.
 Public relations communication can take many forms, including newsletters, public appearances,
press releases, and, of course, the internet.
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Activity
1. Discuss the event evaluation process.
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Glossary
 Event evaluation is concerned with evaluation, which often entails measuring a set of critical
factors as well as monitoring those variables to identify good and negative consequences.
 The word "creativity" is derived from the Greek word "enthusiasm," which literally translates as
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"God inside."
 Online analysis is another assessment approach utilized in public relations. Prior to and after the
campaign, the public relations professional should do a website and social media analysis.

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Public relations trends professionals contact or communicate to the target audience directly or
indirectly through the media in order to establish and maintain a favourable image.
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1. Describe the trends that influence the future of events industry.

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Further Readings
1. https://www.educba.com/public-relations-trends-2019/
2. https://www.slideshare.net/shielajustine/iii-event-trends-and-issues
3. https://www.researchgate.net/publication/342611186_Sustainability_Social_and_Technology_
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Development_Trends_in_Events/link/5efcdb9a4585155050818186/download
4. https://www.zoho.com/backstage/thegreenroom/event-trends-2021.html

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1) T
2) F
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3) F
4) T
5) F
6) T
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7) F
8) T
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Unit 2: Crises
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Objectives
 Learn about Crises
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 Understand Monitoring and Controlling the Event
 Understand Crisis in Events
 Learn about Types of crises: Natural Disaster
 Learn about Technological crisis

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Understand Confrontation/ Rumors/ Malevolence
 Learn about Organizational Misdeeds
 Understand Man-made disaster
Introduction
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A crisis is an incident that has the potential to negatively impact the results of a planned / managed
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scenario. Don't forget: these things happen, and you don't want your attendees to be in danger.
Still, in the worst-case scenario, if not handled professionally, an unexpected event can wreak havoc
on the brand's/company's/image institution's and/or reputation.
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To summarise, crisis situations are a worse problem than normal problems. And when it comes to
events, you may be sure that it will happen one day. They won't turn up because we don't anticipate
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them, or maybe because we don't want them. That is precisely why they are referred to be crises.
Fortunately, we can tackle crisis circumstances and avert tragedies. Accept crisis management as a
second chance to correct something that has been mistreated, which may even save an entity's
reputation.
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Crisis management: A method must be followed to deal with any catastrophic occurrence that might
endanger the organization. Dealing with these challenges before, during, and after a crisis occurs is
what crisis management entails. Effective crisis management is an essential component of every
event, and it can include, but is not limited to, event cancellation due to natural and man-made
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catastrophes, speakers failing to appear, attendance or venue cancellation, strikes, and so on.
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5.2.1 Monitoring and Controlling the Event
The foundation for operational monitoring and control, service assurance, service reporting, and
service improvement is Event Management.
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Monitoring is determining how much work has been performed for an event, including expenses,
risks, and concerns. Controls are often associated with event stages and are developed to regulate
the distribution of event products/outputs. There are two types of event controls: event-driven and
time-driven. The term "event driven" refers to control that arises as a result of a specific occurrence.
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Regular progress feedback is provided through time-driven controls.
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Monitoring is used to keep track of how goods, outputs, and results are progressing. Positive and bad
occurrences are reported to the proper persons at the appropriate time, allowing for progression or
remedial action as needed. Controls then aid in both monitoring and reporting by providing necessary
review points such as End Stage Assessments. The Monitoring and Controlling process group assists
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in tracking event progress to ensure the event is on pace to accomplish the event objectives,
identifying issues and problems, finding answers to the identified issues and problems, tracking event
schedule, status, and cost. The Monitoring and Controlling process group is where event performance
measures are obtained, analysed, and determined whether or not the event progress is in accordance
with the event plan. This will aid in identifying faults and difficulties and taking remedial steps to
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accomplish event objectives. While remedial action is being taken.
The following are the goals of the Monitoring and Controlling the Event Domain:
1. Measure event Performance.

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2. Verify and Manage Changes to the event
3. Ensure event deliverables conform to quality standards

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4. Monitor all Risks
Other Monitoring Information

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 Evaluate the hazards (risk analysis: for the meeting, for individuals).
 Keep an eye on the risk position (ongoing).
 Identify sources of danger and risk information, such as police, security services, websites, and
newspapers.
 Take suitable precautions to prevent harm and reduce the potential of damage. Implement crisis
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management procedures.
 Take responsibility for:
o Identifying the responsible parties.
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o Identifying and designating accountable representatives from each party, as well as

informing all event employees.
o Create measures and processes.
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o Creating a list of all rules to handle emergency circumstances.

 Prepare an information flow:
Create an action plan outlining who does what and to whom to notify in the event of an
emergency, taking into account:
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o Other organisations that should be included.

o Evacuation system inspection.
o Creating a design that is straightforward, manageable, efficient, and free of panic.
o Making it available in English as well as the host country's language.
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o Briefing for staff.
o Other organisations that should be listed.
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o An emergency drill is conducted by the designated accountable persons.
o Increased security awareness.
Schwagermann, a long-time veteran of the worldwide meeting sector, has devised a unique idea to
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manage the outcome of events. It was suggested that event control take occur in three stages.
1. Control the event notion in a pre-event test.

2. Control the event throughout the process itself, which he refers to as the in-between test.
3. Control the event's outcomes via a post-test. During this post-test, ask questions like,
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"Did the event meet the economic outcomes and strategic communication goals?"
5.2.2 Crisis in Events
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A crisis is a significant occurrence that might be perceived or actual. It disrupts routine activities and
has an immediate to short-term detrimental impact on the operations of a tourist firm – and maybe a
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tourism region.
You may believe that a crisis would never affect your business, but a crisis may hit any tourist firm,
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large or little, making normal day-to-day operations difficult, if not impossible.
It can come as a surprise in the form of a flood, fire, terrorist threat, disease breakout, locust plague,
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or unwanted media exposure. Even if you believe you are not in a catastrophe-prone location, the
tone and scope of media coverage of a neighbouring calamity may result in a decrease in clients to
your firm.
Characteristics of Crisis
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 Crisis is a sequence of sudden disturbing events harming the organization.

 Crisis generally arises on a short notice.
 Crisis triggers a feeling of fear and threat amongst the individuals.
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Reasons of Crises
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Crisis can arise in an organization due to any of the following reasons:
 Failure of technology and machine breakdown result in a crisis. Problems with the internet,
software degradation, and password mistakes all lead to a disaster.
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 When employees disagree with one another and fight amongst themselves, a crisis occurs. A
crisis occurs as a result of a boycott, extended strikes, conflicts, and so forth.
 Workplace violence, theft, and terrorism lead to an organisational crisis.
 Neglecting minor difficulties at the outset can lead to a significant catastrophe and a state of
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uncertainty at work. The management must have total control over its staff and should not be
sloppy at work.
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 Accepting bribes, scams, and data or information manipulation all lead to organisational
crises.
 A crisis occurs when an entity fails to pay its creditors and declares itself bankrupt.
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 Types of crises
1. Natural Crisis
 Natural disasters are caused by disturbances in the environment and nature.
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 Such occurrences are often beyond the control of humans.
 Natural disasters include tornadoes, earthquakes, hurricanes, landslides, tsunamis,
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flooding, and drought.
2. Technological Crisis
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 A technological crisis occurs as a result of technological failure. Problems with the overall
systems result in a technical crisis.
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 Machine failure, faulty software, and other factors contribute to a technical crisis.
3. Confrontation Crisis
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 When employees fight amongst themselves, confrontation situations occur. Individuals do

not agree with one another and finally resort to non-productive behaviours such as
boycotts, extended strikes, and so on.
 Employees defy superiors in such a scenario; they issue ultimatums and compel them to
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accept their requests.

 Internal conflicts, insufficient communication, and a lack of coordination all contribute to a
confrontation crisis.
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4. Crisis of Malevolence
 Organizations confront a malevolent issue when certain notorious workers resort to illicit
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actions and extreme measures to meet their demands.

 Acts such as kidnapping corporate leaders and spreading false rumours all contribute to a
malevolent crisis.
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5. Crisis of Organizational Misdeeds

 Organizational misbehaviour crises occur when management makes actions while
understanding the negative repercussions to stakeholders and external parties.
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 In such circumstances, supervisors disregard the aftereffects of methods and execute them
in order to get rapid results.
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6. Crisis of organizational misdeeds can be further classified into following three types:
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a) Crisis of Skewed Management Values
 A crisis of skewed management values occurs when management prioritises short-term

growth while ignoring larger challenges.
b) Crisis of Deception
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 Organizations When management purposefully tampers with data and information,
organisations suffer a crisis of deceit.

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Management makes false promises and incorrect pledges to customers. Incorrect
information about the company and its goods causes a deception dilemma.
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c) Crisis of Management Misconduct
 Management engages in purposeful illegal acts like as accepting bribes, passing on

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secret information, and so on, organisations confront a crisis of management misconduct.

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7. Crisis due to Workplace Violence
 Such a crisis occurs when employees engage in aggressive behaviour, such as hitting co-
workers and supervisors in the office.
8. Crisis Due to Rumours

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 Rumours Cause a Problem Spreading false rumours about the organisation and brand
causes a crisis. Employees must not distribute anything that would ruin their organization's
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reputation.
9. Bankruptcy
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 A crisis can also occur when an entity fails to pay its creditors and other stakeholders.
 A lack of funds causes a crisis.
10. Crisis Due to Natural Factors

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 Disruptions in the environment and nature, such as hurricanes, volcanoes, storms, floods,
droughts, earthquakes, and so on, cause a crisis.
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11. Sudden Crisis
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 As the term implies, such circumstances occur unexpectedly and with very short notice.
 Managers do not get warning indications, and such a circumstance is usually beyond
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anyone's control.
12. Smouldering Crisis
 Neglecting minor issues in the beginning lead to smouldering crisis later.

 Managers often can foresee crisis but they should not ignore the same and wait for
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someone else to take action.
 Warn the employees immediately to avoid such a situation.
13. PR crisis
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The reputation of a company is critical to its ability to attract and retain talent, attract new clients, and
gain market share. As a result, most company executives and crisis management teams’ frown upon
the cliche "all publicity is good press." A public relations crisis can be anything—a high-profile oil
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disaster or product recall, negative media coverage caused by a spokesperson being taken out of
context, or consumer complaints about decision-making during a pandemic. Each event necessitates
a unique response and crisis management strategy, which is why a well-thought-out crisis
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communication plan is essential.
14. Financial crisis
During a financial crisis, it is possible to declare quarterly earnings that are drastically below market
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expectations. A significant "miss" may result in a confidence crisis among investors or workers who
lose faith in the company's plan or executives. A financial crisis may result in an inability to raise cash,
regulatory fines, or other unanticipated expenditures for other firms.
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 Impact Of Crises
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Indirect impact
Here are some instances of crises occurrences that might influence your region and, as a result, have
an indirect impact on your business.
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Natural
 bushfires
 flooding
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 drought

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severe rain or wind storm
 tsunami
 landslides and mudflows
 earthquake
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 pest plagues such as rodents and insects
 blue green algae outbreak.
Human-made
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 major transport accident such as a train, boat or aircraft crash
 terrorist incident
 major civil unrest


oil spill
hazardous material accidents such as a gas leak si
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 water pollution
Health-related
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 outbreak of disease such as Legionnaire's or Meningococcal

 food poisoning
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General safety
 crime such as bag snatching or pickpocketing

 views about safety such as accidents with visitor activities
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 animal attack such as shark attack
Direct impact
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There may also be crisis events that directly impact your business such as:
 Theft or vandalism of machinery or vehicles, computer equipment or data, or property

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damage This might be disastrous for any business and pose health and safety hazards.
 An outbreak of disease or infection among your employees, on your property, or among
your livestock might pose major health and safety issues.
 Crisis affecting suppliers – how would you find other supplies?
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 Crisis affecting customers – would insurance cover a client's inability to use your services?
 Natural disasters – for example, floods caused by burst water pipelines or excessive rain, or
wind damage as a result of storms.
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 Fire - A fire on your property or in the surrounding area might have an impact on health and
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safety, as well as the continued functioning of the business.
 Loss of utilities – a loss of electricity or water supplies might have a significant impact on
your entire business operation. What would your company do if it didn't have electricity, gas,
or water for a day, a week, or perhaps a month? What impact would this have on your
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services, communications, or IT?
 IT system failure – Computer viruses, hacker assaults, or system breakdowns can all have
an impact on workers' capacity to perform efficiently.
 Fuel shortages – temporary fuel shortages may prohibit employees from arriving at work and
limit your capacity to make and receive deliveries.
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 Restricted access to premises – how would your business run if you couldn't get into your
office, say, because of a gas leak?
 Loss or illness of key staff – How would your company handle if a key member of staff were

to quit or become ill?
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Cyber-attack – Is your company safe from viruses, trojans, and hacking? How would your
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company fare if its data was corrupted or could not be recovered?
 Ways to handle event cancellation

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1. Stop selling tickets and refund!

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Life safety is a top issue, and you must move quickly to cancel the event. If there is any indication of a
potential crisis scenario before to, during, or after your event, cancel it immediately. Cease all
activities, stop selling tickets online or offline, and stop all marketing initiatives all at once. When a
person's life is in danger, the greatest solution is to cancel an event.
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The next step is to reimburse your attendees. Address their problem and issue a refund as quickly as
possible. Be precise in your terms and conditions. Make sure to provide terms and limitations for
online registrations and tickets purchased through conference apps in case of any cuts when
refunding.
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2. Communication is the key

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You must ensure that you communicate with your guests, partners, and vendors in order for them to
comprehend the scenario. Develop strategies and an effective communication strategy to ensure that
everyone is informed of what is going on. Ascertain that your staff is informed of the next course of
action in the event of an emergency. To avoid rumours, send an email to your guests, sponsors, and
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anybody else who could be affected. Emails are a fantastic method to communicate, but make sure
you alert everyone via several ways. Use your event management app's in-app pop-ups or push
alerts to explain the issue as openly and transparently as feasible.
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3. Social-media to the rescue
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Make sure to share the news on your social media platforms and forums. Keep track of any and all
talk about your event on your channels or in posts that include any connected hashtags. Send your
cancellation message to everyone who has responded or anybody who believes the event is still
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going on. For further information, you may send them to your event organiser app or social media
accounts. Don't forget about the media, such as radio, television, and newspapers. If you can, make
an effort to keep them up to date. It will have a direct influence on the reputation of your brand.
4. Event Insurance: HIGH-RISK EVENTS OR LARGE EVENTS.
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Brand reputations are considerably more valuable than money, so after you've got that under control,
make sure you take care of the monetary aspect as well. Assuring that the event can minimise the
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danger of financial loss. Get a solid plan if you don't already have one. Before you go forward with it,
be sure your insurance covers all of your demands, or acquire one that can be adjusted to your
specific circumstances.
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5. Contingency Plans with cool heads
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Small setbacks may quickly escalate into major problems, and crisis management is all about
preventing this from happening. While finalising the site, event planners should create a checklist to
scrutinise the little aspects. Grupio, one of the top event applications, can assist you in streamlining
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these duties. You may delegate work to teams and keep track of all changes and updates in real time.
If anything isn't going as planned, you may check into it ahead of time to keep things on track. In a
crisis, event planners must maintain their composure. Managers must manage a team of people that
look up to them. They must deal with the problem without fear or frenzy.
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CONCLUSION
An uncontrolled disaster may devastate months of hard effort for event planners as well as decades
of a company's image. Event management software firms must ensure that all management
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personnel are properly educated and prepared to address any unanticipated challenges that may
arise. If you are an event planner in need of assistance, do not hesitate to contact specialists. Seek
counsel from attorneys, staff, and the financial team. You may also solicit comments from clients to
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help you brainstorm and manage the issue successfully in the event of a problem at your event
5.2.3 Types of crises: Natural Disaster

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A crisis is an unanticipated incident that produces unrest among an organization's employees. A

variety of crises may occur in a business, all of which need skilled management to keep the firm on
track. Understanding crises and how to resolve them can help your organisation prepare for any type
of situation. In this article, we discuss various workplace crises and how to resolve them and move
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forward.
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What are crises in an organization?
A crisis is an unexpected and unplanned incident that causes an organization's instability and can be
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triggered by internal or external influences. To avoid major harm to your organisation, it is critical to
address the causes of the crisis and prevent future escalation.
Organizational crises have three primary characteristics, which are as follows:
 The problem usually jeopardises the organization's viability.
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 The situation caught the company off guard, and management were unprepared to deal with the
crisis.

