HPC8 MODULE 1 New

Republic of the Philippines
NUEVA VIZCAYA STATE UNIVERSITY

Bayombong, Nueva Vizcaya
INSTRUCTIONAL MODULE
IM No.: IM-HPC 8-2nd SEM-2023-2024
College of Human Ecology

Hospitality Management
Bayombong Campus
DEGREE BSHM/BSTM COURSE HPC 8/TPC 8

PROGRAM NO.
SPECIALIZATIO HRM/TM COURSE Introduction to MICE

N TITLE
YEAR LEVEL 4 TIME 10 HRS WK NO. 1-2 IM NO. 1
FRAME
I. UNIT TITLE/CHAPTER TITLE

PLAN AND DEVELOP EVENT PROPOSAL AND BID
II. LESSON TITLE

1.1 Interpret Event brief
1.2 Develop proposal and bid details
1.3 Develop bid materials
1.4 Submit and present the bid for proposal on time
III. LESSON OVERVIEW
This chapter covers the definition of events, its elements and characteristics.
IV. DESIRED LEARNING OUTCOMES
Upon completing this unit, the learner is expected to:

1. Interpret event brief
2. Develop proposal and bid details
3. Develop bid materials
4. Submit or present the bid for proposal on time
V. LESSON CONTENT
In accordance with Section 185, Fair Use of Copyrighted Work of Republic Act 8293, the copyrighted works included in this material may be
reproduced for educational purposes only and not for commercial distribution.
NVSU-FR-ICD-05-00 (081220) Page 1 of 25
1.1 INTERPRET EVENT BRIEF

Introduction
Today's amazing set of technology is not a substitute for the magical dream get that together
occurs within one high space. degree Coming of collaboration, together sharing, for a shared and
networking purpose changes when people how individuals feel. It creates an atmosphere that envelops
participants and influences them consciously and subconsciously.
The word event means an occasion, a gathering of people at a specified space at a specific time
for a certain reason. Your answers to these questions; why your participants come together, who are
your attendees, what type of events you organize, where should the event be held, what are the goals
that are expected to meet are what make the differences between events.
Events are basically an assembly of people for private or public party, celebration,
ceremonial and or remembrance. Events have become a major highlight of political movements and so
with businesses. They are used as a marketing tool to generate better responsiveness and charm in
the hope of cutting through the clutter of outdated advertisements and promotional drives (McCartney,
2010).
The term "event management" can puzzle some people who have never thought about its
meaning and role in modern society. In fact, event management is a widespread activity, which aims at
messaging and connecting people. The management of events can be initiated on local, national and
global level.
Event management is a multidisciplinary phenomenon involving participants profiling, program
designing, site selection and preparation, marketing, food and beverage catering, budgeting and
financial management, security and risk management, logistics, human resource management, among
other discipline. These various elements are interconnected in an organized way in order to generate
an event outcome. The significance and purpose of each function vary concurring to the nature and
size of the event.
Classifications of Event
Sports is an organized sporting event often held over multiple days, featuring competition in
many different sports among organized teams of athletes from mostly nation-states. It is a competition
between participants and relatively high involvement of event stakeholders such as participants,
spectators, sponsors, media and the government.
Cultural is an organized event related to festivals based on culture, religion, local traditions. It is
usually held at multiple settings such as museums, heritage sites, temples and or churches, town and
village squares and open grasslands.
Arts is an organized event related concerts and performances used to showcase local or
international paintings, crafts, drawings, sculptures, dance, music, songs and costumes.
Political is an organized event related to occasions hosted by national and state governments
such as presentations of military forces and states' officials.
MICE stand for Meetings, Incentives, Conferences and Events.
 Meetings include general business meetings
 Incentives refers to functions that businesses organize to reward or motivate staff
 Conferences are usually business or industry-based occasions where people get
together to discuss issues and share knowledge
 Events can include bands, concerts and a variety of entertainment.
Recreational is an event related to fun sporting events, outing affairs, social activities and
games.
Special is an event related to product launches, opening ceremonies, awarding ceremonies,
beauty pageants, fund-raising, charity events, etc.
Types of events or functions

Before we explore the objectives of a function or event, it is important to explore the different
types of events or functions that exist. Most people may think that a function is just a catered event
where people sit down to a banquet dinner. It could not be further from the truth. There are endless
styles of functions that be arranged, tailored to the unique specifications and requirements of the
customer. Therefore, the activities to be conducted will vary depending on the event of function that is
taking place.
Styles of functions
The hospitality industry can deliver a range of different function styles for customers including:
 Breakfasts
 Lunches
 Dinners
 Seminars, workshops and conferences
 Cocktail parties
 General parties — birthdays, celebrations of various sorts
 Weddings/receptions
 Anniversaries
 21st birthday parties
 Product launches and distributor functions
 School formal, annual dinners and dinner dances
 Annual general meetings
 Training seminars
 Graduations and award nights
 Press receptions
 Fashion shows
 Special events
 Tradeshows
 Stage productions, including music events.
As you can see, the styles of functions are endless. Whilst many hospitality organizations may
offer all of these to potential customers, they may also specialize in order to attract a select or niche
market and be seen as the industry leaders for a particular style of function.
The Place of Event Management In the Tourism
Events act as important motivators for tourism. Every year numerous tourists are attracted by various
kinds of events throughout a huge variety of destinations around the globe. In short, the development
of tourism in a destination is directly concerned with the development of event management. For
example, nobody will be interested in visiting a distant island or city, unless some appealing tourism
events are arranged at this place. If you look at the destinations that gained popularity in recent times,
you'll find out that the flow of tourists to this place began over the successful event management. Thus,
it triggers to attract visitors and travelers to a destination.
Range of event and function facilities

