2023/2024 -Yoelia Purnamasari, M.I.

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PLANNING/PERENCANAAN
○ THE PLANNING PROCESS CONSISTS OF ESTABLISHING WHERE AN
ORGANIZATION IS AT PRESENT, WHERE IT IS BEST ADVISED TO GO
IN THE FUTURE, AND THE STRATEGIES OR TACTICS NEEDED TO
ACHIEVE THAT POSITION

○ IN OTHER WORDS, THE PLANNING PROCESS IS CONCERNED WITH

END RESULTS AND THE MEANS TO ACHIEVE THOSE RESULTS.
Proses
Perencanaan
Event
FASE
PENGEMBANGAN
KONSEP ATAU
IKUT DALAM
PROSES
PENAWARAN
(“BID”)
ELEMEN PROSES Feasibility study:

PERENCANAAN 1. Budget yang dibutuhkan

STRATEGIS EVENT
2. Kemampuan managerial yang dibutuhkan
3. Kapasitas tempat/venue
4. Dampak host community dan area destinasi
CONCEPT OR CONTENT TO BID 5. Ketersediaan volunteers, dan jasa
penunjang lainnya (contoh: vendor
1. DURASI penyewaan perlengkapan)
2. LOKASI/VENUE, 6. Perkiraan yang hadir
7. Infrastructur yang dibutuhkan
3. WAKTU
8. Ketersediaan dukungan finansial baik dari
4. ELEMEN KUNCI YANG sector public maupun swasta
MEMBUAT EVENT UNIK DAN 9. Tingkat dukungan politis event
SPESIAL 10. Track record event, seperti profit dll
ELEMENT PROSES PERENCANAAN
EVENT STRATEGIS
BID PREPARATION PROCESS:
1. IDENTIFIKASI SUMBER DAYA YANG DAPAT DIGUNAKAN UNTUK MENDUKUNG
EVENT (TEMPAT ATAU BANTUAN PEMERINTAH)
2. MENGEMBANGKAN ARAH YANG PENTING UNTUK PERSIAPAN DAN PRESENTASI
PENAWARAN DOKUMEN PADA “PEMILIK” EVENT
3. MEMBANGUNG PEMAHAMAN DARI ORGANISASI PENYELENGGARA EVENT DAN
SIFAT DARI EVENT ITU SENDIRI
4. IDENTIFIKASI ELEMEN KUNCI YANG MEMBUAT SUATU PROSES PENAWARAN YANG
LAMPAU BISA BERHASIL DALAM MEMPERSIAPKAN DOKUMEN PENAWARAN.
5. MEMPRESENTASIKAN DAN ATAU MENGAJUKAN PENAWARAN PADA “PEMILIK”
EVENT, SEPERTI BADAN OLAHRAGA SEBAGAI PROSES LOBBY.
EVENT
PROPOSAL
“ ESTABLISHMENT OF
ORGANIZATIONAL
STRUCTURE
”
SIMPLE STRUCTURES
A SIMPLE STRUCTURE, HAS A LOW LEVEL OF COMPLEXITY.
EVENT MANAGER HAS CONTROL OVER ALL STAFF ACTIVITIES.
ADVANTAGES:
○ COMMON IN SMALL EVENT MANAGEMENT BUSINESSES AS IT IS FLEXIBLE,
ADAPTABLE TO CHANGING CIRCUMSTANCES, EASY TO UNDERSTAND, AND
HAS CLEAR ACCOUNTABILITY – THE MANAGER IS ACCOUNTABLE FOR ALL
THE ACTIVITIES ASSOCIATED WITH THE EVENT.
THE FLEXIBILITY OF THIS STRUCTURE COMMONLY MEANS
STAFF ARE EXPECTED TO BE MULTI-SKILLED AND PERFORM
VARIOUS JOB FUNCTIONS. THIS CAN MEAN INDIVIDUAL JOBS
ARE MORE SATISFYING, AND PRODUCE HIGHER LEVELS OF
STAFF MORALE.
Disadvantages:
○ staff do not have the opportunity to
specialize, they may not achieve a
high level of expertise in any one area.
○ once an event organization grows
beyond a certain size, decision making
can become very slow – or even non-
existent – as a single executive has to
make all decisions and carry out all the
management functions.
○ if the manager has an autocratic style
of management, staff can become
demoralized when their expertise is
not fully utilized. There is also an
inherent risk in concentrating all event
management information in one
person – obviously, sickness at an
inappropriate time could prove
disastrous.
FUNCTIONAL STRUCTURES
○ A FUNCTIONAL STRUCTURE DEPARTMENTALIZES (THAT IS, GROUPS RELATED TASKS) IN A WAY THAT
ENCOURAGES THE SPECIALIZATION OF LABOR (PAID/VOLUNTARY).
○ BENEFITS: INDIVIDUALS OR GROUPS (SUCH AS COMMITTEES) CAN BE GIVEN SPECIFIC TASK AREAS,
THUS AVOIDING ANY OVERLAP OF RESPONSIBILITIES
PROGRAM-BASED MATRIX
STRUCTURES
○ ORGANIZERS OF A MULTI-VENUE SPORTING EVENT, FOR EXAMPLE, MAY CHOOSE TO HAVE SEPARATE COMMITTEES WITH
RESPONSIBILITY FOR ALL TASKS ASSOCIATED WITH EVENT DELIVERY AT EACH LOCATION.
○ EACH COMMITTEE/GROUP LEADER WOULD BE REQUIRED TO MANAGE A TEAM OF PEOPLE WITH A COMPREHENSIVE
RANGE OF EVENT- RELATED SKILLS.