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The crisis causes the organisation to make quick and difficult decisions in order to rescue itself.
Some crises are inescapable, no matter how hard businesses attempt to avert unanticipated
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occurrences that endanger the firm. It is critical to constantly have contingency plans in place to deal
with such scenarios. Creating a crisis management team that proactively looks for indicators of
problems and develops a strategy for effectively dealing with them can help your business decrease
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the impact of future crises.
Natural Crisis
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You could consider an earthquake to be a disaster if it ruins your office. Natural catastrophes such as
hurricanes, earthquakes, and tornadoes, while uncommon, may have a substantial impact on your
business. If your organisation is located in a location prone to severe weather, you must plan an
emergency reaction in the unfortunate event that you are hit.
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Being proactive while dealing with natural disasters is the best approach to deal with them. Build your
workplace in a weather-resistant structure in your location, and develop an evacuation plan in the
case of an emergency. It will also aid in the preparation of a business continuity strategy in the event
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that your offices become unavailable.
Examples of a Natural Crisis

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COVID-19: Not only did the COVID-19 epidemic affect corporations, but also organisations and
families. While the globe was taken aback, many firms incorporated remote work and/or health
guidelines into their company models to keep employees and consumers as safe as possible.
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California Wildfires: The 2020 California Wildfires scorched the West Coast, destroying or damaging
nearly 10,000 properties. During the California fire season, it is critical to adhere to CAL FIRE's
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wildfire preparedness documents and educate yourself on ways to lessen wildfire risk.
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 Event Planning in the Wake of Natural Disaster
Natural disasters may be devastating to a community; nevertheless, exceptional events can
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frequently assist to lift people's spirits and reinvigorate an area's morale. Furthermore, in business, we
frequently adhere to a popular tenet: "The show must go on!"
Having said that, preparing an event in the aftermath of a natural disaster has unique problems that
should be approached with prudence. You can't influence the result of a crisis; all you can do is
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modify how you react to it.
The one thing I've learned through disasters is that people are innately compassionate. While we may
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become engrossed in competitiveness and drama at times, catastrophe recovery has a way of
bringing people together. Event planners are not aiming to take advantage of the situation; rather,
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they want to join together to build a sense of community.
Still, as a business owner, you are completely responsible for your company's response and following
actions. Here are some methods that have assisted me and my team in navigating the uncharted
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waters of post-disaster event planning:

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1. Be prepared.
First and foremost, you must be prepared for whatever may occur. Understand the most common
natural catastrophes in your area and create a contingency plan for each. Connect with your peers in
your sector to exchange tactics and ideas—the more prepared your market is, the better you will fare
collectively.
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You must also obtain catastrophe insurance as a professional to protect yourself, the suppliers you've
engaged, and your clients. This is especially crucial if you need to return or transfer deposits for
cancelled events. Be proactive so that you don't miss out on an opportunity amid a crisis.
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2. Work with your clients.

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When a crisis occurs, keep in mind that it is a state of emergency. All channels of communication
must remain open. I've given my clients my home phone number so they can reach me even if cell
towers go down. Of course, your safety is your top responsibility, but you must also remember your
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duty to your clients.

Whether they were personally touched or not, your customers, their families, and their visitors will
most likely be experiencing a range of emotions after the event. There's a strong probability they'll feel
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unsure and uneasy moving forward. It is clearly our obligation as event experts to be firm and triumph
in accordance with the client's objectives.
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It is always the client's option whether or not to proceed. If they wish to proceed, call all of your
vendors right once and demand to meet with them all at once to explore solutions. Have faith in your
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team—why that's it's critical to collaborate with other event experts you trust. You will most likely be
replicating or inventing an entirely new event, which will necessitate all hands on deck.
If a customer wishes to reschedule an occasion, let them know that it's perfectly OK and that you'll
work with them to make it happen. It may feel like a completely new event to them, which can be
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intimidating, so you must demonstrate to them that it will be a success regardless of what or when it
is.
3. Adapt to post-disaster situations.
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Following a natural disaster, it will take time for the community to return to pre-disaster levels—if it
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ever does. There may have been irrevocable changes to the landscape, damage or destruction to
buildings, roads, and infrastructure, as well as other repercussions that will have an influence on your
life and company for some time.
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This may have an influence on your events in the sense that a place may need to be changed, or you
may need to locate a new caterer or other providers. There's also a risk that the number of guests
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may decrease, and you'll need to reconsider your power requirements. Furthermore, emergency
responders and government organisations will be kept busy, which may make obtaining permits more
difficult during this period.
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Maintain your adaptability and good energy for your client—they need you now more than ever.
When it comes down to it, remember what I stated at the outset: people are nice. Following a natural
disaster, communities’ come together to assist one another heal and rebuild. Keep in touch with your
clients, their relatives, and their visitors. Accept their attractive offer if your personnel are able and
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ready to assist.
Make yourself open and accessible, and never cease telling your clients that you're doing all in your
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power to execute their event to the best of your abilities given the circumstances. Most importantly,
remain tough and adaptable—you and your community will survive, and you will be stronger for it.
5.2.4 Technological crisis in event

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Following 2018 — the year of data breaches, it is apparent than ever that technology can act as a
catalyst for disasters. Cybercrime, for example, is an excellent illustration of how technology may
contribute to the emergence of a catastrophe. Because we rely so much on technology in both our
personal and professional lives, data theft has become a profitable business. In particular, the
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worldwide cost of cybercrime is estimated to surpass $2 trillion by the end of this year, a threefold rise
over 2015.
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 Then there's the issue of media fragmentation, which exacerbates the situation. Companies
are being scrutinised by bloggers and other influencers, web-based news outlets, and "citizen
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journalists." As a result, firms must step more carefully than ever before; even so, it may be
impossible to prevent negative exposure.
 If you're seeking for real-life instances of firms that have succumbed to technology-induced
disasters, there are plenty to choose from. In October 2016, Uber disclosed that it had lost 57
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million driver and customer details to cybercriminals (and even paid these criminals $100,000
to keep quiet); in September 2017, credit agency Equifax disclosed that it had been the victim
of a massive cybersecurity attack that compromised the data of 143 million customers.

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In 2018, Marriott disclosed how 500 million of its guests' data had been compromised by
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hackers. The event received extensive media coverage and social mentions, and it severely
harmed Marriott's brand.
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 Last year was a challenging one for Facebook, with several unfavourable news headlines
about the company's poor security system, hacks, and other data-related negative situations.
Despite all of these incidents, the company's brand proved to be quite robust, with the
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Cambridge Analytica scandal causing a dent in the company's image.
 However, it is not only businesses that are suffering: In December 2018, Germany's lower
house was the target of a massive cyber-attack that entered the computer network of the
foreign ministry, with officials blaming the incident on a Russian hacker outfit.
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 While technology has in many cases caused or contributed to crises, it would be dishonest to
blame technology for all bad. In reality, technology brings forth a lot of good, and businesses
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may leverage accessible tools, and technology can also function as a solution for PR
professionals to reduce disasters.
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 To begin, public relations professionals might use crisis intelligence tools like PRISMA Crisis
Intelligence or Uber analytics to monitor social media conversations for possible hazards. This
serves as a preventative strategy in that you are essentially discovering difficulties in real-
time, allowing you to respond swiftly and potentially nip a problem in the bud. Companies may
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use these techniques to keep minor public relations blunders from ballooning into full-fledged
crises.
 Some insights that PR pros might monitor include:
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 Participation of major influencers (proportion of mentions made by key media outlets and
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influencers)
 Stakeholder sentiment analysis and public impression of the brand
 Threat intelligence: The detection of dangers in real time, in conjunction with an efficient
alarm system.
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 Entire industries: With sources like as Uber metrics, communicators can now monitor entire
sectors and compile a large data collection of relevant rivals, industry publications, social
media profiles, and much more. This database can serve to inform decision-making during a
crisis and even solve unanticipated concerns.
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The rate of technological advancement is approaching a fever pitch, with new breakthroughs,
improvements, and features appearing on a regular basis. As technology advances in a variety of
ways, it is critical that your crisis management strategy evolve as well. Today, we'll take a deeper look
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at the risks of not keeping your strategy up to date with the constant changes in technology. Consider
the following examples of how technology is fast advancing in our daily lives:
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Use of social media
In 2005, just 5% of American people used social media. Today, approximately 70% of American
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adults use social media, up from 5% in 2005. These platforms have drastically altered how individuals
connect with one another, as well as with corporations, political leaders, and organisations.
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Meanwhile, they've aided in hastening the spread of information (comments, articles, films, and so
on).
New Digital Threats

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Data has become as one of the most attractive goods for burglars to steal as we increasingly rely on
digital technology to conduct our personal and corporate activities. Indeed, as digital threats become
more sophisticated and prevalent, the worldwide cost of cybercrime is anticipated to surpass $2 trillion
by 2019, a threefold rise from the 2015 figure.
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Instantaneous Information
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Online news, social media, and mobile technologies all work together to provide consumers breaking
news as it happens, no matter where they are. So, if your firm makes an embarrassing public
relations gaffe or an expensive product recall, you can sure that people will find out about it quickly, all
around the world.
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Technology and Your Crisis Management Plan

As technology advances, it has the potential to expose your business to a wide range of challenges,
including social media crises, ransomware schemes, and negative news that spreads like wildfire.
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Digital technology has accelerated the emergence and spread of crises, and you must be able to
access and implement your crisis management strategy quickly and confidently to stay up.
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Consider the ramifications of your organization's sluggish crisis response. An online outpouring of
wrath may result from a scathing news item or a damaging Facebook Live video. Customers may
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become impatient while waiting for information regarding a product recall. Worse, a fast escalating
data breach may endanger the personal information of clients and partners. In today's fast-paced
technological world, crisis management must be quick and adaptable. Every year, threats get more
complex and numerous, which means your crisis plan should be a "living document" that is easy to
access and activate, as well as appraised and updated on a frequent basis to stay current.
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Most companies no longer rely on hard-copy crisis plans housed in three-ring binders. This method
ignores today's dangers and the quickly growing technology that allow them. During an emergency,
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your crisis management team, public relations director, and other stakeholders would struggle to
rapidly access a hard-copy plan, especially if the crisis occurred after hours or on the weekend.
Meanwhile, typical crisis communication mechanisms, such as email notifications and manual call
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trees, impede down plan activation among stakeholders.
A Smarter Approach
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When a crisis occurs, technology will allow it to respond rapidly. In order to regain control of the issue,
your business must reply in kind. The greatest method to remain on top of today's high-tech crises is
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to strategically implement crisis management technologies. A crisis management app, which makes
use of mobile technology, is a dependable approach to ensure that your stakeholders have
instantaneous, dependable access to all crisis plans—right on their smartphones.
A crisis management app gives you quick access to crisis scenarios, draught statements, activation
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processes, and other resources. The platform also provides a secure access to your crisis team's
contact information, as well as alert alerts and progress reports, all of which assist keep stakeholders
in close contact with your crisis response team as the situation unfolds. As a consequence, your team
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is able to activate its plan and respond to a crisis as soon as it occurs, even if it occurs at the worst
possible time.
There is no doubt that technology is advancing at breakneck speed in today's fast-paced digital
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environment. And if your crisis management strategy does not account for these significant changes,
your company may struggle to respond to the next crisis in a timely and effective manner.
Fortunately, the growth of technology has also provided instruments for keeping up with breaking
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crises.
5.2.5 Confrontation/ Rumors/ Malevolence
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 Confrontation Crisis
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A confrontation crisis can occur in a variety of ways. Your workers may disagree. A disagreement
among top executives can quickly become out of hand. Alternatively, public dissatisfaction with your
company may result in a public outrage.
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In every case, the parties involved are attempting to get their requests satisfied. This might lead to a
public boycott or mass resignations.
To deal with a confrontation problem, you must first validate the worries of individuals who are facing
you. It's critical to acknowledge that if they've been led to this stage, the problem must be serious.
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Then, go over the demands stated by the parties, if any. Can you impact change such that their
requests are met? If so, describe the reason for your inability to do so properly and tactfully.
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If the confrontation problem is internal, apply conflict resolution skills to diffuse the situation before it
worsens.
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Examples of a Confrontation Crisis
Hollywood Foreign Press Association: The Hollywood Foreign Press Association faced a boycott in
2021 as a result of the organization's lack of diversity and inclusiveness. More than 100 Hollywood
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public relations companies have stated that they will advise their clients, the majority of whom are
recognised personalities, not to attend the Golden Globes or other HFPA events until the organisation
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is reformed.
"As a proof of our commitment, the board has unanimously approved a proposal to grow membership
to a minimum of 100 members this year, with a condition that at least 13 percent of the membership
be Black journalists," the HFPA stated in a public statement.
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Target: A protest erupted in early 2021 at a California Target site when the store's security mistakenly
accused three Black teenagers of theft. Target made a public apology, stating that company "removed
a security staffer and will demand that other employee at the store retake mandatory security and
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racial bias training."
 Rumours
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This is essentially false information spread about a company or its products, inflicting widespread
damage to the firm's image. Such rumours range from reports regarding an organization's strong links
to a terrorist group to stories about the poisoning of its products, which causes financial losses to the
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company. Specifically, the Daily Nation (2014) published a report in which Unilever, the official maker
of Aromat food spice, defended their product against what they called "damaging claims" levelled by
the National Biosafety Authority. After Unilever conducted a successful campaign to sell Aromat, the
latter claimed that the product included genetically modified organisms (GMO). The product was
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withdrawn from supermarket shelves and retail establishments across the country as a result of the
National Biosafety Authority's statement.
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Rumours of international consumer goods company Proctor & Gamble's allegiance with the Church of
Satan were spread by leaflets to thousands of California residents beginning in 1982, resulting in over
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15,000 calls to the company in 1982 and forcing Proctor & Gamble to hold multiple news conferences
to dispel the rumours. They were compelled to seek the support of church authorities and pay
detectives to track down the source of the rumours.
Rumours circulate tales, reports, views, and discussion of ambiguous and/or twisted fact. While it may
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appear to be little, the correct rumour at the right moment may inflict catastrophic harm to any
business, and it is in the best interests of a Crisis Management Professional to engage with the
necessary parties to nip them in the bud.
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For example, in October 2008, it was reported that Steve Jobs had suffered a heart attack and had
been transported to the hospital. As soon as this news reached the internet, it began to spread
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throughout all social media channels. Apple stocks dropped 10% of their value (almost $5 billion) in
the first hour of trade, all because an 18-year-old posted an unproven allegation to CNN's Ireport
website. Even the slightest rumours may spread and mutate, causing incalculable harm to the
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greatest and most established institutions.

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Real Examples
These are some real examples of malicious rumours that have damaged companies.
Bananas spread SARS

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A 2007 rumour claiming that bananas may transmit a SARS-like illness brought the Chinese banana
industry to a halt, decreasing sales by over 90% and bankrupting several plantation owners. To make
matters worse, the myth emerged at a time when Chinese food goods have been subjected to
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increased scrutiny throughout the world as a result of a number of safety violations including toxins in
many of their export items.
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Fake news report had Elon Musk leaving Tesla
According to the allegation, which was published on a website impersonating CNN Tech, Musk is
quitting his position as CEO of the firm to focus on "Bitcoin Profit," which is characterised as "a new
(c
company that he believes can alter the world.”
 Crisis of Malevolence
A crisis of malevolence happens when a firm's adversaries utilise criminal or unlawful measures to
destabilise, hurt, extort, or even destroy it. Tampering with a company's product to cause widespread
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harm, utilising a company's goods in unlawful or unacceptable ways, or hacking into a company's
system to steal encrypted data are all examples.
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Cybersecurity threats, hacking, abduction, propagating false rumours, and product sabotage are all
instances of this sort of crisis, all with the goal of damaging a business, its stakeholders, and its public
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image.
When dealing with a malevolent situation, first ensure the safety of your staff and consumers, whether
by contacting law authorities, fixing a cybersecurity flaw, or recalling a tampered-with product. Then, if
feasible, use legal tools to confront the culprits.
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Examples of a Crisis of Malevolence
Cow & Gate and Tesco: In 2020, the food firm Cow & Gate faced a malevolent issue when their
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baby food jars were tampered with. In response, it swiftly recalled the contaminated items, and a man
was detained and prosecuted with the offence in late 2020.
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Accellion: In December 2020, Accellion, a file transfer service, was the target of a sophisticated
hacking assault that revealed data from a number of institutions, including Harvard and Kroger. The
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hack disclosed the Social Security numbers of Harvard students as well as the client base of Kroger
drugstore.
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Accellion claimed in a statement that it "alerted all 320 potentially affected clients with several emails
beginning on [December] 22 — and followed up with emails and phone conversations." Accellion
implemented a fix to prevent additional data leakage and provided consumers with the option of
cancelling their subscriptions.
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Now that we've identified a few scenarios that might have an impact on your organisation, the next
step is to understand the various management styles that are employed to deal with crises.
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5.2.6 Organizational Misdeeds

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These occur in companies when management makes decisions that affect stakeholders (Lerbinger,
2012). They neglect to take preventative precautions, exposing stakeholders to danger. Deception,
dishonesty, and a distortion of corporate ideals can all contribute to these crises. It produces strain
and tension, much like other sorts of crises. It also demands outside assistance. On the other hand, it
(c
does not result in the destruction of property or lives. These crises are the result of immoral actions
made by management.
Every firm is in competition with one another. However, some rivals go so far as to try to go under the
belt and spoil the other company's success for their own. A crisis of malevolence occurs when a rival
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or a miscreant use extreme techniques to destroy a firm.
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These crises include those caused by hacking into a company's server or tampering with its goods,
among other things. Finding the cause and reducing the damage as quickly as feasible, as well as
discovering who created the crisis, are among the strategies.
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Organisational Misdeed
In circumstances where crises of organisational malfeasance emerge as a result of management

making specific actions while understanding the negative repercussions. In such circumstances,
supervisors disregard the aftereffects of methods and execute them in order to get rapid results. This
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will have a negative impact on stakeholders and third-party parties (or interested parties).
Examples of organisational misbehaviour crises can be further grouped into three sorts. They're:
1. Skew management value,

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2. Deception
3. Management misconduct
1. Skewed Management Values

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Skewed Management Values crises occurs when management prioritises short-term growth while
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ignoring larger challenges.
2. Deception
When management purposefully tampers with data and information, organisations suffer a deception
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issue. As an example:
 Management makes false promises and incorrect pledges to customers.