The various hotel facilities that may be used to directly or indirectly support functions include:
• Meeting/conference room. This is the main facility that is used for a function. Many functions during
the day hold business related meetings. The focus of these rooms is to ensure small to large
meetings can be conducted with the appropriate technological capacity
• Stand up conference areas. This can include areas outside the main conference room used for
welcoming customers, break out areas, cocktail receptions etc. These areas may not be as large
as the main room themselves. However, they may offer great views and are a great area to use,
when the main conference room needs to be replenished or cleaned
• Banquet room. These rooms, often similar to meeting or conference rooms, are used for banquets.
As will be discussed in the next section, a banquet is a function based around the provision of
food and beverage. Therefore, not only does the room need to be large enough to accommodate
weddings, but it needs direct access to a kitchen or bar dispensing facility
• Exhibition bays and space, Many hotels cater to the exhibition market where customers can
showcase their offerings. These rooms need to be big and are able to accommodate separate bays
and high displays
• Business centers. These are used to s organizers and participants of events with all their business
needs through a host of services including:
 High-speed Internet access
 Word processing
 Photocopying
 Computer access and rental
 Fax services
 Office supplies
 Packaging and shipping
 Secretarial services Courier service
 Translations
 Arrangement of transport
• Auditoriums are used for large audience presentations and events. These areas must be able to
accommodate large seating capacities and adequate height and depth for main stages etc.
• Press rooms. These are used by the press in order to prepare and submit information relating to a
function taking place in the hotel. They will normally include the provision of:
 Tables and chairs
 Internet access
 Business equipment
 Basic food and beverage
• Storage bays. These are used to store a wide range of items used for a function, whether for the
use of staff or customers and include:
 Storage cupboards for packages, boxes, equipment, stationery, documents decorations and
displays to be used in a function. Often these items are sent in advance of the function itself by
the organiser Cloak rooms for jackets and coats of participants
 Baggage areas for luggage of participants. In some cases participants of functions may not
have access to accommodation rooms and need a place to store luggage whilst the function
commences. In addition presents for weddings may need to be stored for later collection
 Parking facilities. Depending on the size of the function, suitable parking needs to be arranged.
Spaces may need to be reserved for all participants or for a selected few VIPs
 Change rooms may need to be provided for sporting events or where participants may need to
refresh after a conference before departing the hotel
 Display areas. These may be outside the main function room enabling a company to place a
banner or a display. Often it is immediately outside the main function room, the lift or in the
lobby of the hotel
 Designated and discreet sections of restaurants and/or bars which are normally used as
dedicated lunch or dining areas for functions. In cases where main function rooms are
operating at maximum capacity, these may be used as function rooms themselves. They will be
partitioned off to ensure privacy. Quite often they are used for staff meetings and training
sessions
 Food and beverage service. Many functions have some element of food and beverage which
require preparation kitchens, fridges etc.
• Accommodation. Accommodation rooms may be used for several reasons including:
 Accommodate participants ovemight
 To be used as breakout rooms to host smaller meetings
 To be used as a rest and change area for wedding parties and for VIPs at conferences. It is not
uncommon for a hotel to allocate a number of rooms to a large function enabling VIPs to
refresh before departing for long flights etc.
 Sound and lighting. Not only does sound and equipment take up a large amount of space, any
parts must also be stored in a safe and secure location
• Communication technologies and equipment. In most events or functions, there is a need for
technical equipment or services including:
 Audio — including taping, telephone hook-ups, speakers to external points
 Visual — video, television, direct conference
 Data projectors
 Large screens including printable white boards
 Multi-media provision including linkages and compatible hook-up points Computers and internet
connectivity
 Sound and music facilities, including microphones, speakers etc.
 Gardens — often used for outdoor events such as cocktail parties and weddings.
The Event Brief
An event brief is a complete overview of the event you are planning to run. It is formally
written before any practical plans are made and before the date of actual execution of the event. It
includes any details relevant to the event and how you expect it to run such as key dates, limitations,
etc. It is a document that should be referred to
throughout the planning of the event so that you can track your progress and stay focused. That being
said things do change rapidly when planning events, but any adjustments made should be a
development of the original idea set out in your brief.
Tips for Writing an Event Brief
1. To begin the brief process, you must give a clear overview of the event. This may include:
details of the events structure, the purpose of the event and a clear description of what you
want to happen during the course of the event. The aim of the project should be included here
(including targets and/or any ethos).
2. The date of the event must be specified, including dates of any interviews, meetings and other
times in which you must attend) In this point, the commitments people need to make, in terms
of times, should be made clear.
3. The venue/location must be specified.
4. Your target audience should be decided on before planning to put in the brief.
5. If there are any partners from outside groups that you are working with, they should be
included in your brief, stating what they do, and how they are involved in the event.
6. State a clear budget at the start of the event to plan around. This budget should be outlined
in the brief.
7. Income and expenditure targets should be included. For example, stating prices if applicable,
and expected profit from event.
8. 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.
9. Lastly, any necessary contact details should be put in the brief so that any questions about the
brief can be answered.
To help you compile an event brief that accurately reflects your brand and objectives, here's what you
need to know:
WHO
Arguably the most important information in your event briefs the 'who' event brief should
include everything you know about guests. As we've time and time again, the more guest data you
have, the better equipped event planning company is to create an event that resonates, engages and
objectives — whatever these may be. Dig deeper than the customary
names, occupations and plus ones. Who is a customer? Who is a brand advocate? Which guests
have attended past events? Which guests are VIPs?
WHAT
The 'what' details the type of event you'd like to orchestrate? is it a gala dinner? Is it a road
show? Is it a conference? Once you know what kind of event you'd like to run, get more specific. Is it a
gala dinner that celebrates a record year of sales? Is it an information-packed conference of thought-
leaders in your industry? Is it a product showcase to representatives and potential buyers?
WHY
Your 'why' encompasses the purpose of holding an event, as well as your intended outcome.
No one spends hundreds and thousands on creating an event just for the fun of it, so get granular here
to ensure that your event management company is absolutely clear as to the objectives of your
upcoming event. For example, do you want to increase brand awareness and as a result, generate
leads? Do you want to cement yourself as a thought-leader in your industry and have your brand
become synonymous with cutting-edge innovation? Or is your aim to boost staff morale and increase
their performance?
WHEN
Giving your event management company a clear deadline to work towards is crucial. It also
dictates how much time they have to come up with their creative execution, secure vendors and kick off
the request of "Respondez S'il Vous Plait (RSVP) process. A clearly defined timeline of what needs to
happen by when makes sure that last-minute rush jobs are avoided at all costs.
WHERE
While you may not have a specific venue in mind, you'll have an idea of the area you need your event
take place in. This, of course, is influenced by the 'who' and 'why' sections of your brief. Does it need to
be in the city, or far from the hustle and bustle of everyday life? Is it in several venues over a course of
weeks or days? Does it need to be central and close to public transport? Or do you need a private
venue that's only accessible via private 4x4s?We plan, orchestrate and execute personalized corporate
events for leading local and international brands. Get in touch to find out how we can create the event
that's a perfect reflection of your brand.
Prepare Event Brief