advantages:
○ allowing groups/individuals to
engage directly with the task
(producing and delivering an
event)
○ facilitating intergroup
communication and
cooperation.
MULTI-ORGANIZATIONAL OR NETWORK
STRUCTURES
○ EVENT MANAGEMENT COMPANIES CREATE “VIRTUAL ORGANIZATIONS” TO CONDUCT LARGE AND COMPLEX EVENTS,
WHILE THEY ARE RELATIVELY SMALL IN SIZE (FEWER THAN 20 PEOPLE).

ADVANTAGES:
○ THERE IS NO ‘DOWN TIME’ BECAUSE OF CONTRACTING SPECIALIST BUSINESSES WITH CURRENT EXPERTISE AND
EXPERIENCE ON NEED-ONLY BASIS.
○ BUDGETING CAN ALSO BE MORE EXACT BECAUSE MOST COSTS ARE CONTRACTED AND, THEREFORE, KNOWN
BEFOREHAND. THIS STRUCTURE ALSO ALLOWS FOR QUICK DECISIONS BECAUSE THE CORE MANAGEMENT GROUP
IS MADE UP OF ONLY A FEW PEOPLE OR ONE INDIVIDUAL

DISADVANTAGES:
○ THESE INCLUDE ISSUES ASSOCIATED WITH QUALITY CONTROL AND RELIABILITY OF THE CONTRACTORS WHO ARE
INVOLVED IN PERFORMING TASKS, AND COORDINATING EMPLOYEES (FROM VARIOUS OTHER ORGANIZATIONS) WHO
LACK A DETAILED UNDERSTANDING OF THE EVENT.
MULTI ORGANIZATIONAL STRUCTURES FIGURE
FASE
PENGEMBANGAN
PERENCANAAN
STRATEGIS
ISTILAH PENTING!
PURPOSE, VISION AND MISSION STATEMENTS
○ PURPOSE IS REQUIRED TO PROVIDE SUFFICIENT DIRECTION AND FOCUS.
○ VISION STATEMENTS USUALLY DESCRIBE WHAT THE EVENT SEEKS TO BECOME AND TO ACHIEVE IN THE LONGER TERM
(THOMPSON WITH MARTIN, 2005). THEY ARE ALSO OFTEN BRIEF, PRECISE AND MOTIVATIONAL IN NATURE. THE WINDSOR
FESTIVAL (2005), FOR EXAMPLE, STATES, ‘...WE OFFER A UNIQUE EXPERIENCE, WHICH ENTERTAINS AND ENHANCES THE
COMMUNITY, LINKING SOCIAL, EDUCATIONAL AND COMMERCIAL INTERESTS. . . BUILDING ON THESE FOUNDATIONS, WE WILL
INCREASE THE BREADTH AND VARIETY OF THE PROGRAM, INCREASE ACCESSIBILITY TO THE ARTS AND ENCOURAGE WIDER
RECOGNITION OF THE FESTIVAL’.
○ A COMBINATION OF BOTH VISION AND MISSION. THE LIVERPOOL WOMEN’S INTERNATIONAL MUSIC FESTIVAL (WIMFEST,
2004) STATE THEIR MISSION:
‘ TO BE A FESTIVAL THAT WILL CELEBRATE DIVERSITY, TOLERANCE, TRADITION, HISTORY AND STORY TELLING; BY
WOMEN, THROUGH MUSIC AND SONG. IT WILL INVOLVE SCHOOLS, YOUNG PEOPLE, LOCAL COMMUNITIES,
PROFESSIONAL AND AMATEUR PERFORMERS. THE FESTIVAL WILL ENCOURAGE BOTH INDIVIDUAL AND COLLECTIVE