 Spreading misleading information about the organisation and its goods will result in a
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deception issue.
3. Management Misconduct
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When management engages in purposeful acts of illegality, organisations suffer a crisis of

management misconduct. For example:
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 Accepting bribes.
 Leaking or passing on confidential information
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5.2.7 Man Made Disaster
Human-caused crises, such as fires, accidents, and epidemics, are just as abrupt and may be just as
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catastrophic as natural disasters. This course will teach you about the causes, impacts, prevention,
and management of natural and man-made disasters.
Certain natural catastrophes are caused by human activity. These are as follows:
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(a) Fires
Fires are incidents in which something is burned. They are frequently destructive, exacting a toll on
both life and property. It has been noticed that fires kill more people than cyclones, earthquakes,
floods, and other natural catastrophes combined. Fires pose a significant threat to forests and wildlife
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because they spread quickly and do massive damage in a short period of time. Fires erupt in cities in
homes, jhuggis, buildings, particularly godown and industries. A fire can quickly spread across a huge
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region. Many individuals may perish as a result of burns and asphyxiation. It may also pollute the air,
water, and soil, affecting crops, plants, and animals, as well as soil fertility.
(i) Causes
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During the summer, such flames result in fatalities and massive economic damage. Fires can be
caused by a variety of factors. Some of the most important are listed below:
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• It is irresponsible to throw burning matchsticks or cigarettes.
• Heating sources can create fires, for example, garments can catch fire when cooking on a kerosene
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or gas burner.
• Cooking mishaps are a leading cause of fires. Unattended cooking can result in a fire.
• A short circuit in electrical wiring might result in a fire. Overheating electric appliances, faulty wiring
connections, and the usage of low-quality equipment can all contribute to a fire.
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• Rubbish and waste items, which are frequently found on roadsides or near dwellings, might catch
fire if individuals toss burning matchsticks or cigarette butts at them.
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• Failure to take adequate measures when storing or transporting flammable or explosive substances
may result in a fire.
• Forest fires can be caused by human carelessness or neglect.

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(ii) Effects
• Causalities: Humans and livestock may die as a result of fires or suffer significant burns. In rural
regions, it is common for the whole harvested crop to catch fire and burn to ashes, resulting in
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significant financial loss to the owner.

(iii) Management
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• • Follow fire safety precautions and recall the escape route in the event of a fire.
• Store and handle combustible products with extreme caution.
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• Keep a fire extinguisher on hand and understand how to use it.
• Before leaving the house, turn off all electrical and gas appliances.
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• Do not connect several gadgets into the same socket.
• Keep matches out of the reach of youngsters.
• Avoid obstructing access paths with closets or other furniture.
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• In the event of a fire, contact the fire department right away.
• Crawl on all levels or on your belly in the smoke-filled hallway, as the smoke is less on the floor.
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• Plan at least two methods to get out of your house.
• Make it a habit to eliminate all rubbish from your workplace and home on a regular basis.
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• Hazardous items, such as paints, solvents, adhesives, chemicals, or gas cylinders, should be stored
separately and away from fire.
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(b) Road, rail and air traffic accidents

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(i) Road accidents
Road networks are being built to improve connection and service. The increased number of cars,
violations of traffic regulations, speeding, intoxicated driving, and poor vehicle and road maintenance
are some of the major causes of road accidents. To avoid accidents, the following safety precautions
can be implemented:
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• Before crossing the street, look both ways.
• When crossing the street on foot, use a zebra crossing.

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• Use the seat belt provided in your vehicle.
• Only drive if you have a valid driver's licence.

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• Be acquainted with and respect road markers.
• Keep a safe distance from the car in front of you.
• Do not cross lanes. Other cars on the road will find it difficult to predict your action.
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• Do not be rash or attempt to overtake needlessly.

• The easiest method to be safe on the road is to practise "lane driving."
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• Avoid rapid acceleration and deceleration when driving.
• Replace worn tyres and broken headlights.
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• Check the tyre pressure, radiator water, brake oil, and fuel level on a regular basis.
• When you see an incoming car, lower your beam.
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• Stick to the manufacturer's recommended maintenance regimen.
• Manage frustration, rage, and drunkenness while driving. Road rage is perilous.
• Remain cool in the event of a mishap.
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• In the event of a fire, try to flee as soon as possible and don't worry about your belongings.
(ii) Rail accident
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Derailment due to human mistake, sabotage or natural landslide in a mountainous track, or fire are
the most prevalent types of rail accidents. Rail accidents result in a huge number of casualties and
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property damage. Every year, such incidents cost Indian Railways a lot of money. Some typical safety
precautions include: • At railway crossings, pay attention to the signal and the swing barrier. Don't go
below and attempt to cross.
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• If there is an unmanned crossing, get out of the car and inspect both sides of the track before
crossing.
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• Do not come to a complete halt on a bridge or tunnel when escape is not feasible.
• Never transport combustible materials on a train.
• Never lean out the window of a moving train.

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• Smoking is not permitted on the train.
• Do not unnecessarily pull the emergency cord.

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(iii)Air accidents
Technical issues, fire, bad landing and take-off, weather conditions, hijacking, bombing, and other
factors can all cause air accidents.
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Some of the most frequent safety precautions are:
• Pay close attention to the safety demonstration by the flight crew.

(c
• Read the safety card in the pocket carefully.
• Locate the nearest emergency escape and learn how to use it.
• Always wear your seatbelt when seated.
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• Maintain a cool demeanour, listen to the crew members, and follow their directions.
• Look out the window before attempting to unlock any emergency doors on your own. If you spot a
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fire outside the door, don't open it since the flames might spread into the cabin. Consider taking a
different path to safety.
• Always remember that smoke rises. So, if there is smoke in the cabin, try to stay below.
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• Place a towel over your nose and mouth if you have one.
(d) Industrial accidents
Industrial accidents can occur as a result of an explosion, a fire, or the discharge of poisonous or
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hazardous substances, resulting in significant loss of life and material. Chemical leakage and
explosions can occur as a result of human mistake, technology failure, or natural dangers such as
earthquakes, floods, and so on. In an industrial, fires can be caused by human mistake or electrical
issues (short circuit).
(i) Effects si
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In the case of an industrial accident, the industrial premises and immediate environs are very
dangerous. Employees and residents in adjacent communities, as well as their livestock and crops,
are adversely impacted. Pollution affects a huge region of the environment. Hazardous chemicals
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sprayed into the sky or into a body of water can travel great distances and possibly harm the entire
ecosystem surrounding the industrial region. This is exactly what happened in Bhopal in 1984, when
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around 45 tonnes of methyl isocyanide (MIC) gas escaped into the atmosphere, killing over 2500
people. Structures are badly damaged by explosions, fires, or corrosive chemical leaks. If the
chemical is in gaseous form, it spreads quickly and widely. Many individuals may perish as a result of
mechanical damage caused by an explosion or fire, or as a result of the toxicity of the deadly
chemicals. Exposure to chemicals produced in accidents can occur by inhalation, eye contact, skin
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contact, or ingestion. Polluting agents can have both immediate and long-term consequences. The
immediate consequences include mortality or other symptoms such as dizziness, headache,
irritability, and so on. Long-term impacts in children may include cancer, heart failure, brain damage,
immune system dysfunction, deformity, genetic diseases, or congenital (by birth) illnesses.
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(ii) Management
)A
• Inventory of hazardous
Chemicals It is critical to maintain an inventory of hazardous chemicals, including their quality, storage
locations, and features, as well as any potential hazards related with hazardous chemicals, and to
(c
keep all personnel and residents in the surrounding area informed of the potential danger. The
inventory demarcates and displays high risk locations as far as feasible, as well as showing affected
zones and safe evacuation routes in the case of an emergency.
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• Location of industries
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Residential areas should not be used for industrial purposes. A huge buffer zone in the form of a
green belt that separates an industrial zone from residential neighbourhoods.
• Community preparedness
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The community should be informed of the dangerous installations and be prepared to deal with the
issue. Some people of the community should keep an eye out for possible hazards and engage in
safety training provided by industries.
• Other measures
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Limit the number of dangerous compounds that can be stored. Improve firefighting capabilities,
warning systems, and pollution prevention methods. Create a strategy for disaster relief and
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evacuation for employees and adjacent populations. Adopt insurance for employees and the
surrounding people, which is required by law.
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1) _____________ is determining how much work has been performed for an event,
including expenses, risks, and concerns.
a) Monitoring
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b) Analysing
c) Determining
d) Managing
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2) ____________ are often associated with event stages and are developed to regulate the
distribution of event products/outputs.
a) Plan
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b) Controls
c) Organise
d) None of the above
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3) A ________is a significant occurrence that might be perceived or actual. It disrupts

routine activities and has an immediate to short-term detrimental impact on the
operations.
(c
a) Digital Threats
b) Rumors
c) Crisis
d) Worst case scenario
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Summary
 A crisis is an incident that has the potential to negatively impact the results of a planned /
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managed scenario.
 Monitoring is used to keep track of how goods, outputs, and results are progressing. Positive and
bad occurrences are reported to the proper persons at the appropriate time, allowing for
progression or remedial action as needed.
 The reputation of a company is critical to its ability to attract and retain talent, attract new clients,
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and gain market share.
 Brand reputations are considerably more valuable than money, so after you've got that under
control, make sure you take care of the monetary aspect as well.

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An uncontrolled disaster may devastate months of hard effort for event planners as well as
decades of a company's image.
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 Event management software firms must ensure that all management personnel are properly
educated and prepared to address any unanticipated challenges that may arise.
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Activity
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1. Discuss the concept of crises..
Glossary
 Natural disasters include tornadoes, earthquakes, hurricanes, landslides, tsunamis, flooding, and
drought.
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 Organizational misbehaviour crises occur when management makes actions while understanding
the negative repercussions to stakeholders and external parties.
 Rumours Cause a Problem Spreading false rumours about the organisation and brand causes a
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crisis.
 Brand reputations are considerably more valuable than money, so after you've got that under
control, make sure you take care of the monetary aspect as well.
)A
 An uncontrolled disaster may devastate months of hard effort for event planners as well as
decades of a company's image.
(c
1. Explain the concept of Confrontation, Rumors and Malevolence.

2. Explain the concept of Man-made disaster
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Further Readings
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1. https://www.jensenhughes.com/insights/the-critical-response-time-of-crisis-management-
planning
2. https://nios.ac.in/media/documents/333courseE/12.pdf
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3. https://hnl.ca/wp-content/uploads/2017/12/Special-Event-Insurance-3.pdf
4. https://sched.com/blog/7-reasons-to-have-an-event-contingency-plan-for-a-safe-in-person-
event/
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1) a)
2) b)
3) c)
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Unit 3: Crisis Management
Objectives
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 Learn about Clear Communication

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 Understand Time critical responses

 Learn about Media
 Understand Event Insurance
 Learn about Contingency Plan
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 Understand Cool Head, leadership & managerial skills
Introduction
Organizational crisis is defined as a sudden and unexpected incident that causes significant
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unhappiness among employees. In other terms, a crisis is defined as any emergency scenario that
disrupts personnel and leads to organisational instability. A crisis can impact a person, a group, an
)A
organisation, or a society as a whole. Crisis management is the use of tactics to assist an

organisation in dealing with a sudden and substantial bad incident.
A crisis might develop as a result of an unexpected incident or as an unanticipated consequence of

(c
an event that was previously identified as a possible concern. In either event, crises nearly always
necessitate swift choices in order to reduce the organization's harm.
The potential harm varies depending on the nature of the situation. However, in most circumstances,
a crisis can have an impact on health or safety, the organization's finances, the organization's
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reputation, or any combination of these. A severe fire might be a disaster that jeopardises the
organization's finances. However, if the fire strikes during business hours, it may threaten health and
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safety since employees may be put in danger.
Definition
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Crisis Management is the art of coping with abrupt and unexpected occurrences that disrupt people,
organisations, and external clients. Crisis management refers to the practise of dealing with
unexpected and rapid changes in organisational culture.
Need for Crisis Management
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 Crisis management equips people to tackle unforeseen changes and difficult situations in the
workplace with bravery and commitment.

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Employees react effectively to the organization's abrupt adjustments.
Employees can comprehend and evaluate the origins of a crisis, allowing them to deal with it
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as effectively as feasible.
 Crisis management assists managers in devising methods to emerge from difficult situations
and in deciding on the best course of action for the future.
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 Crisis management enables managers to detect early symptoms of a crisis, alert employees
about the consequences, and take the required preparations.
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Essential Features of Crisis Management
 Crisis management include actions and procedures that assist managers and staff in
analysing and comprehending situations that may result in a crisis or uncertainty in the
business.
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 Crisis management helps managers and staff to successfully adapt to changes in

organisational culture.
 It entails good cooperation across departments in order to overcome emergency
circumstances.
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 Employees must communicate efficiently with one another during a crisis and do their utmost
to overcome adversity. Things to remember during a crisis
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 Don't freak out or spread rumours. Please be patient.

 During a crisis, management should maintain constant contact with workers, external clients,
stakeholders, and the media.
 Avoid being overly strict. One must be able to adjust to new events and changes.
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 How to Create a Crisis Management Plan

Every firm has a responsibility to protect its employees' well-being both in and out of the workplace.
When your employees rely on you to keep them safe from possible dangers, your assurance is only
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as strong as your crisis management strategy. An excellent strategy will help you recover swiftly and
securely, regardless of the magnitude or severity of the crisis.
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Step #1: Choose to have a plan
It may appear foolish, but making the decision to create a strategy is a key initial step that not every
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organisation does. While most firms have probably considered how they would respond to a disaster,
a recent poll of communication executives discovered that fewer than half (45 percent) had a
documented crisis response strategy.
Step #2: Identify all potential threats to your business
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Business crises will differ based on the industry, size, and location of your company. While there may
be obvious threats to your business (for example, hurricanes for coastal businesses, tornadoes for
Midwest organisations, and winter storms for the Northeast), it's important to imagine worst-case
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scenarios so that your team can plan for even the most unexpected challenges that could harm your
people, such as active shooters or new government regulations that could set your business back.
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Step #3 Determine the impact and severity of those threats on your business
After you've identified all potential dangers to your firm, detail how those threats will affect your
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business at every level of operation. Determine which workers will be impacted, the amount of
damage and expenditures your company will spend, and the long-term repercussions of each danger.
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Step #4: Formulate a response plan for each scenario
After you've determined the gravity of each threat, you can begin planning your reaction. Determine
the measures your company will need to take to reduce risks and emerge victorious. Consider who
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you'll need to work with outside of your organisation, such as first responders like police.
Step #5: Identify and train stakeholders

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Different crises will necessitate the contributions of different members of your team. Assign duties to
stakeholders for each crisis and train them so that they understand your crisis game plan. As a
recommended practise, you should also have rehearsals on a regular basis to identify knowledge
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gaps and areas for growth. Consider cross-training workers for different crisis response tasks to
guarantee enough coverage if one or more of your colleagues is unable to fulfil his or her usual
duties.
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Step #6: Develop response and resolution plans

When stakeholders understand their role in crisis resolution, you can create a more precise response
plan with less room for error. Creating solutions for even the most unexpected of disasters may save
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you time and money in the long run.
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Step #7: Revisit and update your plans regularly
Finally, making a strategy and putting it in place isn't enough. Fulfilling duty of care requirements and
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successfully resolving a crisis necessitates having the most up-to-date solutions and crisis
management strategies. Revisiting your crisis management and business continuity plans every few
months will help you avoid blind spots, fill gaps, and ensure the most up-to-date information is
reflected.
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5.3.1 Clear Communication
One of the most crucial aspects of a communication plan is effective communication during a crisis.
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During a crisis or emergency, it is vital to provide precise, timely, and relevant information.
Unpredictable events can destabilise stakeholders' expectations and have a negative influence on an
organization's image.
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In the era of 24-hour news broadcasts, a timely and well-crafted answer may make a significant
difference in the end outcome. This is why brands must respond quickly and clearly to a crisis
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scenario, whether it is a customer-centric crisis, a financial difficulty, or an operational challenge.