Once the event organizer has had an initial meeting with the client, they will
now be able to prepare an event brief, in which to base their proposal and
quotation of prices. An event brief is the template which contains all necessary
information relating to a catered event of function. Therefore this will be the
primary document used to not only prepare a proposal but it also clearly
identifies a range of event considerations. This event brief is then used as the
template for a 'Function sheet' (sometimes also known as an 'event order' or
'function order') that is an internal communication form that sets out the details
of a function.
Content of an event brief
The event brief will only be as detailed as the depth of discussions

between the event organizer and the client but some details that will be
included may be:
• Agreed event details — including concept, theme, format and protocols
• Identification of stakeholders — and their individual roles
• Allocation of responsibilities and setting of milestones and task completion

• Type of function — wedding, launch of product, ball
• Name, address, and contact number of client
• Day, date and time of the function
• Rooms and locations where the function will be held
• Costing — properly determined instructions — who gets

the bill, their address
• Menu — break-down course-by-course of the agreed dishes including specification of 'on

arrival' food, morning and afternoon teas
• Beverage arrangements — description and quantities of beverages to be
• Sequence of service — covering timing of service, and details of when presentations will
occur
• Entertainment — details of bands and the order of ceremony
• Room set up — number of tables, floor plan, decorations, table set-ups crockery
and table accoutrements)
• Type of service — plated, tray, buffet, silver service, finger food requirements
Special requirement— commonly relating to technology requirements microphone,
DVD facilities, data projector, sound and lighting.
1.2 DEVELOP PROPOSAL AND BID DETAILS

Introduction
The potential clients will need to be supplied with a proposal and quotation for their function before they
commit to booking it and paying a deposit. By preparing an event brief, as detailed in the previous
section, an event proposal can be constructed for the consideration of the client. Providing a quotation
to a client is a serious business. If the cost is too high, the client may elect not to proceed with the
function. If the quote is too low then venue may not make enough profit or could even lose money.
Given that the client will usually collect proposals and quotations from a number of competing hotels it
is essential that you are able to detail how you can meet or hopefully exceed their expectations. The
'unique selling points' must be clear in their definition and how they are to be achieved or provided.
Factors to take into account when developing a costing
The following are important points to bear in mind when developing a costing:
• Follow house policies
Every venue will have its own protocols for determining the final cost for a function and it is essential
you adhere to these. Where there is a chance to be involved with senior staff when they meet a client
and cost a function, you should take advantage of that opportunity.
• Make sure everything is charged for
It is essential that all charges which can be legitimately charged for are included in the quotation. The
information gathered from the initial meeting with the client together with subsequent contacts with
the client will provide the basis for this.
• Only include services and products the client has requested
While you are expected to suggest and pursue additional sales opportunities with all clients, the
quotation should only cover the items that have been confirmed with the client. If house policy
requires additional potential services and products are included as part of the quotation they should
be contained on a separate page and quite clearly indicated as options and not as part of the final
quote.
• Double-check your figures

It should be a standard procedure to check and double-check all figures contained in the quote. This
need to check and double-check applies to:
• In-house charges for accommodation rooms, provisjon of in-house services (spa
treatments, room hire, use of nominated facilities)
• Goods and services to be provided by external providers always check With suppliers to
get up-to-date and accurate quotes from them regarding goods and services they are to
provide
• Confirming house policy regarding charging for third party suppliers where the
venue is using external providers to supply nominated goods and services you
must know what the venue policy is regarding how these charges are to be passed
on to the client. Some venues may charge these out 'at cost' and some may add a
certain percentage as a fee to cover the time involved in arranging things
• Arithmetic calculations — you must check all your additions, extensions etc. are
correct
• Including any discounts that may apply — these may apply to certain Very Important
People (VIP) clients, or by virtue of their membership of some club or organization.
Identify and explain every charge

It is standard procedure to ensure each and every charge the client is being asked to pay is
individually identified and priced. The intention is to provide the client with a detailed, clear and
unambiguous quotation with no hint of deception or hidden costs. In practice this means there
can be a need to specify:
• The number of accommodation rooms included in the quotation — and the type of room and in-
room facilities
• Where a three course meal is offered — the choices available for each course
• Where wine is being provided as part of the catering — the number of bottles, the type and brand,
style, vintage
• Where refreshments are being provided on arrival or during breaks — exactly what will be provided
• If extra security is being charged for — the number of security staff and the service they will be
providing.
Observe promises made

Where you have promised the client certain facilities and services, it is essential these are
included in the quotation to confirm to the client that they will be provided. Where you have
promised the client their quotation will be provided by a given date, this promise must also be
met. In the mind of the client, if you can't get the quotation done as promised it does not give
them confidence in your ability to execute the function.
Types of function costs

Whilst there is an endless amount of expense items that can be associated with a function, there
are a number of standard categories in which these expenses witl commonly fall under. These include:
• Room and facility hire. This is normally the standard expenses with any function, ranging from
a set rate for a day or rented on an hourly basis. This expense is normally included in large
package deals such as a 'meeting package'
• Food and beverage including 'on arrival' and during function as well as refreshments
• Decorations — basic items such as candles and flowers through to elaborate themes
• Specialist staff as required depending on the nature of the function including translators,
technical IT and lighting experts and security
• Bands and entertainers. These are quite common at events such as weddings and parties
• Accommodation — discounted rates are normally provided to large functions
• Special requests. These could be endless to suit the needs of each function.
Verify with management