ENDEAVOUR, EMPOWERING AND ENABLING WOMEN TO ORGANIZE THE EVENT, PRODUCE, PROMOTE AND
PERFORM’.
1. PERNYATAAN MISI
2. MENETAPKAN TUJUAN
THE ESTABLISHMENT OF OBJECTIVES ARE SUMMED UP BY THE ACRONYM SMART, WHICH REFERS TO
THE FACT THAT OBJECTIVES SHOULD BE:

○ SPECIFIC: FOCUSED ON ACHIEVING AN EVENT GOAL (OR, IF NO GOALS HAVE BEEN DEVELOPED, ITS
PURPOSE)
○ MEASURABLE: EXPRESSED IN A WAY THAT IS QUANTIFIABLE
○ AGREEABLE: AGREED ON BY THOSE RESPONSIBLE FOR ACHIEVING THEM
○ REALISTIC: IN TERMS OF THE EVENT ORGANIZATION HAVING THE HUMAN, FINANCIAL AND PHYSICAL
RESOURCES TO ACHIEVE THEM
○ TIME SPECIFIC: TO BE ACHIEVED BY A PARTICULAR TIME.
 CONTOH TUJUAN
Economic objective
• Percentage return on money invested or overall
gross/net profit sought
• Financial value of sponsorship attracted
• Percentage of income to be raised from
fundraising activities
• Percentage increase in market share (if the
event is competing directly with other similar
events)
Human resources
• Percentage of staff/volunteer turnover
• Percentage of volunteers retained from previous
year.
Attendance/participation
• Total attendance/attendance by specific
groups (for example, people from outside the
area, specific age groups, professions)
• Size of event in terms of stallholders/
exhibitors/performers/attendees
• Number of local versus outside artists
• Percentage of an area’s cultural groups
represented in a program
• Number of community groups involved with
the event
Quality
• Percentage level of
attendee/exhibitor/sponsor/volunteer
satisfaction
• Number of participants/speakers/performers
of international reputation
• Number of complaints from
attendees/exhibitors/volunteers
Awareness/knowledge/
attitudes
• Percentage of attendees or others exposed
to the event that have changed levels of
awareness/knowledge as a result of the
event
• Percentage of attendees or others exposed
to the event who have altered their attitudes
as a result of it
3. LAKUKAN ANALISIS SITUASI SWOT
○ THIS PROCESS MAY INVOLVE REFERRING TO A RANGE OF EXISTING INFORMATION SOURCES,
INCLUDING DATA COLLECTED PREVIOUSLY ON THE EVENT, CENSUS DATA AND GENERAL REPORTS
ON RELEVANT MATTERS SUCH AS TRENDS IN LEISURE BEHAVIOR.