Today, it is critical for all firms to have a crisis communication strategy in place to ensure correct
information transmission and to limit the harm caused by negative or inaccurate information.
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Our crisis communication plans include an agile reaction mechanism, an instant corrective action
plan, a ready framework for producing statements for various situations, and a highly effective media
relations team to begin an immediate press outreach and control the damage. We also assist
customers in doing a post-crisis study and developing strategies to avoid such incidents in the future.
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We also assist clients in identifying possible negative triggers and eliminating any risks.
Crisis Communication
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The term "crisis communication" refers to a unique wing that deals with the reputation of both persons
and organisations. Crisis communication is an endeavour that seeks to defend an organization's
reputation and public image. Various causes, such as criminal attacks, government probes, and
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media inquiries, can ruin an organization's reputation.
Crisis Communication specialists fight against several challenges which tend to harm the reputation
and image of the organization.
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Need for Crisis Communication

A crisis can have a detrimental impact on a company's image. Crisis communication professionals are
hired to protect an organization's image from a variety of dangers and unwelcome challenges.
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One of an organization's most precious assets is its brand identity. The primary goal of the Crisis
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Communication team is to defend the brand identity and the organization's strong status in the
industry.
Crisis communication professionals work hard to overcome challenging situations and assist
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organisations in emerging from difficult situations in the best and shortest way possible.
Crisis Communication Process
 Employees should not disregard any external parties or important clients. Come out,
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introduce yourself, and discuss the issue with them. There is nothing to be embarrassed of.
Seek their assistance if necessary. The media cannot be ignored. Respond to their inquiries.
Avoiding media worsens the situation.

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Individuals should not be criticised. Demonstrate concern and care for them. Share your
sentiments with them and encourage them not to give up hope. Encourage them to give it
their all. Consider putting yourself in their shoes. Respect them and avoid blaming them.
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 During an emergency, effective communication must be promoted at work. Employees
should have quick access to their superiors' cabins in order to address crucial concerns and
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seek a mutually agreeable solution.

 Information must flow in the desired form across all departments. During a crisis, one
should not rely on educated guesses or assumptions. Check that the information you have is
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correct.
 Specialists in crisis communication must learn to make swift choices. Remember that in
volatile situations, one must respond promptly and effectively. Consider thinking outside the
box and developing alternative ideas to ensure the organization's seamless operation.
 Ensure that information is kept private. Employees who share information and data with
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third parties must face serious consequences. Such behaviour is deemed very unprofessional
and unethical, and it tarnishes the organization's reputation.
 Employee performance must be evaluated on a regular basis by superiors. To find out
what they're up to, request feedback and reports. Conduct surprise audits to track staff
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performance.

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The Role of Communication in Crisis Management
Communication may make or break your company's capacity to recover from a catastrophe. From a
"big picture" standpoint, three themes drive the need for good communication during difficult times.
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Duty of care
If a crisis threatens your employees' safety or well-being, you have a legal and ethical obligation to
communicate with them. You are also required by law to convey the dangers and risks connected with
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executing business operations (i.e. informing employees of flooding in their area and making sure
they are not putting themselves at risk by driving to the office). This not only keeps your employees
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safe, but it also tells them that you care, which builds a better business culture and may raise
employee morale.
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Controlling the narrative
With technology at our fingertips, the bar for companies has never been higher. 15-20 years ago,
there was no iPhone, no social media, and no ability to get information about an incident on-demand,
24 hours a day, 7 days a week. People nowadays demand to know what is going on in real time. And
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if you don't discuss what's going on with your employees, they'll likely turn to social media or talk to
their co-workers to figure out what's going on, implying that your firm has lost control of the narrative.
If you can’t communicate, you can’t recover
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During a crisis, ensuring the speedy flow of reliable information becomes even more vital. During an
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incident, seldom does everything go as planned, which is why crisis response leaders must be able to
both share information and collect input from staff. According to studies, during a crisis, knowledge is
just as crucial to people as food or water. Accurate information can not only make the difference
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between life and death, but it can also give confidence that reaction and recovery are genuinely
beginning.
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5.3.2 Time critical responses
Response time is crucial in crisis management. It takes years to establish a strong company
reputation, but only hours to destroy it. Regardless of mitigating efforts, businesses may face
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environmental, man-made, or technological dangers at any time. The quicker an efficient reaction can
be launched, the less likely an issue will escalate, negatively impacting the facility, employees, the
environment, and the entire corporate reputation.
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Corporate crises may take many shapes, from small social media glitches to mass casualty events.
Crisis resolution necessitates clear communication and practical protocols. Companies must establish
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a crisis management strategy with flexible, yet pre-identified answers and activities in order to move
fast. The nature of the event, the location, and the time of occurrence will all influence proactive crisis
communications and reactions.
Regardless of the circumstances, every crisis has the ability to harm the company's brand, everyday
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operations, and financial performance in the short and long term. A well-executed crisis management
plan can lead to:
 Crisis resolution
 Continuation of business as usual
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 A preserved, or possibly, an enhanced corporate reputation
 Financial sustainability
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As a result, it is vital that a fundamental crisis management framework, reaction measures, and
communication techniques be in place and practised prior to the occurrence of a crisis. Most
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successful reactions are the product of a well-planned strategy and a shared knowledge of response
roles and duties. Because each crisis is unique and has varied degrees of effect, each crisis must be
analysed and addressed on an individual basis depending on:
 The possible impact on employees and the organisation
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 Stakeholders interested in the incident's result
 The company's amount of control over the problem
 The crisis's complexity and the need for specialists
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The crisis management levels listed below can be used as a reference to identify the amount of effect
and consequent needed action (s).
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The following crisis management levels can serve as a guide to determine the degree of impact and
subsequent required response(s).
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Level 1:
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1. There is a little risk to life, property, or the environment.

2. There is no medical care available beyond basic first aid.
3. There is no danger to the general population.
4. An incident at the site that was restricted to the nearby work area
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5. Estimated property damage to corporate premises or equipment is kept to a minimum.

6. There is no current or future media/public attention or interest.
7. No regulatory notice is necessary.
8. Minimal influence on day-to-day business activities.
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Level 2:
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1. There is little harm to corporate property, but there is a modest possibility of offshore
migration.
2. Injury or sickness to an employee, contractor, or a third party that necessitates expert medical
treatment
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3. Minor chemical/hazardous spill or limited gas emission necessitating regulatory reporting

4. Estimated moderate property loss or financial damage as a result of fines, penalties, or
remediation
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5. Notification or engagement with relevant state and/or federal agencies by employees
6. A security threat that may endanger the firm or the public.
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7. An environmental, health, or safety concern that may have a substantial negative influence on
the company's reputation.
8. An occurrence that may have an influence on the company's operations.
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Level 3:
1. A big occurrence that poses a high risk to lives, property, and/or the environment.
2. Any death, injury, or disease to a member of the general public.
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3. Any death, injury, or disease suffered by a corporate employee or contractor.
4. Without the assistance of local government resources, the catastrophe cannot be reduced.
5. A fire, pipeline burst, or explosion at a firm facility.
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6. A chemical/hazardous leak with the potential to spread off-site.
7. An occurrence that causes severe interruption or a complete shutdown of operations.
8. Significantly interferes with scheduled customer delivery.
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9. Significant property or monetary loss.
While the unique circumstances may determine a crisis response approach, basic communication
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protocols are usually consistent. If the situation calls for it, the pre-identified crisis management team
would be in charge of drafting a media strategy, public statements, and key messaging, as well as
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finding and briefing one or more spokespersons to deliver the pre-approved messages to media
outlets. To maintain messaging consistency and information availability, a dedicated individual or
individuals should be allocated to media/public relations.
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5.3.3 Media
Crisis management is a vital organisational role that entails situational planning and dynamic incident
reaction to circumstances that unfold in unforeseen ways. The escalating consequences of a crisis
can weaken a country's capacity to operate successfully and do considerable harm to its people,
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structures, assets, and image.
Social media devoid of purpose and content would do nothing to help people prepare for, respond to,
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and recover from catastrophes. Social media is described broadly as "a type of new media that
enhances social interaction and communication via the use of online internet-based platforms.”
Application of Social Media tools across Crisis Management Phases

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Crisis management can be broadly divided into three phases:
(1) crisis preparedness, (2) crisis response, and (3) crisis recovery:
a) The emphasis during the crisis preparedness phase is on preventative efforts aimed at reducing
recognised hazards that might lead to a crisis. Recognizing that not all crises can be avoided, this
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phase would place equal emphasis on crisis management strategy and crisis management team
training.
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b) During a crisis response, the emphasis will be on the first reaction's speed and efficacy. There will
be a need for rapid situational awareness to assist authorities in responding efficiently once the crisis
has occurred. The effective use of social media tools during this phase will be critical to engage
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community networks in order to gather, analyse, and disseminate information in a timely manner.
c) While the immediate response phase has passed, the crisis recovery phase requires longer term
planning and support to restore the situation to normalcy.
Across these three stages, social media tools can be used for:
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(1) Information dissemination,
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(2) Disaster planning and training,
(3) Collaborative problem solving and decision making, and

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(4) Information gathering.
This is illustrated in Figure 1 below and elaborated in the ensuing paragraphs.

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Information dissemination
Disseminating information using social media technologies is an efficient way to swiftly convey
credible information to the public, allowing them to better plan for and respond to disasters. The
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efficacy, however, is determined by the reach and penetration of social media platforms across
technological know-how, education, age, language, and culture. For example, the United Nations
Office for the Coordination of Humanitarian Affairs (UNOCHA) can provide early warning for rapid
response to complex humanitarian emergencies based on information gathered through OCHA's
multimedia platforms, such as Relief Web and the IRIN news service, which are aimed at providing
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more detailed analysis to a wider audience.
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Disaster planning and training
Gamification makes use of social media for disaster planning and training in order to increase staff
training, scenario preparation, and coordination across diverse crisis management agencies from the
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public, corporate, and civil society sectors. Through ongoing stakeholder training and participation,
gamification may improve existing crisis management techniques. In this regard, the Kenyan Red
Cross and the World Bank bring together disaster relief professionals and software developers to
work on identifying critical obstacles and developing feasible solutions through interactive talks to
overcome a variety of natural disaster risk and response situations.
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Collaborative problem solving and decision making
Crowdsourcing through social media enables collaborative problem solving and decision making by
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integrating various streams of information from mobile and web-based technologies to fill perceived
sense-making and information gaps, as well as aggregate, analyse, and plot data about urgent
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humanitarian needs. Authorities become better positioned to handle and respond to a variety of
probable crisis-related circumstances as their knowledge base improves. Responders from the United
States Institute of Peace, for example, gather information to increase their situational awareness in
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order to make better educated judgments about resource allocation based on developing patterns.
Information gathering
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On-the-ground film, citizen journalism, and catastrophe assessment are critical components of
information collecting for crisis response coordination. Various multinational organisations and
government agencies have embraced social media platforms and technology to improve their crisis
management capacities. The Office of Emergency Management in New York City, for example,
employs Sahana to administer its all-hazards sheltering strategy, which includes over 500 shelters
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capable of accommodating over 80,000 people during a crisis. The Dutch government, on the other
hand, runs the website www.crisis.nl as a central point for public information distribution during a
crisis. Ushahidi, downloadable software that allows individuals to submit eyewitness accounts during
a catastrophe, which are then displayed on a map, was effectively implemented during the Haiti
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Earthquake (2010) to crowdsource data from people on the ground to help relief operations.
SensePlace 2 is yet another map-based online tool that integrates different text sources (news, RSS,
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and blog postings) that can then be translated into a map to allow emergency responders to simply
filter through by place or time to analyse changing situations and views.
Framework to Enhance Social Media Capabilities for Crisis Management

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A framework to support a more systematic and coordinated approach is provided in Figure 2 to

facilitate the development of capacities in exploiting social media for crisis management.
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The framework comprises the following elements:
a. General Mandate for Managing Crises Using social media.

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To deliver a clear and consistent message to agencies participating in crisis-related activity, top
management must agree on the benefits of using social media technologies as a supplementary
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strategy to Whole-of-Government (WOG) crisis management.
b. Strategic Guidelines. It is necessary to establish clear and consistent rules for ministries on the
use of social media technologies for crisis management. A new and more rapid method may be
required to guarantee that information is disseminated on social media in a timely way, whether for
reassurance or to acquire important intelligence. However, because social media is simply one of the
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channels that may be utilised in a crisis and does not replace established modes of communication,
such processes and standards must be standardised.
c. Capability Development. Three capabilities are identified:

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I. Early Detection
Preventive and early detection measures must be in place so that early warning indications of a
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looming catastrophe may be identified. This will necessitate an active sense-making platform that
monitors social networks, blogs, and forums on a regular basis. Active discussion and participation
with the community, as well as active social media groups, are required so that these ties may be
utilised during a crisis.
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II. Optimised Task Handling
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Dedicating resources inside the organisation to assist information transmission, disaster planning and
training, collaborative problem solving and decision making, and information collection might help
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guarantee that duties are handled properly from the start of a crisis. The focused use of social media
platforms might supplement existing analytical procedures inside ministries in order to improve crisis
planning, response, and recovery efforts.
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III. Integrated Public Alert & Feedback System
An integrated public alert and feedback system that combines social media technologies that enable
for smooth and direct communication from the government to the public and for the public to
contribute pertinent information to improve government operations during a crisis is required.
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d. Measurement Activities. The use of relevant leading indicators to monitor the usage of social
media tools can assist ministries in evaluating existing crisis management strategies that rely on
social media platforms. Creating leading indicators in areas like as operational efficiency and public
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viewpoint use might give insights into current organisational practises and how they can be altered to
better crisis management. To enhance benchmarking efforts, measurement methodologies should be
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uniform throughout government.
5.3.4 Event Insurance

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An event insurance coverage is one that protects your investment in a specific event, such as a
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wedding. Event insurance may assist cover your costs if you have to cancel your event unexpectedly
or if you are found to be responsible for property damage or injury during your event.
Hosting events such as concerts, festivals, conferences, trade exhibitions, athletic events, and
celebrations exposes a company to a slew of liabilities and business risks that must be evaluated in
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order to prevent costly lawsuits or other damages if something goes wrong. Property insurance,
general liability insurance, employer's liability insurance, and cancellation insurance are all
appropriate coverages for events.
 Event Insurance Covers

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You may be able to purchase two types of coverage to help protect your upcoming event —
cancellation coverage and liability coverage.
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Event Cancellation Coverage
Event cancellation coverage, if something unforeseen forces you to postpone or cancel your
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function, event cancellation coverage may assist repay you for lost deposits and other expenses up to
your coverage maximum. If your photographer unexpectedly quits shop, you'll most likely be
compensated for the cost of the lost deposit as well as any extra expenditures incurred as a result of
having to hire another photographer at the last minute. If your officiant breaks his leg the day before
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your wedding and you have to reschedule, this coverage may assist cover the costs of rescheduling
the venue, caterer, and other providers. Check your insurance to see what sorts of scenarios are and
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are not covered.
Event Liability Coverage
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Event liability coverage, many venues demand event liability coverage, which can assist protect you
if you're found to be responsible for property damage or an injury that occurred during your event. If,
for example, the band you hired breaks a wall with their equipment, this coverage may assist pay for
repairs. Some insurance may include coverage for mishaps committed by your guests. So, if
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someone goes a little too crazy on the dance floor and trips a waiter as he walks by, event liability
coverage may assist pay for medical bills incurred as a consequence of the damage. Keep in mind
that there will be a coverage limit. Keep in mind that, while event liability insurance may assist
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safeguard equipment hired from your venue, it is unlikely to compensate for damage to equipment
borrowed from a third-party provider that is not affiliated with the venue. Again, study your policy to
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find out what scenarios it covers and what it does not.
Property Insurance
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A Property Insurance coverage protects event equipment ranging from complex audio-visual systems
to folding chairs, whether they are owned, borrowed, or rented. Property is often covered while in
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transit to and from the event, as well as during the event. Property that has been damaged,
destroyed, or lost is reinstalled on a "new-for-old" basis, which means that it is often not suited for
items such as antiques, collectibles, or other priceless property.
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Special Event General Liability Insurance
A Special Event General Liability Insurance policy provides wide coverage in circumstances when an
event holder or concessionaire must defend itself against lawsuits or pay damages to third parties for
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bodily injury or property damage. When alcohol is supplied without payment, the policy may also
cover host Events & Liquor Liability. Limits and premiums differ significantly based on the type of
event and location.
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• An Additional Insured endorsement to the insurance protects the event's location and sponsors.
Facilities and venues frequently require that all parties utilising the site list them as an Additional
Insured on a General Liability insurance. Indeed, the needed Additional Insured endorsement is
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frequently included in the Insurance Requirement part of the Facility Use Agreement signed with the
venue.
• Property Damage Caused by a Third Party A liability policy compensates the policyholder for
damage, destruction, or loss of property belonging to others while it is in the policyholder's care,
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custody, or control.
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• Contractual responsibility is a legal duty voluntarily undertaken within the terms of a contract, as
opposed to legal liability (legal liability).
• Automobile Liability coverage compensates for losses incurred as a consequence of the
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ownership, maintenance, or usage of a covered automobile. When you or one of your employees’
leases, hires, rents, or borrows a vehicle for business purposes, you incur this responsibility. Consider
this sort of coverage if you do not regularly use automobiles for business purposes but will be utilising
one for an event.
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• Liquor & Events Liability insurance is essential if you charge for alcoholic beverages at an event
or if you need a liquor licence to distribute them. During the course of an event, you may be held
accountable for:
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Causing or contributing to a person's drunkenness.
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o Giving alcoholic drinks to someone who is under the legal drinking age or under the
influence of alcohol.
o Violating any legislation, ordinance, or rule governing the sale, distribution, or
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consumption of alcoholic drinks.