Always get management to double-check any quotation before it is presented to the client.
Never present a quotation to a client unless you have specific authority to do so. The experience and
operational knowledge that management have can often raise an issue, cost or operating issue that
you are unaware of, that has significant impact on the quotation.
In events management, the bid is the proposal to host an event. The bid submitted by a proponent,
which can be a supplier, a destination management organization/CVB or tourism board or the local
chapter of an intemational organization. The proponent submits a bid to the owner of the show,
wishing to assume the gains and responsibilities of the event host.
Why would anyone want to assume such responsibility? The primary reason for bidding for an
international event is profit, which can be monetary or nonmonetary. A tourism board - which is usually
a govemment agency, for instance bids for assists for bidding for an international event for the tourism
receipts, the resulting multiplier effect and infrastructure development that the event bring s to the
destination.
Local chapters invite their mother organizations to hold an event in their locality for prestige, technology
transfer and, sometimes, for monetary profit, too. For example, the local chapter of an international
association of dentists can bid to host the organization's annual world congress, which is expected to
give the
members of the local chapter better access to new techniques and technologies tn the practice of
dentistry among other benefits.
The most prestigious international events like the Olympics, World Expo and World Youth
Day are up for bidding as well. Imagine the publicity, income and developments that these events
can bring to the host destination. There are three stages in the bidding process: before, during,
and after bid presentation of the bid proposal. The next stage is the submission and presentation
of the bid to the organization. The final stage involves the course of actions undertaken upon
winning or losing a bid, such as visitor campaign and preparations for a won bid or bidding again
at the next call for proposal for a lost bid.
Steps in Bidding
1. Before the bid presentation
First take note the identification of a call for proposal or opportunity to bid, after which a
preliminary study must follow. The preliminary study for a bid is akin to an event concept and
feasibility study. Hence the format can be used paying a close attention to the following:
• Historical information related to previous events such as dates, venues and attendance since
most events up for bidding have been staged in the past.
• Hosting requirements, for example number of meeting rooms to be used, meeting room set-up
and technical requirements, number of days, number and profile of guests, lodging
requirements, air and land transportation requirements, social functions, meals, among others.
• Financial responsibilities between the intemational and host organization.
• Competing countries that have signified interest to bid for the same event.
• Bid presentation procedure, such as date, venue, method of presentation, and the like.
The bid paper itself contains all the terms of the proposal such as the services to be provided
by the host, the cost the unique selling point. The major parts of a bid include the following:
 Formal letter of invitation/ proposal to host the event, highlighting the proponent's hosting
capabilities and unique selling point.
 Package details for hosting requirements - a listing of facilities and services which will be
made available to delegates together with corresponding rates.
 Endorsement from concemed government agencies
 Information and promotional materials.
The proponent may seek the assistance of a CVB or tour operator to securing advance rates from
hotels, airlines, transport operators and other suppliers, especially for events slated five to ten years
from the time of bidding.
2. Presenting the bid
After drawing up the bid proposal, it is then presented to the committee in charge of the
event, the board of directors or at the general assembly of an intemational organization. Do
follow up after the presentation.
3. After the bid presentation

Upon winning the bid, draw a contract or a memorandum of agreement defining the
areas of responsibilities between the bid proponent (i.e. the local association) and the
international organization: or upon losing the bid, evaluate re-bidding possibilities and revise the
bid.
Event Bid Analysis Checklist
Should you bid for an event? If your committee has a task to decide whether to bid for, and organize, a
special event e.g. a state or national championships, the following questions may assist in making the
decision.
1. Is the organization of this event by your organization justified on the basis that it is highly likely to
provide a substantial profit and thereby significantly help your organizations finances?
2. Can you identify any significant risk of the following?

 Key organization personnel are already at burn out and this event may be too much.
 The success of this event depends on winning a govemment grant or sponsorship, which might
not be forth-coming, or is difficult to obtain.
 Your facilities cannot be improved sufficiently to meet the probable expectations of event
participants.
3. How will the event improve your organization's future income? Is it likely that:
• Your organization will earn more income through increased membership due to the promotional
value of this event?
• Your organization will earn more income by being able to run similar events or better events in
the future?
• This event will enable your organization to improve facilities and this will lead to a long-term
improvement of the capacity of your organization i.e. your organization can offer more
programs, better services, etc?
• This event will provide a long-term improvement in your organization's ability to gain
sponsorship?
4. How will your event develop the people of your organization? Is it likely that:
• This event will encourage your own members to raise their sport performance level?
•This event will be a long-term benefit to the organization because it will provide an opportunity
for members to develop skills in event management, sport administration, club administration,
officiating and/or coaching?
5. How will the event improve the profile of your organization in the community? Is it likely that?
• This event will create an impact politically i.e. members of parliament, local councilors and this
may have an effect on future funding possibilities?
• This event will foster closer relations with other com-munity organizations such as schools,
other organizations in the same sport, and other organizations in different sports.
• This event will improve the awareness of the community about your organization and/or your
sport.
• This event will provide an opportunity to demonstrate your organization's capability and
therefore your ability to bid for and win future events of even greater magnitude.
Selecting the Venue

Step 1: Analyze the event's need for a venue
It is necessary to ask many questions about what sort of venue is needed. Here are just a
few of the questions that should be considered.
• Do we need an indoor or outdoor venue?
• What audience capacity does the event require?
• How long do we need the venue for, Including setup and takedown?
• Is it necessary to select a venue with good public transport access?
Step 2: Investigate possible venue
In a large metropolitan area there may be a great variety of venues from which to choose.
However, outside of the metropolitan areas choice may be extremely limited. On the assumptton
that your organization does not own and operate a perfect venue for their event, event organizers
should research possible venues by.
• Contacting govemment agencies who may maintain and publish a database of sporting, cultural
and educational venues
• Consulting industry peak bodies that represent organzations in the sport and recreation industry
and/or the entertainment industry
• Searching the "Yellow Pages" Directory or the "Yellow Pages" Internet website
• Utilizing one of the CD ROM products on the market to search an electronic data-base of
telephone numbers by name field or business category field
• Contacting schools, colleges and universities individually
• Telephoning the venue and asking for assistance, if they cannot help they will more than likely
refer you to someone who can
• Telephoning experience event managers and/or sports administrators. All information, even
subjective comments, found as a result of researching venues should be retained for future use.
Event managers should create their own database
Step 3: Make site visits

Once some possible venues have been identified, it is important to make a site visit. Venue staffs are
usually only too pleased to show prospective customer's around. The purpose a site visit is to
determine the suitability of the venue. The table below identifies and explains five facets of suitability.
Venue Suitability
Dimensions
• Area must be appropriate to cater for the events i.e. abide by rules (if a sport). For indoor
venues, ceiling height must be enough.
Environment
• The venue needs to be appealing to all participants. The venue should appear to be well
maintained and clean.
• Indoor venues - consideration needs to be given to lighting and air temperature control. Seating
needs to be comfortable and in good view of the performance area. Places to relax away from
the performance area also a beneficial feature.
• Outdoor venues - advantageous elements include sufficient drainage, lighting, shading and
protection from wind
Facilities
• Sufficient changing areas, showers, sauna, etc
• Kitchens, canteens and food serving areas
• Offices or meeting rooms for Media and the Event Staff
• Telecommunication facilities - telephone, fax, Internet
• Public address system is available
Position
• Can be accessed by public transport