○ THE EXTERNAL ENVIRONMENT IS USUALLY ASSESSED FIRST, AND CONSISTS OF MANY FACTORS.
THE MAIN FACTORS INCLUDE:
○ POLITICAL/LEGAL
○ ECONOMIC
○ SOCIAL/CULTURAL
○ TECHNOLOGICAL
○ DEMOGRAPHIC
○ PHYSICAL/ENVIRONMENT
○ COMPETITIVE
4. IDENTIFIKASI PILIHAN STRATEGY
GROWTH STRATEGY:
○ GROWTH CAN BE EXPRESSED AS MORE REVENUE, MORE EVENT COMPONENTS, MORE
PARTICIPANTS OR CONSUMERS, OR A BIGGER SHARE OF THE EVENT MARKET.
○ AN EXAMPLE OF THIS IS STREETS AHEAD (A CATALAN FESTIVAL WHICH TAKES PLACE IN
MANCHESTER). IT ADOPTED A GROWTH STRATEGY FROM 1995 TOWARDS A STREET FESTIVAL FOR
THE MILLENNIUM, INVOLVING TEN LOCAL AUTHORITIES IN AND AROUND GREATER MANCHESTER. IN
THE FIRST YEAR, ONE AUTHORITY WAS INVOLVED, THE FOLLOWING YEAR TWO, THEN FOUR UNTIL,
BY 1999, ALL TEN LOCAL AUTHORITIES WERE TAKING PART (ALLEN AND SHAW, 2001).
CONSOLIDATION/ STABILITY STRATEGY:
○ MAINTAINING ATTENDANCE AT A GIVEN LEVEL. STRONG DEMAND FOR TICKETS TO T IN THE PARK,
FOR EXAMPLE, HAS ALLOWED THE EVENT TO SELL TICKETS WELL IN ADVANCE, CAP ATTENDANCE
NUMBERS AND FURTHER ENHANCE THE QUALITY OF ITS PROGRAM. BY CAPPING TICKET SALES IN A
CLIMATE OF HIGH DEMAND, THIS EVENT HAS ALSO CREATED A SITUATION IN WHICH IT HAS GREATER
PRICING FREEDOM.
4. IDENTIFIKASI PILIHAN STRATEGY
(CONT’D)
RETRENCHMENT/PENGHEMATAN STRATEGY:
○ REDUCE THE SCALE OF AN EVENT BUT ADD VALUE TO ITS EXISTING COMPONENTS.
○ THE MANAGEMENT OF A COMMUNITY FESTIVAL, FOR EXAMPLE, MAY DECIDE TO DELETE THOSE
FESTIVAL ELEMENTS THAT WERE POORLY PATRONIZED AND FOCUS ONLY ON THOSE THAT HAVE
PROVEN TO BE POPULAR WITH ITS TARGET MARKET. LIKEWISE, EXHIBITIONS MAY DELETE AN
ACCOMPANYING SEMINAR PROGRAMME AND FOCUS ON THE CORE ASPECTS OF THE EXHIBITION.

COMBINATION STRATEGY:
○ INCLUDES ELEMENTS FROM MORE THAN ONE OF THESE GENERIC STRATEGIES. AN EVENT
MANAGER COULD, FOR EXAMPLE, DECIDE TO CUT BACK OR EVEN DELETE SOME ASPECTS OF AN
EVENT THAT NO LONGER APPEAL TO THEIR EVENT TARGET MARKET(S), WHILE CONCURRENTLY
GROWING OTHER ASPECTS.
5. EVALUASI STRATEGI DAN SELEKSI
3 MAIN CRITERIA:

o APPROPRIATENESS/SUITABILITY – STRATEGIES AND THEIR COMPONENT PARTS SHOULD BE

CONSISTENT. THAT IS, STRATEGIES SELECTED SHOULD COMPLEMENT EACH OTHER AND BE
CONSISTENT WITH THE ENVIRONMENT, RESOURCES AND VALUES OF THE EVENT ORGANIZATION.
o FEASIBILITY – THE PROPOSED STRATEGY SHOULD BE FEASIBLE. IT SHOULD WORK IN PRACTICE,
CONSIDERING THE RESOURCES AVAILABLE (FOR EXAMPLE, FINANCE, HUMAN RESOURCE, TIME). THE
STRATEGY SHOULD ALSO MEET KEY SUCCESS FACTORS (FOR EXAMPLE, QUALITY, PRICE, LEVEL OF
SERVICE).
o ACCEPTABILITY/DESIRABILITY – STRATEGIES SHOULD BE CAPABLE OF ACHIEVING THE EVENT’S
OBJECTIVES. THEY SHOULD FOCUS ON WHAT THE ENVIRONMENTAL SCAN HAS IDENTIFIED AS
IMPORTANT AND DISREGARD THE UNIMPORTANT. EVENT COMPANIES SHOULD, HOWEVER, BE
CAREFUL NOT TO OVERLOOK POTENTIAL RISKS INVOLVED IN THE STRATEGY; FOR EXAMPLE,
FINANCIAL OR ENVIRONMENTAL RISK, OR THE RISK OF THE REQUIRED SKILLS NOT BEING AVAILABLE
IN THE ORGANIZATION
6. PERENCANAAN OPERASIONAL
○ OPERATIONAL PLANS WILL BE NEEDED FOR ALL AREAS CENTRAL TO THE ACHIEVEMENT OF AN
EVENT’S OBJECTIVES AND THE IMPLEMENTATION OF ITS STRATEGY.
○ AREAS FOR OPERATIONAL PLANNING SUCH AS:
BUDGETING, MARKETING, ADMINISTRATION, STAGING,
RESEARCH AND EVALUATION, RISK MANAGEMENT,
SPONSORSHIP, ENVIRONMENTAL WASTE MANAGEMENT,
PROGRAMMING, TRANSPORTATION, MERCHANDISING
AND STAFFING (PAID AND VOLUNTEER).
○ EACH AREA THAT DEVELOPS OPERATIONAL PLANS WILL REQUIRE A SET OF OBJECTIVES THAT
PROGRESS THE OVERALL EVENT STRATEGY; ACTION PLANS AND SCHEDULES; DETAILS OF
INDIVIDUALS RESPONSIBLE FOR CARRYING OUT THE VARIOUS ASPECTS OF THE PLAN; MONITORING
AND CONTROL SYSTEMS, INCLUDING A BUDGET; AND AN ALLOCATION OF RESOURCES (FINANCIAL,
HUMAN AND SUPPORTING EQUIPMENT/SERVICES).
.
7. SISTEM KONTROL
ONCE OPERATIONAL PLANS ARE IMPLEMENTED, MECHANISMS ARE REQUIRED TO ENSURE THAT ACTIONS
CONFORM TO PLANS.
MEETINGS AND REPORTS ARE GENERALLY CENTRAL TO THE CONTROL PROCESS, AS ARE BUDGETS.
BUDGETS ALLOW ACTUAL COSTS AND EXPENDITURE TO BE COMPARED WITH THOSE PROJECTED FOR
THE VARIOUS OPERATIONAL AREASCC
TUGAS #1 (INDIVIDU)
https://www.kompas.com/hype/read/2019/12/02/160458066/musikologi-2019-berakhir-ricuh-panita-kami-contoh-kegagalan-
event-musik

1. Analisa hal apa saja yang menjadi penyebab kegagalan/masalah pada event musikologi 2019.
2. Faktor apa saja yang seharusnya perlu dipertimbangkan oleh penyelenggara, untuk melaksanakan konser Musik
Musikologi tersebut, untuk dapat menghindari masalah?
TUGAS #2 (KELOMPOK)
Buatlah Perencanaan Event dari Ide Event yang akan Kelompok Anda laksanakan!