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5.3.5 Contingency Plan
A management process that analyses catastrophe risks and makes plans ahead of time to ensure
prompt, effective, and appropriate responses.
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Annotation: In times of need, contingency planning results in planned and coordinated courses of
action with clearly defined institutional responsibilities and resources, information systems, and
operational preparations for individual players. It enables important players to imagine, predict, and
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address problems that may develop during catastrophes based on simulations of hypothetical
emergency situations or hazardous events. Contingency planning is an essential component of total
readiness. Contingency plans must be updated and tested on a regular basis.
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What could go wrong?
1. The speaker/entertainer/special visitor does not appear - individuals become ill, are caught in
traffic, or are unavoidably delayed. Who will you have on standby as a backup?
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2. Weather limits or restricts the usage of outside space — if you were counting on sunlight for
an outdoor drinks reception and it's suddenly pouring, where would you transfer your guests?
3. Transportation issues: road closures, strikes, delays, and cancellations are all possibilities.
Can you arrange alternate transportation if guests are unable to reach you?
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4. The event/session is overcrowded - how will you handle people's sadness if you have to send
them away? Can you increase capacity?
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5. Low turnout — your speaker is gazing at a sea of vacant seats. Will you be able to attract an
audience, or will you have to relocate to a smaller event space?
6. AV failure – do you have backup tech and professional aid on hand if a presentation won't
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play, a microphone won't function, or you're experiencing ear-splitting auditory feedback?
7. Internet outage — what would happen if you couldn't connect to the internet? Would you be
able to still check in attendees, access presentations, operate applications, and accept
payments?
8. Power outage - If the power goes out, everything goes down, including the internet, AV,
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lighting, kitchens, and electric doors. Do you require a generator?
9. Heating/air conditioning not working - participants who are freezing cold or scorching in the
heat will be dissatisfied. Do you have any other alternatives for heating/cooling?
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10. Catering shortfall - how will you keep some guests from leaving hungry if more people show
up than expected or if you misjudge how much people will eat?
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11. Inadequate catering – if the vegan/halal/gluten-free alternatives you requested do not arrive,
how will you accommodate your guests with unique dietary needs?
12. Registration backlog — everyone comes all at once, resulting in a line that wraps around the
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block. How will you handle everyone promptly while avoiding complaints?
13. Broken toilet - Can you send guests someplace else if a toilet becomes blocked and you're
down to one loo for 200 people? Do you have a plumber on call in case of an emergency?
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14. Disruptive visitor - what if someone begins yelling during your keynote, attempts to attack a
VIP, or a drunken brawl breaks out? Do you have a security system?
15. Unexpectedly unavailable venue – suppose you wake up to find out your venue has been
flooded; would you have to cancel or can you make a last-minute venue change?
16. Speaker goes 'off script'/offends - Will you intervene if your speaker says something
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unexpected, and not in a nice way? How will you deal with the situation?
17. Incorrect furniture/decor/equipment order — you requested 25 tables but received only 20.
Will you have enough time to schedule another delivery?
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18. Team members absent due to illness - two members of staff have been diagnosed with the
winter vomiting sickness; who can fill in and assist in their absence?
19. Team members are absent in action — your bartender/cloakroom/check-in personnel have
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vanished, leaving guests waiting. How will you find them, and who will take over?
20. Security risk - how will guests be moved to safety if an act of terrorism occurs or a fire breaks
out in the venue? (This should be included in your event's health and safety plan.)
21. Schedule overruns - what are the ramifications if your opening keynote starts late and runs 20
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minutes late? How will you reclaim time to re-align your schedule?
22. Attendee confusion - how will you redirect people if your signage isn't as excellent as it might
be and they keep getting lost or confused about timings?
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23. Medical emergency - what plans do you have in place if someone becomes unwell or has an
accident during your event?
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24. Problem outside the venue - supposing there's a barricade or demonstration blocking entry to
your facility; is there a back door visitors may use?
25. Negative emotion against your event - if there is an issue around your event, it might result in
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negative news, social media criticism, or even a boycott – how will you address it?
 Need of Contingency Plans
You can't always forecast everything that may affect your event operations, no matter how long you've
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been thriving in event coordinating. Events might be jeopardised by a variety of factors, including
fires, natural catastrophes, and emergency medical problems. Creating contingency plans for your
events is the greatest approach to mitigate any possible complications. We hope you never have to
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put your contingency plan to the test, whether you organise events on virtual meeting platforms or in
person. Having one brings several advantages to everyone. Here are seven reasons why having a
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backup plan for an in-person event might be beneficial:
1. Improves Peace of Mind

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When developing contingency plans for your events, do a thorough examination of all potential
dangers and remedies in the event of an emergency. This analysis aids in understanding the
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intricacies of the event and fosters trust in the organising organisation. When you comprehend the
larger picture, you can concentrate on what you can do to move things ahead during an emergency
rather than worrying about what went wrong.
2. Prevents Panic
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In times of crisis, people have a tendency to panic. Even if you've thought about what may go wrong a
million times, the truth remains that people attending your event will panic if there's an emergency.
Because fear is such a strong emotion, making important judgments while fearful may result in a rash
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and illogical conclusion. A well-documented event contingency plan lays out a plan of action to follow
and will assist everyone in rapidly transitioning into recovery mode.
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3. Minimizes Potential Tech Losses
When there is an interruption, whether it is a natural catastrophe, a medical issue, or a power outage,
production losses ensue. This also applies to business virtual events that rely heavily on computers
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and the internet. Participants may also begin to feel unsafe in the event of an emergency. Data may
also be lost, and your equipment may cease to function. You will profit immensely from having a
contingency plan that involves a rigorous sequence of action to reroute data, procure replacement
equipment, establish exit routes, and assist guests.
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4. Improves Trustworthiness
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If you demonstrate that you are incapable of handling a crisis, your stakeholders are more likely to
abandon your event. An event contingency plan will enable you to demonstrate to clients, investors,
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and rivals that your company is robust and ready to manage any potential tragedy or emergency
without disrupting service. This may boost brand loyalty as well as confidence in your business.
5. Reduces Bad Public Relations
Your operational troubles and failure to handle a crisis can make news regardless of whether you are
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a major international firm or a tiny local organisation. Competitors may try to exploit this position, and
event participants may grow apprehensive about the future of your activities.
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Having an event contingency plan in place that allows you to handle an issue or get back on your feet
can help you prevent negative public relations. It can help you explain your response to the problem
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and alleviate any anxieties it may cause. For example, if your event's major speaker is unable to
attend your virtual meeting platforms, your contingency plan should contain an equally competent
alternative who is ready to step in. This will inform all stakeholders that your major speaker's absence
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will not have an impact on event operations because you have a substitute in place.
6. Improves Insurance and Credit Availability

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This may not be true for all circumstances, but individuals who have emergency and catastrophe
preparations frequently have an easier time acquiring insurance and credit than those who don't.
If you show your insurance carrier your event contingency plan, you might get greater coverage at a
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lower cost. The less money your insurance company spends during a disaster or emergency, the
lower your risk. For example, if you back up all vital data every night as part of your contingency plan,
you will suffer a considerably lower loss if all of your databases are lost than if a natural disaster
occurs.
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If your firm ever needs credit, a lender may be considerably more ready to aid you if you show them,
you have a repayment plan in place. For example, if you lose one event vendor due to a sales decline
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but have another vendor selected and ready to start the event, a lender would most likely provide you
credit.
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7. Empowers Employees during the Worst Times

Having an efficient event contingency plan in place that explains who is accountable for what in the
case of an emergency may help to empower your personnel. When you test your plan ahead of time
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and make all staff members aware of their responsibilities, you will save a lot of time in the case of an
emergency. Instead of attendance waiting for instructions, you'll have a competent workforce that
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understands what to do and how to accomplish it. You will spend far less time issuing instructions and
ensuring employee collaboration, allowing you to focus on the issues at hand.
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5.3.6 Cool Head, leadership & managerial skills
Managers have a lot of duties and are continuously dealing with new scenarios, but one thing is
certain: every manager will face a crisis at some time in their career and must be prepared to handle
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it. This can manifest itself in a variety of ways. Perhaps the company's annual report is due tomorrow
and it is still incomplete because the entire workplace is experiencing technical issues. Perhaps you
are planning for the big launch of a new branch and have sent out all of the printed mailers only to
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leave out the address of the new site. It's possible that the largest sale of your career is about to close
when the customer suddenly detects a flaw in the contract and withdraws their agreement. No matter
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what the scenario, crises are a part of life, and managers must have the following leadership abilities
to cope with them effectively.
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Communication
This is maybe the most critical skill to have while coping with a crisis. During times of crisis, managers
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must be able to communicate effectively, simply, and in a timely way. They must be able to stay cool
while providing important information as rapidly as feasible. Managers that can successfully interact
with their people are far more likely to achieve greater results.
Adaptability
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We all like it when things go perfectly as planned, but what happens when the unimaginable occurs
and our ideal plan becomes a disaster? In the case of a crisis, great managers understand how to
adapt to various conditions. They understand how to tackle challenges from a different angle and are
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open to receiving ideas from other team members. They understand that important situations need
the assistance of a diversified workforce.
)A
Self-Control
When a crisis strikes, there is no time for a frenetic and unorganised management. Without self-
control, it is possible for a manager to succumb to panic and be at the mercy of their emotions. A
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manager who can maintain great self-control even in the face of a crisis is far more capable of making
sensible judgments, communicating clearly, and striving to address the problem efficiently.
Relationship Management
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In times of crisis, it is critical for the manager to handle several relationships with a wide range of
individuals. They know how to do it in a polite yet firm approach. In the midst of a crisis, they have the
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capacity to motivate others around them, offer clear guidance, and create collaboration. A manager
with great relationship management abilities knows how to lead people in the correct direction while
keeping self-control, rather than losing patience and yelling commands at those around them.
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Creativity
When a crisis occurs, management must think outside the box and implement Plan B. A creative
thinker manager welcomes this challenge and draws on the unique abilities of individuals around him
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to produce a speedy answer. They can promote multiple points of view and utilise their expertise to
find an innovative solution to a problem.
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Workplace crises may take many different shapes and frequently hit without warning. As a result, it
needs a well-balanced management who can think rapidly on their feet to inspire cooperation and find
creative solutions to these difficulties.
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 3 Strategies for Keeping Calm During a Crisis
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To become an effective leader, you must possess a number of fundamental competencies, ranging
from the capacity to influence and inspire people to the ability to act decisively. While these qualities
are vital in your work as a leader on a daily basis, they are more important at times of stress.
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The difficult challenges and crises you confront during your career are likely to shape who you are as
a leader and, perhaps, as a person. Your actions in these instances can have an influence on how
your colleagues and co-workers remember you.
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When managers fail, so do their teams, resulting in decreased performance and morale. This may
lead to your staff missing deadlines, making mistakes, and potentially losing clients, which is the exact
opposite of what you need during a crisis.
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According to research, leaders frequently behave badly in high-stress circumstances. Specifically, at

times of stress, 53% become more closed-minded and controlling, rather than open and inquiring. A
)A
further 43% grow angrier and more agitated.
If you are in a position of leadership, understanding how to regulate yourself and keep a level head
through difficult circumstances will serve you well throughout your career. However, this is sometimes
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easier said than done. Here are three ways for managing your team amid a crisis while remaining
cool.
1. Wait to Act
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A leader is someone who reacts calmly and with a well-thought-out plan to a circumstance. Take a
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deep breath and stop before diving headfirst into issue solving. This will allow you to collect your
thoughts and examine the situation with a clear mind.
This is the most essential insight that Harvard Business School Professor Nancy Koehn, who delivers
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a free online leadership class about famed explorer Ernest Shackleton, discovered when researching
former US President Abraham Lincoln's leadership style. "In high-stakes circumstances, Lincoln
acquired the ability to do nothing in the moment," she adds. "He wasn't surrounded by 24/7 social
media." However, he was always surrounded by people and serious matters that demanded his
attention. In such circumstances, his rule was that the higher the stakes, the less likely he was to act."
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In a crisis, it's critical to take a deep breath and remain as cool as possible before responding,
especially when the stakes climb or situational turbulence escalates, in order to go forward with an
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executable strategy and avoid inciting widespread panic. "The shortest pause before picking up the
phone, sending out a tweet, or saying anything to someone can help a leader gather his or her
thoughts and optimise the possibilities that he or she will make a wise decision”.
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2. Build a Strong Support System
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Leaders seldom go it alone, which is why they normally have a board of advisors, why former US
President John F. Kennedy relied on his brother, and why Abraham Lincoln had two secretaries and a
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cabinet from which he sought advice often. "Great leaders surround themselves with colleagues who
understand how to maintain a grounded, calm presence”. Make sure the individuals around you have
character strength if you want to get a powerful counsel. Are they self-assured in their beliefs, but yet
open-minded and communicative? Do they agree with your vision? They should have diversified
experience and emotional intelligence abilities, in addition to great leadership beliefs, so they can take
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on a range of roles and assist you lead to the best of your ability.
Ensuring that your management staff is dependable so that you may keep grounded and retain a
calm demeanour This can assist people in making sound judgments and effectively navigating
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through a crisis. It is frequently stated that success does not occur in a vacuum. Keep in mind while
building your support network that the amount of effort your team puts in, as well as their attitudes and
)A
ability to ask the proper questions, may make or break success.
3. Understand the Reality of the Situation

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Regardless of how tough it may be, it is critical to grasp the truth of a situation and acknowledge your
limitations during a crisis.
"Realize that nothing an individual leader can do in the heat of the moment can address the entire
problem," Koehn adds. "You're better off behaving from your strongest, calmest self than responding
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in the most reactionary, instantaneous way."
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While a problem may appear daunting at first, breaking it down step by step is the best way to
address it. This can help you acquire a comprehensive view of the situation, allowing you to work
closely with your counsel, prioritise your next activities, and successfully delegate. Once you've made
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a decision, adhere to it and trust on yourself and your team to fulfil the duties set and bring the
situation to a successful conclusion.
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1) What is the full form of WOG?
a) Whole-of-Government
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b) Workplace-Of-Government
c) Work-of-Government
d) All the above
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2) A ____________ coverage protects event equipment ranging from complex audio-visual

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systems to folding chairs, whether they are owned, borrowed, or rented.

a) Licence Insurance
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b) Catastrophe Insurance
c) Property Insurance
d) Event Cancellation
3) The term ______________ refers to a unique wing that deals with the reputation of both
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persons and organisations.

a) Public Relation Communication
b) Crisis communication
c) Organizational Communication
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d) External Communication
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4) ____________ is described broadly as "a type of new media that enhances social
interaction and communication via the use of online internet-based platforms.”
a) Social media
b) D
(c
c) D
d) D
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5) _______________, is when something unforeseen forces you to postpone or cancel your
function, this coverage may assist repay you for lost deposits and other expenses up to
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your coverage maximum.
a) Media Coverage
b) Event cancellation coverage
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c) Event Liability coverage
d) General Coverage
6) _____________ assist you to protect you if there is any property damage or an injury that
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occurred during your event.
a) Event liability coverage
b) Media Coverage
c) Event Cancellation Coverage
d) General Coverage
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er
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7) ___________ is a management process that analyses catastrophe risks and makes plans
ahead of time to ensure prompt, effective, and appropriate responses.
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a) Event Plan
b) Repayment Plan
c) Contingency Plan
d) Safety Plan
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Summary
 A crisis might develop as a result of an unexpected incident or as an unanticipated consequence

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of an event that was previously identified as a possible concern.