• Nearness to majority of participants
• Enough accommodation within reasonable distance
• Shops in proximity
Cost
• The cost of the venue needs to be within the realistic limitations of the event budget
Equipment has been left out of the above list. Organizations booking venues can be reasonably
expected to supply and transport to the venue the equipment that their event needs. Some
exceptions to this rule may be items related to popular indoor sports such as basketball hoops and
backboards, indoor soccer goals, volleyball nets, etc. However, this may only apply if the venue
being sought is an indoor sports center. Clearly if a cultural venue such as a theater IS being
sought for a sport such as Olympic Weightlifting, venue managers cannot be expected to provide
equipment.
Step 4. Agree on price and terms

Once you have identified some possibly suitable venues, your next step is to enter into
negotiations with venue managers to get the best possible deal that you can, Although venue
managers will have standard prices you should not think there is no chance of bargaining the
price down, or alternatively, bargaining for extra services. If it proves to be difficult to get a
reduced hourly rate, you may be able to get some free time, or use of an additional part of the
facility free or obtain access to sound equipment at no cost. or even get some additional
personnel at a reduced price e.g. security.
Step 5: Make a booking and confirm

When you have selected which venue IS the best for your event, it is time to make a
booking. Although the venue Will take a booking over the phone, it is likely that you will be sent
within a few days a contract that states
Facilities booked
• Dates and times booked
• Payments required e.g. deposit and final payments
• Other contractual obligations e.g. cleaning
• Your contact details
After you have signed and returned the contract together with a cheque deposit, you should
never assume that your booking is safe and forget about it until the last week be-fore the event. It
is wetl worth your while to keep tines of communication open with the venue manager and to keep
checking that you booking ts safe (i.e. does not get double booked).
Step 6: Make further Site Visits

The purpose of making further site Visits IS to assure yourself that nothing has changed, or at least that
any changes that do occur will not affect your event Changes that could occur Include lighting, fixtures
removed, equipment and decor. Further site visits are useful also to plan your event e.g. shipping in
equipment.
1.3 DEVELOP BID MATERIALS
Introduction
The hurdle of working the stages of event is to present the plan to the approving committee; they are
usually a panel of event stakeholders. Of all stakeholders, the event manager must have the
cleared vision of the coming event. The planner has to share the vision in one make-or-break
presentation. The Information Sheet prepares you to clear the hurdle and get the show on the road. It is
important to prepare a range of materials that may be used to illustrate the planned actions. These
include the following:
 Quotation — including detailed list of activities and costing
 Event brief — as discussed in the previous section
 Bid materials, promotional materials and visual presentations that will be used in the meeting
with the client.
 Information packs - the term 'information pack' in relation to functions can mean different things
to different people.
Not all venues have information packs but when they do they can be one of five types:
o A venue-specific information pack which only contains information about the venue itself. It
might have a layout of the property, sample food menus and drink lists, history of the venue,
internal telephone numbers, a voucher for a free drink, a pen or cap
o A venue-specific information pack containing information from the client. This pack contains
information about the venue itself plus whatever information the client wants to add. This
may include leaflets, brochures, giveaways, merchandise, guest list, event schedules
o A client specific information pack where the contents are solely as determined by the client.
o A local information pack containing details of the local tourist attractions, natural attractions
and shopping precincts.
o A pack that includes venue information, client information and local information. Information
packs can be:
• Provided on tables for attendees to help themselves
• Left in guest rooms
• Handed out in-person when delegates register.
These information packs can also provide the medium for distributing:
o Service vouchers
o Name tags and lanyards
o Conference materials such as compendiums, satchels, literature, stationery.
Preparation
Gather all the bits and pieces of the plan together in an organized and comprehensive file, and then
create a cohesive presentation. While the use of one’s creativity is highly recommended, there are
certain elements which the presentation must have;
 The Rationale
Why must this event be held? – state how the event will help the client solve a problem or take
advantage of an opportunity thru the event. This is a good opener that anchors the listeners
firmly on the purpose of the event.
 Audience Profile
Briefly describe the target audience, the interests, and what they would like to get out of the
event, or what they will benefit, from it.
 Find Objectives
State the S.M.A.R.T.E.R. EVENT objectives that you have previously drafted.
S – Specific
M – Measurable
A – Attainable
R – Realistic
T – Time-bounded
E – Exciting
R – Responsible
 The Event Vision

It is a brief description of the event being planned and the expectations of the event in one or two
sentences. Remember to reiterate the purpose, objectives, and the target audience; and make
mention of the total budget and how success will be measured.
 Format
What kind of event will best deliver the stated objectives? Discuss how this format will achieve
the client’s objectives. A lengthier discussion might be needed if the proposed format is different
from previous events held or deviates from – the usual.
 Venue
Discuss why specific venues or destinations are selected Rationalize the choice of venue,
particularly if it is controversial or not a usual choice of the client, or unusual for the chosen
event format. Emphasize the significance of the venue in the achievement of event objectives.
At this point, the following may be discussed.
o Details on accommodations for participants, guests, VIPs, and staff

o Details about the locale, and nearby places of interest, if the venue is out of town
o Contingency plans should there be safety and security issues concerning the venue.
 The Experience
Give the intricate details of the event, but stick to those that will be of interest to the
stakeholders, or the approving committee. Take the approving committee through the event
experience as it will eventually unfold for the target audience. This is the show-and-tell part of
the presentation; be ready with photographs, samples, and props that will help create a vivid
picture of the event.
 Invitation
How will people know of the event? How will they be invited? Present sample/s of the invitation.
 Registration
How will the participants sign up or confirm attendance to the event? What will happen when
they arrive at the event? Samples to show: preregistration procedures, forms needed for on-site
registration, etc. Take the stakeholders through the process of pre-registration, transportation,
and arrival at the event.
 Atmosphere
What will be the overall look and feet of the event? How will this be executed thru décor, room
layout, sounds, lights, table scape? Show sample photos or idea pegs.
 Program
Present the day-to-day or hourly program for the event and detail each of the activities,
particularly those where some of the stakeholders will participate. Highlight how each activity
links with other activities in the program.
 Treats
State other elements of the event: food and beverage, gifts, recreational activities, companion
programs, pocket events, etc. show the stakeholders how these treats tie in with the program
and enhance the total event experience.
 Budget
The approving committee will be interested in knowing whether your plan can be implemented
on a budget originally earmarked for the event. Report on this aspect first, and then supply the
details if the panel appears to be interested in knowing the details. Be ready to provide all
information that the clients need to know particularly those that will affect the final budget.
Importantly, have a clear and concise list of what is not included in your pro-gram and cost
summary. If the budget is beyond the original amount allotted for the event, defend why more
funds have to be spent and for what expenses. Show how well the event team will be handling
the client's resources.
 Summary
Wrap up the presentation by homing in on why the proposal event plan will work to
achieve the objectives set and how the staging of the event will be meaningful and
memorable to all stakeholders. The amount of time that the presentation will take
depends on how complex the event plan is, the completeness of details to be presented
for approval, how well pre-pared the presenter in answering questions to support his/her
own claims with information, and how many questions the person who will approve will
ask. Aside from the presentation you have prepared, bring other materials you need
during the presentation meeting are:
 References
Data gathered about previous events (for example, the previous year's budget, attendance
statistics); information on the chosen theme for the event; audience profile; other data.
 Back-up materials
o Destination brochures
o Hotel brochure
o Hotel layout
o Meeting room specifications
o Brochures from restaurants, caterers' menus venues, activities mentioned in the
proposal
o Promotional materials
o Sample gifts and giveaways
Tips for program options.