 Crisis management include actions and procedures that assist managers and staff in analysing
and comprehending situations that may result in a crisis or uncertainty in the business.
)A
 Crisis management helps managers and staff to successfully adapt to changes in organisational
culture.
 One of the most crucial aspects of a communication plan is effective communication during a
crisis.
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 Crisis management is a vital organisational role that entails situational planning and dynamic
incident reaction to circumstances that unfold in unforeseen ways.
 Gamification makes use of social media for disaster planning and training in order to increase
staff training, scenario preparation, and coordination across diverse crisis management agencies
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from the public, corporate, and civil society sectors.

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Crowdsourcing through social media enables collaborative problem solving and decision making
by integrating various streams of information from mobile and web-based technologies.
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Activity
1. Write a case study on Crisis management.
Glossary
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 Organizational crisis is defined as a sudden and unexpected incident that causes significant
unhappiness among employees.
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 A crisis is defined as any emergency scenario that disrupts personnel and leads to organisational
instability.
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 Crisis Management is the art of coping with abrupt and unexpected occurrences that disrupt
people, organisations, and external clients.
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 Crisis management refers to the practise of dealing with unexpected and rapid changes in
organisational culture.
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 The term "crisis communication" refers to a unique wing that deals with the reputation of both
persons and organisations.
 Crisis communication is an endeavour that seeks to defend an organization's reputation and

public image.
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 An event insurance coverage is one that protects your investment in a specific event, such as a
wedding.
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1. Explain the strategies for Keeping Calm During a Crisis.

)A
2. What is a Contingency Plan and why do we need one?

3. Explain the concept of event insurance.
(c
Further Readings
1. https://www.eventbrite.co.uk/blog/create-event-contingency-plan-ds00/
2. https://www.managementtraininginstitute.com/5-leadership-skills-best-manage-crisis/
3. https://online.hbs.edu/blog/post/leadership-under-pressure
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4. https://www.oecd.org/governance/risk/The%20role%20of%20Social%20media%20in%20crisi
s%20preparedness,%20response%20and%20recovery.pdf
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1) a)
2) c)
3) b)
4) a)
5) b)
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6) a)
7) c)
Unit 4: Events si
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Objectives
In this unit you will be able to:

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 Learn about Events


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Careers in Event Management

 Events and sponsorships
 Learn the concept of Lobbying
Introduction
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An event is a scheduled social gathering or occasion that is organised by a person or a group of

people to commemorate a certain occurrence or to share that moment with others.
Events are gatherings that allow people to connect and share joyful memories with family members,
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relatives, co-workers, and friends. A family function is envisioned as a chance to reconnect with old
friends and relatives while also forming new ties with strangers. Aside from that, events are an
)A
essential element of professional life, whether it is in a business setting, a non-profit organisation, or

the government sector. The corporate sector organises events to offer its services or goods to its final
customer(s) in an acceptable manner while also enhancing its own image. Such events are viewed as
the result of a public relations strategy that includes elements of advertising, sales promotion, and
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multi-level marketing. The government sector utilises events to improve their own image. Because
many types of events must be organised all year, this has given rise to the Event Management sector,
which caters to all segments of society.
Event management refers to the production of an event. Its execution involves a variety of persons
with varying talents and duties. There is a lot of interaction between people and their roles. It includes
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all tasks related to planning, organising, staffing, leading, executing, and assessing. For example,
while celebrating a Student's Festival in a college, all operations such as venue selection (in the
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college premises or in an auditorium) and stage design (based on a theme such as 'Quintessence'),
arranging the infrastructural facilities (like sound system, tent, furniture, etc.), liaison with
artist/performers (cultural programme for the show), and networking with other activities such as
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advertising (to all invitees and sponsors), public relations (informing via mass media), ticket sales (to
the target audience) etc. fall under the purview of event management. During execution, event
managers must guarantee that all important client concepts and audience fit. It is the manager's
responsibility to physically replicate this fitness in the event.
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5.4.1 Careers in Event Management
Event management, the most in-depth type of promotion and marketing, is a glamorous and
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exciting career. It gives an excellent opportunity to fully realise one's creative potential. It requires a
lot of hard work and effort, but it also has a lot of potential.
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The process of planning a professional and focused event for a specific target audience is known
as event management. Visualizing concepts, planning, budgeting, arranging, and executing events
such as fashion shows, musical performances, corporate seminars, exhibits, wedding celebrations,
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theme parties, product launches, and so on are all part of the job. It is an excellent job choice that
requires little investment and provides a lot of independence and flexibility. You may create a great
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career in this field if you have a passion for planning events, are strong at organising, and are
willing to work long hours.
As technology advances, we are witnessing a really exciting period in the event sector. With all of
the advancements in the event world comes a new set of employment options for anybody looking
for a job in the event industry.
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1. Senior Event Manager
The senior event manager is responsible for a variety of tasks. They handle all event requests and
enquiries, as well as help with portfolio account servicing. The senior event manager oversees the
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workflow, logistical assistance, and timeliness of project delivery. They also conceptualise and
produce unique proposals that are tailored to the specific demands and objectives of each
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customer.
2. Event Legal Executive
The duties of an event legal executive are quite similar to those of a legal executive. They are
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involved in client representation and engagement, as well as attending court and handling all legal
papers for the firm and the events. They will also handle issues such as money and inheritance.
3. Event Tech Expert
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An event tech specialist is your go-to person for every technology-related aspect of an event. This
might include everything from audio visual things and special effects to something as complicated
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as your event app or other event technologies. Many events have begun to embrace the tech-savvy
side of the industry, but many event planners already have too much on their plates. Some
eventprofs are wanting to work with a go-to person to advise on the best solutions from the outset,
ensuring that the tech is installed appropriately, and assisting and moderating as needed on site.
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Most event tech professionals will spend their days debugging any technical issues that emerge,
but they will also play an important part during your site inspections and set up to ensure that your
venue is a great fit for all of the concepts you intend to execute.
4. Social Media Coordinator
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Social media is essential for every event and is an exciting component of company that develops
and evolves year after year. It has the ability to keep your audience informed, interested, and
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excited about your event and the celebrations around each piece.
Social media coordinators are increasingly becoming a necessary element of any team, from large
corporations to small-scale event organisations, and this job is expected to develop in the coming
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years. In-depth knowledge with various platforms, a flare for community interaction, reactivity, and
the ability to learn rapidly are all important traits to have when considering a career in events.
Because social media is continuously evolving and increasing, this is a really fascinating position. In
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addition to organic reach, there are options for paid social advertisements to increase your reach,
and analysing the outcomes is critical to ensuring that you focus on achieving the greatest results.
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5. Digital Concierge
A digital concierge may not sound like a job opportunity, but rather a substitute for the conventional
concierge service provided by many hotels and events. Someone operating behind the scenes, on
the other hand, can function as a digital concierge by offering all of the traditional services, but
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through an app or the web. A concierge operating from a remote location can provide services
ranging from event logistics and local restaurant suggestions to securing tickets to the most popular
performance in town.
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6. Meeting Designer
Meeting designers are concerned with producing the greatest experience possible to guarantee that
the event objectives are met by concentrating on the individual's experience, which is frequently
)A
paired with understanding of psychology and cognitive learning. They strive to assure the optimal
learning results for all participants, as well as, ideally, long-term behaviour modification for
individuals participating.
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7. Conference Architect
A conference architect, like an event designer, is strongly focused on the event objectives and ROI,
but they will frequently look at the whole event planning and delivery process to suggest
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opportunities for improvement in terms of execution. They consider the whole event structure,
rather than simply what is included within it, when designing and modifying it. In some cases, a
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conference architect and meeting designer may collaborate. This is clearly a job we're hearing more
and more about.
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8. Event Videographer
In the realm of events, video has taken on a whole new meaning. Everyone, including venues,
suppliers, event planners, and attendees, is contributing fresh video footage for each event. High-
quality videographers with a creative flair are in high demand.
Events want to discover fresh and intriguing methods to showcase all their event has to offer, and
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video is a fantastic tool for doing so. If you enjoy and are good at videography, the event space is a
terrific opportunity to build and extend your services.
9. Digital Analytics Manager
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Digital analytics careers and skills are on the increase, and the event sector is taking notice. The
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amount of data we can analyse and obtain from digital resources is virtually limitless, and it may
lead to increased efficiency and income while also instructing us on how to provide a better event
experience and operations. Data is measurable but may be perplexing, thus many event-related
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businesses will be developing and investing in this sort of research in order to create more jobs in
this field.
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10. Customer Experience Manager
Customer service should be prioritised at all times. We cater to our guests' demands in order to
make them happy and provide them with a good experience in the hopes that they would return to
future events or rehire our services in event planning.
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To make customer service a priority, several businesses hire employees that are solely dedicated
to providing excellent service. A customer experience manager's job description may include
answering emails, gathering client feedback, giving in-person support on-site, and dealing with
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complaints.
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11. Manager of Event Security

Every event planner is concerned about security and safety, and it has become an increasingly vital
component of every event. The manager of event security is responsible for ensuring that all
attendees, personnel, and volunteers are secure and protected from possible dangers throughout
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the event. This might entail establishing security checkpoints and protocols, employing and briefing
security personnel, remaining vigilant, and providing additional protection for any high-profile
guests.
12. Event Sustainability Coordinator
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More and more events are pledging to become green and lessen the environmental effect of their
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event. By employing an event sustainability coordinator, your event will have someone devoted to
discovering and implementing projects that will make your event more ecologically conscious while
also fulfilling your CSR duties.
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13. Event Reporter
With the usage of social media, everyone in today's society has the capacity to report live from your
event. Some internet influencers are now making a profession by attending events, writing,
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reporting, and socialising. Having an online audience is essential for this profession, but it is a
growing potential for anyone who is well-connected in the internet realm.
14. Creative Director
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Large events require a more complicated crew, and more often than not, teams are searching for
creative direction to set their event distinct and bring all parts together in a seamless manner. A
creative director may offer answers to help make an event come to life! They may establish event
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branding, construct internal engagement programmes, and focus on live events and exhibits, as
well as video, digital, print, and marketing material.
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15. Live Feedback Manager
Throughout each event, we receive continuous feedback via social media and face-to-face
communication. The event manager can make adjustments in real time since someone is devoted
to tracking this information and data. They can utilise geo-location data to identify bottlenecks or
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accumulate feedback in the form of complaints, and then make live and immediate modifications as
a consequence.
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16. Sponsorship Manager
Sponsorships are critical to an event's success and profitability. Having a staff person devoted to
)A
sponsor recruitment and management may have a major influence on any event. A sponsorship
manager should be someone who is familiar with firms that are relevant to the event niche, as well
as someone who is comfortable asking potential sponsors to contribute and working hard to ensure
it is a mutually advantageous agreement on both sides. Event management may be an interesting
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and fulfilling job.

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5.4.2 Events and sponsorships
Events are fantastic ways to promote your business in front of potential clients. Finding and
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sponsoring the proper events might be the difference between strategic marketing success and
failure.
When an organisation lends financial help to an event in order to gain promotional advantages, this is
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referred to as event sponsorship. Sponsorships can take the form of a monetary exchange for assets
or a barter transaction for goods or services. Event sponsorship is a method of promoting your
business by "sponsoring" or financially supporting an event in exchange for brand exposure to highly
engaged participants.
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Opportunities from Event Sponsorship
Strategic event sponsorships may provide huge potential for brands. Here are some of the
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advantages that you, as a sponsor, may gain by supporting an excellent event:
1. Brand Interaction
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Aside from increasing exposure and awareness, events provide a chance for companies to
communicate directly with potential and current consumers. It enables you to make a real connection
with your audience.
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2. Attendee Data
The attendee list's database of highly qualified prospects is worth its weight in gold. Events are an
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excellent venue for developing your brand message and getting in touch with new prospects.
3. Media Exposure
High-profile events with VIP guests and speakers receive extensive media attention. Sponsoring such
events might provide your company with free media exposure.
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4. Direct Engagement
Minor occurrences should not be overlooked. As a sponsor, your business will most likely receive
higher-quality encounters with a specific set of prospects.
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5. Brand prestige
Industry influencers, top executives, and VIPs that attend or speak at events may have
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interests that are similar to yours. Sponsoring the correct events will open doors to profitable
prospects while also lending some brand re putation by association.
 Ways to get sponsors for an event with these 8 tactics

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1. Give your proposal a “wow” factor by providing all the details.

You don't submit the same generic cover letter to every firm while you are job looking. The same
holds true for event sponsorship proposals.
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Your proposal must be unique. After all, the organisation is likely to analyse ideas like yours on a daily
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basis. So, why should the firm choose to sponsor your event over others?
Include the following facts in your proposal to help paint that picture:
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o Tell your company story. Were your company's origins humble? Was it established as a
family company for the benefit of the local community? Make an emotional connection to
pique the sponsoring company's interest.
o Describe what you do. What is your company's mission statement, and how does it
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manifest itself on a daily basis?
o Describe your audience’s demographics. It's ideal if your target market overlaps with
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that of the potential sponsor. As a result, they will know they are r eaching the proper
people by giving to your event.
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Be explicit about the funds you require. Don't be a squeaky wheel. Break down how the
money will be spent, such as venue rental, catering, flying in guest speakers, and so on.
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2. Offer the sponsor incentives.

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Sponsorship must be a mutually beneficial arrangement. Of course, sponsors want to get the
most bang for their cash. So, what will the sponsors get from supporting your event?
Here are some suggestions to sweeten the deal:
o
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Giving the sponsor a free booth at trade events or exhibits.

o Include the sponsor's name or logo on promotional banners and posters for the event.
o Mention the sponsor's business in blog entries, email newsletters, and social media
posts.
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o Provide event-related freebies or discounts to customers who buy or sign up for the
sponsor's goods or service.
o Include the sponsor's logo on all promotional items.
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o Request that your social media followers "like" or share the sponsor's material.
If you are prepared to give more than you take, it demonstrates to the sponsors that you are
serious about making the event a success.
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3. Offer a “minimum risk” solution.

Sponsoring your event is a risk, particularly if your company is tiny. As a result, why not
suggest a "trial" deal?
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Instead of asking for the entire amount, ask for a smaller percentage in exchange for
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something little in return. For example, if you require $100,000, request $10,000. In
exchange, you will provide some of the above-mentioned benefits for free.
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This "little risk, small reward" strategy allows the sponsor to test the waters with your firm.
This way, if the event does not go well, they will not suffer a significant financial loss.
This method is especially effective if you wish to collaborate with this sponsor on future
events. The test run can be used by the sponsor to see whether they want to collaborate with
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you on future events.
Of course, you'll need many sponsors to completely support your event using this strategy.
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That's a good thing! This technique avoids putting all of your eggs in one basket by relying
entirely on a single sponsor.
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4. Form a partnership with more established companies .
If your firm is new or tiny, it may lack the brand awareness and credibility needed to attract
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event sponsors. What is the solution? Contact other firms in your field and form a
collaboration to put on the event.
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Potential sponsors may be more confident in the event if they see a more established brand
associated with it. It may be able to attract a larger event turnout.
What kind of businesses are ideal for a joint venture? Look for brands that aren't direct rivals
in your niche. (There will be a conflict of interest otherwise.) If your firm offers dietary
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supplements, for example, consider collaborating with a fitness equipment manufacturer.
5. Study what your potential sponsors are up to.

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Before reaching out, do your research on each sponsor. Examine the news for information
such as: o Has the sponsor been engaged in any recent events?
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o Has the company's or its leadership undergone any changes?

o Do big current events have an impact on the sponsor's business?
o Are they introducing a new product?
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Take advantage of these opportunities by mentioning them in your proposal and maybe
incorporating them into the event. If the sponsor has recently launched a new product, you
may assist them in marketing it at your event. When approaching a sponsor, present your
event as a chance to display their new product and attract new customers. Following the
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sponsor's blog and social media, as well as searching news s ites for their name, is the
greatest method to stay up to date on corporate news.
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6. Use data to make investors feel confident.
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In the end, your sponsors will have their own financial objectives for your event. And the surer
they are in their ability to achieve them, the better. However, it might be difficult to demonstrate
exactly what type of return on investment they can expect. Unless, of course, you utilise event
data to support it.
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This approach is only effective if you have already held comparable events. The good news is
that it does work. Here are some essential statistics to include in your pitch deck:
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o Promotional gross income
o The number of event check-ins vs the number of registrants
o How many active members of your community do you presently have?
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o Which industries are represented by the top 25% of your attendees?
o Your visitor-to-purchase conversion rate
o What nation or area have previous visitors come from?
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o Levels of social media involvement

o Reaching a potential audience both online and offline
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We could go on, but you get the picture. Any valuable event KPI will suffice! This type of proof,
together with documentation from your event management software, will be very persuasive to
potential sponsors.
7. Get the timing right.

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Event sponsorship outreach might be considered an art form in and of itself. And time is a
significant factor in several ways.
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o Start early when it comes to incorporating sponsorship outreach to your long -term
event calendar. Working your way up to the decision maker takes time, but it is
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eventually worthwhile to speak with the most significant person at the possible
organisation.
o It is critical to respect a potential sponsor's time. Brief emails and meetings
demonstrate that you value them. Furthermore, it will demonstrate (rathe r than tell)
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that they will not have to overinvest beyond what they originally committed to.
o Finally, there is the question of when to approach them. Experts believe that May,
June, and September are the strongest months since sales will be at an all -time high.
December, November, July, and August (called the holiday months) are the worst
months of the year to sell sponsors.
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To conclude, when you do it, how you do it, and how much time you spend on each pitch will
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ultimately decide its success.
8. Find the best people to contact.
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For event sponsorships, there are various crucial decision makers. And, because each
organisation has its own job title and hierarchical structure, it's important to remember the
following essential principles:
o Avoid obvious titles. Finding the ideal contact to sell event sponsorships requires you to
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position yourself as strategically as possible. Your prospective sponsor's "sponsorship
manager" is undoubtedly flooded with offers right now, so go left when everyone else is
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going right by looking for less obvious possibilities.
o The brand team is your best friend. One of the most significant advantages of
sponsoring an event is the emphasis of brand managers on public image. When reaching
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out, put them at the top of your list.
o For smaller companies, follow the money. Anyone in charge of budgeting at the
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national or regional level will almost certainly have access to monies for event
sponsorships.
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o Consider who you already know. Think about someone you already know. There's no
reason why a firm with which you already have a connection couldn't sponsor your event.
Begin by reaching out to folks with whom you already have a relationship.
Essentially, the ideal persons to approach regarding potential event sponsorships are those who
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will provide you with the largest possible return on your time investment. Less visible job titles
and people in your network will be extremely beneficial and direct connections for pitching.
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5.4.3 Lobbying
A lobby is a collection of people that gather together to try to influence persons in positions of power
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and politicians. A lobby is often organised to persuade government officials to act in the best interests
of the lobby or an industry, either through favourable legislation or by preventing unfavourable
actions. The phrase is also used as a verb to express the power that a group of people has over other
people.
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Lobbying is a legal activity that is an essential element of the democratic process. However, most
businesses fail to properly apply this approach in their efforts to be socially responsible.
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Our cost-effective services are an economical solution for any business, whether you wish to monitor
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significant topics at the state level, improve your market presence, or try to actively influence
legislation or regulations. In addition, we express your ideas to the government on topics of public
importance, so contributing to society as a whole. In addition, we express your ideas to the
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government on topics of public importance, so contributing to society as a whole.
It includes:
 Business ethics and anti-corruption efforts
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 Data security, privacy, and cyber security
 Litigation and dispute resolution
 Climate and environmental protection (EU project- European Green Deal)



Financial establishments
Health safeguards
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Insurance
 Planning
 Projects
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 Administrative and public law

 Investigations and regulations
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Advocacy is especially vital when one person works on behalf of a large number of people or when
organisations are unable to explain their work effectively. You must have public affairs professionals
who are well-versed in political opportunities, business climate, communications, and legislation, and
who can successfully represent organisations, firms, and associations, as well as assist you and your
interests through successful lobbying.
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1) The process of planning a professional and focused event for a specific target audience is
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known as digital PR. ( )

2) Social media is not essential for any event and is an exciting component of company that
develops and evolves year after year. ( )
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3) Every event planner is concerned about security and safety, and it has become an
increasingly vital component of every event. ( )
4) Sponsorships are not required for an event's success and profitability. ( )
5) A lobby is often organised to persuade government officials to act in the best interests of the
(c
lobby or an industry. ( )
6) Sponsorship should not be a mutually beneficial arrangement. ( )
7) The senior event manager oversees the workflow, logistical assistance, and timeliness of
project delivery. ( )
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8) Event legal executives are involved in client representation and engagement, as well as
attending court and handling all legal papers for the firm and the events.
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( )
Summary
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 Social media is essential for every event as it has the ability to keep your audience informed,
interested, and excited about your event and the celebrations around each piece.
 The senior event manager is responsible for handling all event requests and enquiries, as well
as help with portfolio account servicing.
 The process of planning a professional and focused event for a specific target audience is
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known as event management.
 Events are gatherings that allow people to connect and share joyful memories with family
members, relatives, co-workers, and friends.

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An event is a scheduled social gathering or occasion that is organised by a person or a group of
people to commemorate a certain occurrence or to share that moment with others.
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 The corporate sector organises events to offer its services or goods to its final customer(s) in an
acceptable manner while also enhancing its own image.
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Activity
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1. Discuss the concept of Event sponsorship.
Glossary
 A lobby is a collection of people that gather together to try to influence persons in positions of
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power and politicians.

 Lobbying is a legal activity that is an essential element of the democratic process.
 Advocacy is especially vital when one person works on behalf of a large number of people or
when organisations are unable to explain their work effectively.
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 Events are fantastic ways to promote your business in front of potential clients. Finding and
sponsoring the proper events might be the difference between strategic marketing success and
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failure.
 Event sponsorship is a method of promoting your business by "sponsoring" or financially
supporting an event in exchange for brand exposure to highly engaged participants.
 Meeting designers are concerned with producing the greatest experience possible to guarantee
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that the event objectives are met by concentrating on the individual's experience.
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1. Describe event management as a career option.
2. Explain Lobbying.
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Further Readings
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1. https://www.eventmanagerblog.com/emerging-roles-in-the-event-industry
2. https://www.socialtables.com/blog/event-planning/how-to-get-sponsors-for-event/
3. https://newevent.rs/en/successful-lobbying/
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1) F
2) F
3) T
4) F
5) T
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6) F
7) T
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Unit 5: New trends used by PR professionals

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Objectives
 Learn about new trends used by PR Professionals


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Learn about Influencers

 Understand digital PR (campaign case study),
 Learn about Digital measurement tools
 Understand Emerging Trends in Event Management
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Introduction
Public relations (PR) refer to the tactics and strategies used to manage how information about an
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individual or corporation is transmitted to the general public, particularly the media. Its key objectives
are to convey significant corporate news or events, maintain a brand image, and put a good spin on
unpleasant occurrences in order to limit its consequences. Public relations might take the shape of a
firm press release, a news conference, interviews with journalists, social media posts, or other
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venues.
Definition
Public relation is the process through which organizations, businesses, and people connect with the
general public and the media. A public relations practitioner connects with the target audience, either
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directly or indirectly, through the media in order to establish and maintain a favorable image and
strong relationships with the audience. Examples include press releases, newsletters, public
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appearances, and the use of the internet.
 Emerging Trends in PR
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Humankind has already produced its greatest invention- means of communication- long before it
found fire or built wheels out of wood. Communication was crucial in humankind's ability to connect,
create groups, endure, and evolve. And, to this day, communication is what has allowed humanity to
repeat its beautiful past over and again. This, however, would not have been feasible without a
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dynamic and ever-changing mode of communication.
Similarly, since the notion of Public Relations first emerged and became an essential component of
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practically every business, it has experienced substantial modifications. The twenty-first century has
witnessed significant technical breakthroughs, and public relations has elegantly adapted to the
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demands imposed by it. Here are the top five emerging trends in public relations that have reshaped
the industry and that every public relations professional should be aware of in order to excel in the
field.
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1. A Shift Towards Digital – The information technology sector has experienced some significant
drifts and adjustments in the twenty-first century. The Internet is now available to practically everyone
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who owns a smartphone, and information sharing is lightning fast. Every piece of information, no
matter how tiny, has the potential to travel swiftly, and you never know how soon. Every person who
has access to social media is now a little media business in and of itself, which has resulted in the
downfall of print media. In such cases, internet public relations become a game changer. It is critical
to establish a presence on online social sites. One must be highly vigilant and aware of all of the
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prevalent online trends. Master the art of social monitoring and be fast to respond and perform the
necessary wherever it is needed.
2) Influencers
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Only the media can now govern or define modern public relations. The rules are shifting. Because to
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the internet and better technology, the entire globe has become a global village. Previously, brand
awareness was defined and managed by the press. However, in today's environment, a next-door
neighbour with 100k Instagram followers might have a game-changing influence on your brand.
Today's world is full of powerful people whose ideas are widely accepted. Bloggers have also grown
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in popularity, and those that are reputable can serve as the go-to person. Building ties with these
influencers is a wonderful place to start when you need to get the word out about your brand.
3) High-Quality Content – In this day and age, where digital PR is getting more prevalent, content
becomes a critical aspect in deciding your face worth. Because everyone has access to the internet,
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there is no scarcity of material. To stand out from the crowd, ensure high-quality content on all online
forums to strengthen your image. A PR kit that lacks quality material resembles a half-empty vase.
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4) SEO – The world is changing at a breakneck rate. Our schedule does not enable us to spend
months conducting comprehensive study before deciding on a course of action. People usually make
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peace with investing and begin constructing on the first nice possibility they come upon. We must
never lose sight of the fact that the market is brimming with viable possibilities. As a result, it is critical
that we make our presence known. Search Engine Optimization, or SEO, is one of the most
dependable ways for remaining at the top of Google's search results for a phrase. Using SEO to
locate relevant keywords and incorporating them into your content increases your chances of being
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on the top page. Page of Search Engine Results (SERP).
5) Quantitative vs Qualitative Measurement – While the number of answers on a social media page
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is fantastic for face value and instant gratification, quality is what matters in the long term. Although
quantitative indicators appear to be simpler, they do not provide a true or comprehensive picture of
public relations ROI. Qualitative answers are what produce and yield fruit. To achieve qualitative
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replies, one must focus on becoming a certain target audience and bend their efforts toward
harnessing the outcomes that fulfil the true objective of PR.
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6) Multi-Tasking – Public relations professionals who are unaware of the benefits of self-sufficiency!
Clients prefer PR firms that can generate content, handle media, conduct outreach, monitor social
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media, and weave various PR fabrics together.
5.5.1 Influencers
Today's definition of the term "influencer" is rather simple. An influencer is often defined as a person
whose suggestions and endorsements can be perceived as exerting influence over audience
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decisions. Simple. Our additional opinions on what an influencer is may be found in a prior blog
article.
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These decisions may be commercial in nature, such as purchasing more of a certain product. They
can also be behavioural, such as reducing your usage of single-use plastic.
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Nonetheless, their expertise, experience, and communication skills combine to place them in a
position of power and, well, influence.
This basic but sophisticated notion of influence avoids the trap of defining influencers just by the
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number of internet followers. The arms race for ever more followers creates a semblance of influence,
but it is not the be-all and end-all. Quality will always triumph over quantity.
Influencer PR is the strategic alignment of a brand or behaviour outcome with a campaign's
designated influencer. An influencer is someone who has a lot of clout in your business or with your
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target audience. They can range from celebrities with millions of followers to ordinary folks with only a
few thousand followers but a great deal of authority in your industry. Influencer marketing is promoting
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your business via them. When they endorse your goods, their credibility adds to yours and helps your
brand create a trustworthy reputation.
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By incorporating influencers into your event marketing strategies, you not only reach a larger
audience, but you also increase the legitimacy of your event. This means there will be a lot of pre-
event buzz, and more people will find out about your event. Word-of-mouth marketing is extremely
effective, especially when it is supported by influencers (people your target audience trusts).
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What can influencers do for the events?
While influencer marketing is prevalent across sectors, most marketers prefer it for events. According
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to a Launchmetrics survey, 28.1 percent of marketers prefer to employ influencer marketing as part of
their event promotion strategy, while 41.6 percent collaborate with influencers for product launches. It
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also helps that the ROI for influencer marketing is around $5.2 for every $1 invested, which is greater
than the ROI for most other digital marketing approaches.
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We've outlined three ways in which influencers may assist you with event promotion.
Generating pre-event buzz

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With hundreds of events held each year, it's easy for people to miss yours. You can ensure that your
event does not get lost in the crowd by talking about it frequently. Influencers are quite useful in this
situation. They can bring the topic back to your event and keep people involved with prizes, contests,
and strategically designed material since they communicate with their fans on a regular basis.
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You may invite influencers to a pre-launch party and have them blog about their experience if you're
organising a product launch. If you aren't throwing a pre-launch party, invite them to go live with you
to discuss the event or write about what's going on behind the scenes. You may even invite them to
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spend a day with you and vlog it to see how things are going.
Targeting the right audience

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How many times have you encountered an irrelevant banner ad on the internet? We've all seen
advertisements (on the internet and on social networking sites) for things we're not interested in. I just
saw a dog food advertising on Instagram yesterday, and I don't have a dog and don't intend on
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acquiring one anytime soon. I was never a prospective customer for the company. When you
publicise your events online, this is what occurs. You have little control over who sees your ad.
This is not the case, however, with influencer marketing. You can ensure that you're reaching the
correct individuals by collaborating with influencers in your field. To spread the news about Comic
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Con India, 57 Indian influencers created around 225 pieces of social media content. The reaction was
incredible, with over 31k individuals connecting with the postings and a total reach of about 175k,
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virtually all of whom were comic aficionados. Isn't it cool?
Improving brand credibility
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This is one advantage that traditional marketing tactics cannot provide. Influencers have a lot of clout
within your target audience. And, because event marketing relies on rapid outcomes (ticket sales),
you must establish your brand's trust as soon as possible. Around 49 percent of internet users base
their decisions on suggestions from influencers. This suggests that around half of your target
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demographic is represented. Working with influencers allows you to not only market your event to an
audience that shares your interests, but also to do it through someone with a lot of control over them.
They believe your influences; therefore, they believe you (even if they don't know you).
5.5.2 Digital PR (campaign case study) si

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Case Study 1
WETHRIFT: DIGITAL PR AND LINKBUILDING

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Ahead of the curve: data from leading retailers shows the best places to find plus-size pieces
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Background
WeThift is a web-based platform that assists customers in saving millions of pounds each month at
over 100,000 online businesses. Their website has over 4.5 million monthly page views, but they
needed assistance improving referral traffic and enhancing overall domain authority and brand
recognition.
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Objective
Our task was to assist WeThift in exceeding their business objectives by establishing a diverse set of
internal connections to their store sites. This entailed building a hero campaign around one of
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WeThrift's primary issues, which we picked to be fashion. Because women make up the bulk of
WeThift's customer base, it was critical that our campaign appeal to female buyers. Following the
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launch of the hero campaign, our reactive aims were to reach as many niches as possible with expert
opinions from the client about the Inclusive Index.
The Solution
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Diversity and inclusiveness are two hot topics in the fashion business right now. In light of this, we
examined the size inclusiveness of over 100 of the most popular quick fashion, mid-price, and luxury
retailers in the UK. The result was The Inclusive Index: your key to sourcing the most true-to-size
apparel products available, therefore avoiding unnecessary returns of inappropriate things. Building
the campaign around retailer data provided us with several opportunities to establish deep links to
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specific shop pages on WeThift's website, such as Shein, Zara, and Urban Outfitters.
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This allowed the JBH digital PR team's powerful links to convey equity to deeper pages on the site,
boosting WeThift's domain authority.
We capitalised on pop culture themes like Love Island, The Great British Bake Off, Sex Education,
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and a tried-and-true PR favourite — national days — to guarantee our pitches were timely and juicy.
These well-constructed pitches make it easier for writers to incorporate your information into
interesting pieces.
The Results
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As previously said, inclusion in fashion is a critical problem in today's media world. Nonetheless, we
could never have expected our strategy's enormous success. Overall, WeThrift's referral traffic from
the United Kingdom has doubled year over year since the campaign's inception, and new users to the
site have climbed by 80%.
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Case Study 2
Bluebridge One
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About Bluebridge One

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BlueBridge One is a top EMEA Oracle NetSuite Solution Provider and the recipient of six international
5 Star Awards in a row. BlueBridge One has worked with fast-growing and mid-sized businesses to
create scalable cloud-based business solutions since 2003.
Project Objectives
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The main goal was to increase sales qualifying opportunities (SQOs) for their services throughout
EMEA. This included generating demand from firms that were not necessarily seeking for the service
in the near future.
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The Google Ads Strategy
 Account restructuring and rebuilding

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 Constant testing of match types and keywords

 Designing, creating, and testing landing pages with various content CTAs
 Improving bid settings
 Reduced spending in locations with a high conversion value but a low impression share.
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 Configuration of a Google Data Studio report