 Show off creativity!
 What else can be done during the event that will enhance the experience?
 Get the client to be part of the event plan by allowing them to decide on some events elements
 Present to them alternative ways of executing the program, or make them select some of the
treats.
Presentation
Be punctual and very well prepared when coming to the meeting. Wear clothes that enhance
your self-confidence, and give you an air of authority. Take at least one of other member of the
event team to the presentation. As you do the presentation, the other member takes notes of the
ensuing discussion. if there are a number of visual aids, that will be shown, a third team member
must be on hand to assist in the presentation. Have only one person doing the presentation. This
makes for a quicker presentation with less transition.
However, if there are parts of the presentation that require an expert on the topic, then brings one
on. For example, someone from the accounting department will be a good resource person when it
comes to the discussion of the event budget. Master the presentation. The best way to do this is to
write the presentation yourself. Avoid presentation materials that are too cluttered or confusing. Allow
the panelists to focus on the plan. Provide copies of the plan or its salient elements for the panelists
to study individually.
Also practice how to answer tough questions from the stakeholders. You may set the rules early
on: Will questions be entertained only after the whole presentation is over? Or can the panelists ask
questions anytime? Give the presentation your best shot. The sooner you get approval, the sooner
you can start executing the plan and that's where most of the work is done.
Summary
• The event plan presentation is the events manager's opportunity to present an organized and
cohesive plan to the approving committee, composed Of stakeholders in authority.
• The presentation must include rationale, target audience, event objectives event vision, format,
venue, elements that will build the experience, and the budget.
• Aside from the presentation you have prepared, bring other materials and data that will substantiate
the plan.
• Be punctual and very well prepared when coming to the meeting. Wear clothes that enhance your
self-confidence, and give an air of authority Master the presentation. Take at least one other member
of the event team to take note during the ensuing discussion.
WHY is it NECESSARY to BID for an EVENT?
The sport sector of the recreation industry abounds with events at local, regional, national and
sometimes international level. It is important to consider that except for intra-club
competitions, events are not "owned" by any one organization. While the responsibility for organizing a
regional event may fall to one club, all clubs in the region have a stake in ensuring a successful
outcome. Similarly all clubs in all regions of a nation have a vested interest in ensuring that a national
championship is conducted successfully.
It is often the case that more than one club or association will desire to stage an event. Such a
situation is healthy and generally leads to a striving by each bidding organization to show that they can
put on the best event. The decision as to which club will host what event is usually taken at meetings of
the organization that governs the event (the sport governing body). For example, the decision as to
which club will host a regional championship will be taken by the regional association. The regional
association comprises delegates and elected officials drawn from all the clubs in that region. In the
case of a world championship, the decision as to which nation will host the event will be taken by the
World Federation that is comprised of elected officials drawn from the member nations
The Bid Process

It is a normal practice for any representative body, at any level, that has the
responsibility to select which organization will stage an event, to ask each and every rival
organization to supply a proposal detailing how they will organize and stage the event. This
process of supplying a proposal is often referred to as the "bid process". The main purpose of
the bid process is to:
• Demonstrate that the bidding organization has the capability and resources to stage
the event
• Provide additional reasons why the bidding organization should be selected over other rival
bidders. For example, these additional reasons may include:
o Participants will have better facilities than other rival bidders
o The event has greater financial backing than rival bids
o Public support is more assured
o Spectators will have better facilities
o It's their turn
When organizations are required to enter into a formal bid process in order to win the right
to stage an event, there are two tasks. The first task is to develop a bid proposal and to submit
the document to the selecting authority by the required date. In addition, it is often
advantageous to attend a meeting of the selecting authority and make a formal presentation that
draws out the main points or highlights of their proposal and to answer any questions that may
arise. This is the second task.
Things to Include in an Event Planning Business Proposal

An integral step in event planning is drawing up a rock-solid event planning business proposal,
knowing what to include so you can market your services and securing a client's business.
1. Business Introduction: Briefly introduce your event planning business. Discuss your background,
any professional certifications, and length of time in business, relevant experience, and your
particular niche if you have one.
2. Description of the Event: Provide an overall scope of the event, including details that were
discussed during your initial client meeting, such as the goal of the event, possible dates, venues
to consider, number of guests etc.
3. Event Planning Services to Be Provided: Be very specific in this section, listing all the services
that you will provide for this event. Listing items with bullet points or subheadings are very
effective as it is an easy way for the client to see the range of services included. List any vendors
that you will use and any services that are optional for an added fee.
It is important to be very detailed in this section so the client has a clear understanding of what
is included and what is additional.
Examples of Your Work: If you have planned an event similar to the one you are proposing to
this client, then this is your chance to show off those skills. Include photos, sketches, news clippings,
or any other visuals that will help paint a picture in the client's mind of what you can do. This is a great
way to market your event planning business.
Proposed Costs: Carefully articulate all the costs associated with the planning and execution
of this event. Formatting this section as a series of steps will guide your client through all phases of the
event, helping them to visualize each aspect as it unfolds. Be specific within a general category of
costs. For example, if you have a line item for catering, break out the individual costs for food
indicating the amount per person, the number of servers required and the hourly rate, expenses for
table rentals, linens and so on. Instead of preparing a proposal with one big price tag at the bottom,
write an itemized proposal so your client can understand individual costs. This is helpful for two
reasons: it thwarts the inevitable "sticker shock" when all items are tallied and there is a big price tag
at the bottom, and it gives your client the opportunity to decide whether the cost for the extra cocktail
hour is worth the expense
Next Steps: At the bottom of your event business proposal, include any details conceming
timing or next steps. if the event has a firm date, make sure you indicate that a signed contract must
be received by a certain date in order for you to plan and execute the event. Specify the deposit that is
required and the date by which it must be received.
Contact Information: Be sure to include your business contact information at the bottom of
the event business proposal. List your website, email address, telephone numbers, fax numbers and
mailing address. Attach a business card to your proposal as well for easy reference.
How to Follow-Up
After sending the client your event planning business proposal, reach out to them to let them know the
proposal is on its way. Tell them you will follow up in a few days to see if they have any questions.
Keep the lines of communication open. Be responsive and provide personal attention. It is an indicator
of how you do business and will help you close the deal in a professional manner.
The Essence of Event Bidding