 Advanced attribution tracking to examine the purchasing process
 Real-time call tracking
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The LinkedIn Ads Strategy
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 Experimented with a variety of fresh ad creative, photos, and ad copy.
 Experimented with landing page design and content, as well as other CTAs.
 Experimenting with demographic and interest audiences, ABM, and remarketing campaigns.
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 Tracking conversions and events.
Business Results
 Exceeding internal lead/revenue goals.
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 Opportunity conversion rate of 10% or higher (within 6 month period).
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 Demand generation efforts that boosted branded search and direct traffic, as well as organic
attributed last-click transactions.
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5.5.3 Digital measurement tools
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Digital PR is a sophisticated web marketing strategy with several stages that must all be tackled
correctly for a campaign to be effective. Fortunately, a wealth of tools is available to enhance and
optimize the process for digital PR specialists at every level - from ideation to follow-ups.
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15 top digital PR tools to utilise:
1. Buzzsumo
BuzzSumo is one of the most effective web tools on our list, owing to its ability to do a wide range of
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essential research for you and your customer. To begin, the tool showcases some of the most
important news and current issues in an easy-to-understand format, along with data on the
momentum this news is generating across various social media platforms. The programme also
sends keyword notifications for selected keywords, ensuring that you are up to date on any current
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information linked to rivals and relevant sectors.
2. SEMrush
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SEMrush, one of the most well-known digital PR tools, is a fantastic tool for checking backlinks on
your website and client websites, as well as monitoring ranking and visibility for important keywords
and phrases. The tool is also used to completely expose nationally and locally searched keywords
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and to do technical SEO audits, all of which operate in tandem with digital PR as part of a larger
digital marketing plan. The tool is widely recognised as a sophisticated and comprehensive tool that
can be used to assist agencies in creating the correct content at the right time and better
understanding where they can improve in terms of their digital marketing goals.
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3. Ahrefs
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Ahrefs is a popular tool in the digital PR industry for auditing and optimising your own and your clients'
websites, conducting detailed competitor analysis, and understanding what customers are looking for
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and how to best generate leads and site traffic, all while helping you rank higher on search engine
results pages. One of the most valuable features of Ahrefs for digital PR is the ability to do backlink
and domain research, which is very useful when determining which newspapers to target and
analysing the effectiveness of a campaign from an SEO standpoint.
4. Pexels
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Every excellent digital PR strategy includes eye-catching images. However, with copyright and
ownership rules governing most of the information on the internet, obtaining the correct images can
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be challenging. Pexels is one of the greatest picture sources utilised by digital marketing companies
since it provides hundreds of stock photographs that are all licenced under Creative Commons Zero
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(CC0), allowing agencies to alter, reproduce, and distribute the images for commercial use, such as in
press releases.
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5. Prezly
Prezly, an online newsroom or hun that can be used to prepare and post a multi-media press release,
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is another useful digital PR tool. The platform allows you to contribute high-resolution content, such as
photographs and movies, and optimises them before sharing them. The tool makes press releases
more sophisticated, elegant, and seamless, increasing their chances of being picked up by the outlets
you wish to contact. To make things even better, the application allows you to distribute the release
with a single click and afterwards provides data on clicks, opens, and reply rates. While these parts of
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the tool may look intrusive to some, they are exactly what you need to improve your outreach
operations.
6. BrandMentions
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BrandMentions is another popular technique in digital PR. The application is especially designed to
track and measure mentions of any clients or brands with whom an agency works. Most of the time,
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the application is used to keep track of their own client's coverage and stay on top of media mentions,
or to do the same for rivals. Any smart digital marketing business understands the importance of
competitor analysis, and this is a terrific tool to have in your toolbox to do it.
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7. HARO
Despite its name, Help A Reporter Out (HARO) is also a very useful tool for digital PR agencies, as it
connects them with thousands of journalists who are actively seeking expert sources and content,
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allowing agencies to respond directly to demands and even provide expert opinions on behalf of their
clients in order to leverage their brand and gain visibility. You may locate amazing link-building
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chances and publicity for your client by using this tool.
8. Gorkana
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Gorkana is another another golden grail product for digital marketing companies, and it is used to
connect agencies with a large database of journalists, allowing you to swiftly and efficiently reach
hundreds of journalists. Using the platform, digital public relations professionals may obtain contact
information for millions of media connections and publications, all with the help of a helpful filter tool.
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However, that is not all Gorkana can accomplish; the tool also includes an integrated press release
distribution feature, which is critical in delivering your press release to the relevant newspapers and
journalists. Gorkana is a must-have for agencies because of its dual usefulness.
9. Email Hunter
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Email Hunter is a must-have tool for any level of digital marketing. The application's main objective is
to give additional contact information for journalists and other persons inside an organisation who are
otherwise hidden or difficult to discover. It is yet another basic tool in that all you have to do is input a
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domain name to get a list of accessible emails under that domain. So, if you know the name of the
person you want to contact but can't find their email address, this helpful tool might be precisely what
you need. While not extremely sophisticated, the tool can be useful for identifying individual journalists
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or performing manual outreach to the appropriate people at the relevant newspapers.
10. Hemingway Editor
As many organisations are aware, there is nothing more humiliating than disseminating a press
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release replete with grammatical errors, inconsistencies, and poor language. After all, journalists who
read your press release will interpret the quality of the writing as an indication of the quality of the
content as well. A fast and easy proofread is usually a good idea to offer your release the best chance
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of being picked up by outlets. Hemingway is the ideal instrument for this, with the article being graded
on readability, linguistic choices, and tone. Not to add that the tool is free, thus there are few
justifications for badly written press releases.
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11. Google Trends
Keeping up with the newest trends is one of the most critical skills of any digital PR business,
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especially because media outlets are looking for fresh and developing material before their rivals.
Google Trends is a free and useful tool to have in your toolkit for an accurate and real-time portrayal
of what people are searching for. The programme has a plethora of metrics and measures for
measuring search patterns, ranging from geography to time. What is particularly handy about Google
Trends is that it cleanly maps out interest over time for specific search keywords, allowing you to
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compare interest over time and immediately identify controversial trends for PR efforts.
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12. SparkToro
SparkToro is the ultimate insight tool, giving users with detailed information on how their target market
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responds to online content, who they connect to, and how they engage online. This wealth of
knowledge helps digital marketing organisations to make educated judgments about what content to
develop and how to distribute it. This tool's settings enable you to undertake extensive and
sophisticated analysis of what your audience reads, watches, responds to, and follows.
13. Answer the Public
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Answer The Public is a terrific tool for anyone trying to determine which material is most sought after
by the public and those who supply information. Despite being one of the most straightforward tools in
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the Digital PR toolbox, Answer The Public creates a list of suggested themes, questions, and issues
based on search and mention volumes, providing a clear and immediate insight into consumer
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demand and interest. One of the most important benefits of the tool is that it allows you to uncover
some of the most often asked questions about a given topic. For further information, the tool allows
users to filter results by country, popularity, and preposition, allowing you to receive a more accurate
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representation of your intended market.
14. FollowUpThen
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FollowUpThen is a basic application that is available on any device and is used to schedule email
reminders as and when you need them. It was designed exclusively to automate follow up emails for
your press releases. This extremely simple yet straightforward technique might be quite valuable for
agencies who frequently optimise their outcomes through follow-up emails. Follow-ups can be used to
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remind yourself, to email others without revealing that you are using an email reminder service, or to
email up to 15 people in addition to yourself. Although the benefits of this tool are unquestionably
applicable to digital PR, the tool is also valuable for larger organisational purposes!
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15. MixMax
Finally, the MixMax application is used to monitor, plan, and track email receipts for digital marketing
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initiatives. The option to style and then schedules an outreach email for a press release is one of the
most popular tools since it guarantees the readability and timing of the release is perfect, which may
drastically increase the success of your campaign. Following the distribution of the release, the tool
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allows you to track how publications responded to your email, making it similar to some of the other
popular outreach tools accessible.
5.5.4 Emerging Trends in Event Management
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The Indian event management industry is continually developing and expanding. Event professionals
who gradually and consistently utilise technology in the Event sector have been able to get a
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competitive advantage over those who do not.
Trends of today will not exist in the future. Because by then, every event expert would have already
incorporated it. So, in order to have a significant edge over competitors, one needs be informed of
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current market trends.
1) Smart Phones- The Present and The Future

Nobody could have predicted that cell phones would have such a profound influence on our lives.
Smartphones have helped us in every aspect of our business and will continue to do so in the future.
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Smartphone users are predicted to number 6.1 billion by 2020, up from 2.6 billion in 2014. Companies
and event organisers should stop living in the past and start believing in the smartphone's present and
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future. They must accept the numerous methods in which individuals might engage with one another.
In reality, cell phones are keeping more people linked than ever before, thanks to a plethora of apps
that allow everyone to network with one another more easily and rapidly.
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2) Event Apps- The Key for Business
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The number of applications is growing at an alarming rate with each passing day, and it has become
critical for the majority of businesses. Over time, the quality and service provided by applications have
improved. It is no different in the event industry. The event applications are making the event industry
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easier, faster, and more interactive. The increased involvement of interactive mobile event
applications has emerged as one of the most significant event trends.
3) Live Streaming- The Way to Success

YouTube and other streaming services have transformed the online media sector. The danger of
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ticket sales was previously cited as a reason for the live broadcast of the events. However, the
situation has altered as a result of the dramatic development in its ability to reach individuals. Social
media dialogues and public knowledge are only assisting firms in becoming more successful.
Snapchat, which was previously mainly used by family and close friends to communicate images and
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videos, is now a marketing tactic for many enterprises, including the event sector.
)A
4) Social Ambassadors- The Idol People for Successful Marketing

Over the previous few years, social media has become the most active and widely utilised medium.
People's lives are being influenced by social media to such an extent that they check their social
media accounts from the time they get up until they go to bed.
(c
While social media is capturing the attention of many people, many businesses have realised that
advertising on social media can be highly beneficial to the brand, which is where social ambassadors
come in. They are the individuals who positively represent and speak about a brand in front of
potential clients. As a result, many businesses are prepared to pay social ambassadors for favourable
e
social media marketing.
lin
5) Experimental Marketing- A Tactic to Connect with Consumers
Last year, experimental marketing was a significant trend, and it is still the most liked one. The
primary goal of experimental marketing is to create new and unique methods to interact and engage
On
with consumers. The greatest method to engage with customers is to provide them with a brand
experience that includes all of their senses. Virtual Reality, Projection Mapping, Molecular Catering,
Gesture Recognition Gaming, and 360-degree Photo Experiences are some of the techniques
employed in experimental marketing. Small and major event management firms have already adopted
the trend of experimental marketing, and many more will do so in the future.
ty
6) Venue Hunting- Best Way for Basic Foundation
si
The event venue is the fundamental foundation for all types of events that take place all over the
world. The event industry is not new to the need to find various venues for various events. However,
er
there are a few websites, such as Venuehunter in India, that make the search for venues easier and
accessible with a single click. These venues can be accessed using online methods that do not
require any information and do not charge any fees. Users can gain a better understanding of the
iv
various venues with a single click.

Un
7) Digital Swag Bags- The New Swag for Consumers

The most difficult challenge for event organizers has been finding inventive and distinctive gift bags
for participants. The organizers did everything they could to find a one-of-a-kind gift bag for customers
to take home. The traditional bags have not always pleased the sponsors. However, there are new
bags on the market that include online gift cards or incentives for event goers. These are known as
ity
'Digital Swag Bags.' The bag not only holds the coupons, but it is also more ecologically friendly and
less expensive.
If applied effectively, these trends may provide event management businesses a significant
m
advantage over rivals, and all trends are aimed at creating a memorable and engaging experience for
event goers.
)A
1) What is the full form of SERP?

a) Page of Search Engine Results
(c
b) Part of search Engine Results

c) Point of search Engine Results
d) Page of Spark Engine Results
e
2) An ____________ is often defined as a person whose suggestions and endorsements can
lin
be perceived as exerting influence over audience decisions.
a) Multi-Tasking
b) Quantitative Measurement
On
c) Influencer
d) Qualitative Measurement
3) _____________ is a sophisticated web marketing strategy with several stages that must all
be tackled correctly for a campaign to be effective.
ty
a) Digital PR
b) FollowUpThen
c) MixMax
d) Hemingway Editor
si
er
4) ____________ is one of the most effective PR web tools, owing to its ability to do a wide
range of essential research for you and your customer.
iv
a) Email Hunter
b) BuzzSumo
c) Google Trends
Un
d) SparkToro
5) ______________ is a popular tool in the digital PR industry for auditing and optimising
your own and your clients' websites, conducting detailed competitor analysis, and
ity
understanding what customers are looking for.

a) HARO
b) Gorkana
m
c) Ahrefs
d) Prezly
)A
6) _____________ is another popular technique in digital PR. The application is especially

designed to track and measure mentions of any clients or brands with whom an agency
works.
(c
a) SEMrush
b) Pexels
c) Prezly
d) BrandMentions
e
lin
Summary
 The event venue is the fundamental foundation for all types of events that take place all over the
On
world.
 The most difficult challenge for event organizers has been finding inventive and distinctive gift
bags for participants.
 Event professionals who gradually and consistently utilise technology in the Event sector have
ty
been able to get a competitive advantage over those who do not.
 Digital PR is a sophisticated web marketing strategy with several stages that must all be tackled
correctly for a campaign to be effective.
si
 By incorporating influencers into your event marketing strategies, you not only reach a larger
audience, but you also increase the legitimacy of your event.
 An influencer is often defined as a person whose suggestions and endorsements can be
er
perceived as exerting influence over audience decisions.
 Influencer marketing is promoting your business via them. When they endorse your goods, their
iv
credibility adds to yours and helps your brand create a trustworthy reputation.
Activity
Un
1. Write a case study on Digital PR.
Glossary
 The MixMax application is used to monitor, plan, and track email receipts for digital marketing
ity
initiatives.
 FollowUpThen is a basic application that is available on any device and is used to schedule email
reminders as and when you need them. It was designed exclusively to automate follow up emails
for your press releases.
m
 Answer The Public is a terrific tool for anyone trying to determine which material is most sought
after by the public and those who supply information.
)A
 SparkToro is the ultimate insight tool, giving users with detailed information on how their target
market responds to online content, who they connect to, and how they engage online.
 Email Hunter is a must-have tool for any level of digital marketing. The application's main
objective is to give additional contact information for journalists and other persons inside an
(c
organisation who are otherwise hidden or difficult to discover.

 Influencer PR is the strategic alignment of a brand or behaviour outcome with a campaign's
designated influencer.
e
 An influencer is someone who has a lot of clout in your business or with your target audience.
lin
1. What are Influencers? What can influencers do for the events?
On
2. Explain Digital measurement tools
Further Readings
ty
1. https://www.prprofessionals.in/blogs/5-emerging-trends-in-pr/
2. https://www.pragencyone.co.uk/blog/public-relations/influencer-pr-what-makes-influencers-
influential/
3. https://www.ipr.org.uk/best-digital-pr-tools.html
si
4. https://jbh.co.uk/digital-pr-outreach-case-study/ultimate-plus-size-fashion-guide-fingertips-
digital-pr-case-study/
er
1) a)
iv
2) c)
3) a)
Un
4) b)
5) c)
6) d)
ity
m
)A
(c

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Module I: Introduction to Public Relations & PR Agencies

In this Unit, you will be able to

Definition of Public Relations

communication to earn public understanding and acceptance.”

The importance of public relations is as follows:

 Limitations of Public Relations:

1. PR cannot totally whitewash Tarnished image

2. It can’t hide anything in the best interest of the company

3. Public relation cannot create reputation out of nothing

4. PR fails to have valued public opinion

6. PR is a very difficult discipline to understand and conduct successfully

7. It is hard to predict the responses of the audience

8. Draws end users who have bad quality

Public Relation Strategy

1. Analysing the situation

2. Analysing the organisation

• The general public's perception (reputation)

• Its surrounding environment (supporters, vendors, competitors)

3. Analysing the publics

4. Establishing goals and objectives

6. Designing effective communication

7. Selecting communication tactics

i. Face-to-face communication and possibilities for personal participation

ii. Organizational communication media

iv. Promotional and advertising medium

8. Implementing the strategic PR plan

9. Evaluating the strategic PR plan

1.1.1 Definition & Meaning of Public Relation

 Organization. A business, a corporation, a governmental agency, or a non-profit organisation;

It is used to perform following functions:

(1) Press relations – To provide facts about a company in a favourable light.

(3) Effective Communication – It is critical to build and promote organisational understanding.

Internal and external communication can be used to achieve it.

 Types of Public Relations:

social niches such as environmental preservation, education, and so on.

▪ Internal Relations: Counselling organisation personnel on rules, courses of action, the

developing tactics to influence them through earned media.

▪ Marketing Communications: Supporting marketing efforts such as product launches, special

campaigns, brand awareness, image, and positioning through marketing communications.

1. Research and Analysis.

Step 1: Research and Analysis

• Were the essential messages mentioned in the media?

• Did people's attitudes or ideas change?

• Did sales increase?

• Did the organization's reputation survive or improve?

1.1.2 Objective of Public Relation

 Building Product Awareness. When introducing a new product or relaunching an existing

events that sample the product.

the Internet, often results in a discernible increase in product sales.

community using the brand's social channels and/or native platform.

opinion on the topic.

1.1.3 Scope of Public Relation

1.1.4 PR and its publics

1. Internal Public of Public Relations

What should Internal Public of Public Relations do?

2. External Public of Public Relations

Consumers/customers, community, mass media, government, financial institutions, action groups,

g) Relationship with General Public