Event bidding is a process of communication between the two main players; the event owner
and the event bidder. The event owner is the entity, such as an international or national sporting
organization, which owns the rights to an event and is seeking a host to organize and run it
successfully. The event bidder is an entity or organization that is seeking to secure the rights to host
an event.
In most bids there is more than one event bidder resulting in a competitive bidding process. It
is important to acknowledge that the event owner has a number of different strategic objectives for their
event that they hope to fulfill such as raising awareness, improving infrastructure, increasing
participation, increasing revenue, etc. through the hosting of a successful event. The event owner
establishes a set of criteria that they think is required to run a successful event and therefore achieving
their desired strategic objectives. In the majority of cases, the desired outcome of event bidding is to
win (in some cases bids are submitted purely to gain experience) and winning is secured through
achieving a state of 'best fit' between the event owner's criteria (both specified and unspecified) and the
event bidder's offerings relative to other competing bids. When best fit is achieved then in theory
winning will follow. Best fit can be described as:
"The desired condition of the bid process is where the event owner's conscious and
unconscious needs and wants are best met by an event bid planner relative to other competing bids."
In order to reach a state of best fit in a highly competitive bidding situation the event bidder must aim to
exceed the specified and unspecified bid criteria relative to other event bids.
Preparing the Event Proposal

The amount of detail required in the event proposal will depend on the scale and importance
of the event. However event proposals generally share many common components. The information
that event proposals should convey includes but is not limited to the following:
The Event Team

The proposal should provide information about the event management team in terms of the experience
and qualifications of key team members. It is important for the reader of the proposal to feel that the
event team have the capability to run the event and to be able to do what they say they will do.
If experience in staging events is limited then it is useful to mention any managerial, project
management or co-ordination experience in any other field Qualifications of persons in the event
management team may also prove useful to mention. The proposal should also describe any training
that will be given to event volunteers.
Venue and Facilities
The reader of the proposal will want to know whether the venue is suitable for the event. The proposal
should outline all facilities available at the venue, everything from toilets to car-parking. For indoor
events, the type of surface, lighting, air-conditioning, seating, electronic equipment should be well
described. For outdoor events, the level of maintenance on turf, seating and shading for spectators,
fencing, drainage and floodlighting is worthy of mention. The number of change rooms and their
condition for teams/participants is always important.
There are needs to be a detailed description of what would be attractive to event goers and how the
venue will fully cater for the needs of the event, including performers, officials and spectators. Don't
forget to include information about public transport to the venue, and car parking for those who arrive
by car. If the venue has staged similar events in the past, you should make mention of this.
The Program
It is often the case that the host club or organization has little or no say in setting the competition
program when the date or dates have been set by the sport governing body.
However, at the initial stage of bidding, the event proposal may suggest a competition program in
terms of the number of days, and the start and finish times each day. It is important for decision
makers to know how many hours a day the venue is available
It is worthwhile to consider that the program should also include ceremonial events with visiting
dignities who may make speeches or present awards, and also possibly entertainment events that
may start or finish the program or fill any gaps.
The Budget
The club or organization bidding for the event should draft a budget of probable income and
expenditure. It is important that such a budget is realistic and does not show a loss.
The club or organization that wins the bid may be entitled to an amount of funding from the sport
governing body to alleviate certain costs that will likely be incurred. However, there is also an
expectancy that the host club or organization with have an opportunity to make money through the
canteen, bar, fundraising raffles and merchandising, these forms of income should be reflected in the
budget in the event proposal.
3.4 SUBMIT OR PRESENT THE BID FOR PROPOSAL
Introduction
Business Proposal is a written offer from a seller to a prospective buyer. Business proposals
are often a key step in the complex sales process. A proposal puts the buyer's requirements in a
context that favors the seller's products and services and educates the buyer about the capabilities of
the seller in satisfying their needs.
In an event planning, business proposal is a comprehensive document that outlines the

services you will provide for an event. It is your company brochure, your marketing campaign, and your
sales pitch all wrapped up into one. This event business proposal should present you as an
experienced, skilled professional that is uniquely qualified to execute this event. It should distinguish
you from other event planners and establish you as someone the client can trust. An event planning
business proposal should be well written, contain specifics regarding what services are included in the
proposal and which ones are not, and illustrate how you will carry out the event, providing the
necessary details so the client can easily envision what you are proposing.
The planner should aim to try to meet with the client when you present the quotation. This
enables you to explain the various charges. If the client simply receives a postal or e-mailed quotation
their focus can often be on the cost and they may fail to appreciate the value for money the proposal
represents.
Submitting a Proposal
General guidelines on how to prepare and submit a proposal:
1. Carefully read the Request for Proposal (RFP) including all applicable schedules, clauses and
attachments. The solicitation is designed to provide proposing vendors with all the information
needed to write a successful proposal.
2. Before developing your proposal, make sure you can comply with all the requirements and can
perform the work.
3. Register as a plan holder for the solicitation (PDF) to ensure you receive the current proposal
information and addenda.
4. Attend the pre-proposal meeting.
5. Submit any questions in writing by the date and methods specified in the solicitation.
6. A good proposal clearly explains how it meets the technical requirements and demonstrates it is the
best solution for the council. Differentiate your proposal from your competitors'. General marketing
and sales literature may detract from your proposed solution. Your proposal should be creative not
appear as a "canned" response. An Evaluation Panel will review analyze and evaluate all proposals
based on the Evaluation Criteria that 18 published In the RFP.
7. The order of your proposal contents should follow the order of the requirements in the RFP. This
allows the evaluators to know that you have addressed all aspects of the RFP requirements.
8. Review all addenda before submitting your proposal, make sure your proposal responds to any
changes.
9. Acknowledge receipt of all addenda.
10. Complete and include all required forms. Failure to submit a properly completed form may result in
no further consideration of the proposal by the Council. Every RFP is different, and the required
forms change. Reading the proposal documents carefully is important. Examples of forms:
• A statement of qualifications and relevant firm experience

• A detailed work plan addressing each of the tasks in the Scope of Work
• A detailed price proposal executed by an officer of the firm
•Subcontractor Information Form
11. Submit your proposal on time. Submission after the stated close date and time in the solicitation
document will be retumed unopened.
12. During the proposat evaluation stage, you may be asked to clarify your proposal and enter into
negotiations.
13. Depending on the nature of the services being purchased, proposing firms need to be prepared for
the potential for interviews, site visits and demonstrations.
Contracts will be awarded to the proposer whose proposal is most advantageous to the Council
based upon cost and other factors as confirmed by the Evaluation Panel and the due diligence
conducted by the Council.
Nevertheless, there are ways to combat this fatigue and make writing your proposals a whole lot
easier. It all comes down to building yourself a framework that you can use again and again. Even
though no two events are alike, there are always common elements each proposal needs.
Event Proposal Template

Here are 11 tips to create an event proposal template that works.
1. Gather As Much Information as Possible First

Potential work could come in a variety of ways; an RFP, a cold call, or a referral, to name a few.
While event planners wilt often have to make do with what they have, don't be afraid to reach out if you
need clarification.
2. Start with an Overview

Make a list out the most important details about the project that you have which include the following:
• Project Name
• Event Date
• Client name and contact information
• Your name/companys name and contact information
• Date
It might also be helpful to include version #, in case there are revisions after you deliver the
proposal. Ideally, you're dealing with the decision-maker from the start but if you are engaged with a
lower level rep, you might have to go back and forth. Versioning helps you and the client track the
changes.
3. Why Should the Client Choose You?

This isn't about introducing your team. Yet, think about it as a type of executive summary that
accomplishes a few goals.
• It lays out for the client the core competencies you and your event planning team bring to the
table. Perhaps through previous client testimonials, reviews, or referrals, it should reinforce the
information about you.
• It allows you, the event manager to communicate back to the client as clearly as possible your
understanding of his or her needs and how you intend to execute.
• It's an opportunity to show the client you've done your research. If this section accomplishes
these three things, it's a good bet the client will want to read more.
4. The AGC of the Event (or Part 1 of Strategy & Execution)

If your introduction enticed your client to read on, this is part one of the real meat of your event
proposal. Events are really about taking a particular set of goats and finding an engaging way to
connect attendees to those goals. It doesn't matter how beautiful everything looks or how great the
catering is. If the message is not clearly communicated, the event will fall flat. That's why it's always
good to start with what we call the AGC method.
• Audience
Define who the attendees are, where they come from, and their relationship(s) to the client
Goals
For these goals, focus on highlighting what the client wants the audience to do. Make it
actionable.
• Concept
Explain your vision for connecting the audience to the goals (e.g. what stones do you intend to
tell, how. etc.)
4. Scope and Services

If your event management company is an all-in-one, this will usually look the same. But for most event
planners, what you do and what you offer can shift depending on the client's needs, explain what you'll
be who you contract with (if applicable), and how you’ll communicate with everyone. Communication is
a key and can change between events. Let your client know how he or she can stay abreast of the
production in case he or she needs to make changes.
5. Design Elements
This is where you can really show off your creative vision. And there shouldn't be any specific rule for
how you do it. Add a Slide Share with design inspirations, show off some early renderings of light plots
or set, a color palette, anything. Something that allows the client to begin to picture what it's going to
look like.
6. Preliminary Timeline
At this point, you have addressed most of the client's requests. use this section to rough out some of
the major milestones. Again. help push the client to a clearer picture of the event.
7. The Team
You've already introduced your company. Now introduce the awesome people who make the magic
happen. Headshots and short bios should be enough.
8. Assumptions
Lastly, even if you've got a lot of detail before writing up your proposal, there's always some guesswork
in early stages. It can be helpful (and potentially cover your butt) to list a few of the assumptions you've
made in submitting your proposal. It gives the client the opportunity to confirm or correct if necessary.
9. Requirements and Budget Estimates

Have time for some of the numbers. All of the conceptualizing, planning, contracting, and hiring comes
down to a bunch of line items. Be specific and be transparent. Based on what you've already scoped,
let the clients know what your services, labor, and equipment will cost.
If you have an idea of the resources you'll need, such as NV gear, video, lighting, set, etc., include an
inventory order form. Clients may not need this level of detail but it can be helpful to show exactly
where the dollars are going.
10. Next Steps and Signatures

After you've laid everything out, let the client know what to expect next. Some examples might include;
 A proposed date for a follow up meeting/review (particularly for budget questions)
 Recap of key milestones
 How to confirm services and schedule payment
Follow up proposal
It is important to consider that within 24 hours of sending out a proposal a follow up cal! is required.
This is used to determine the following:
• If they received the proposal
• If you can be of further assistance
• If you would like to confirm the booking
• This enables the Event Contract to be prepared
• Explain Method of Payrnent.
It is a good idea to make a follow up calt week later as a secondary follow up calf. Explain that dates
are filling and there ts another enquiry for the requested date. This usually gets a dectston out of them
If they are not going ahead, you ask why and enter them into the “Lost Business data base”.

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Republic of the Philippines

NUEVA VIZCAYA STATE UNIVERSITY

College of Human Ecology

DEGREE BSHM/BSTM COURSE HPC 8/TPC 8

SPECIALIZATIO HRM/TM COURSE Introduction to MICE

I. UNIT TITLE/CHAPTER TITLE

II. LESSON TITLE

III. LESSON OVERVIEW

IV. DESIRED LEARNING OUTCOMES

Upon completing this unit, the learner is expected to:

1.1 INTERPRET EVENT BRIEF

Types of events or functions

The Place of Event Management In the Tourism

Range of event and function facilities

Tips for Writing an Event Brief

Prepare Event Brief

Content of an event brief

The event brief will only be as detailed as the depth of discussions

• Identification of stakeholders — and their individual roles

• Allocation of responsibilities and setting of milestones and task completion

• Type of function — wedding, launch of product, ball

• Name, address, and contact number of client

• Day, date and time of the function

• Rooms and locations where the function will be held

• Costing — properly determined instructions — who gets

• Menu — break-down course-by-course of the agreed dishes including specification of 'on

1.2 DEVELOP PROPOSAL AND BID DETAILS

• Double-check your figures

Identify and explain every charge

Observe promises made

Types of function costs

Verify with management

3. After the bid presentation

Event Bid Analysis Checklist

2. Can you identify any significant risk of the following?

Selecting the Venue

Step 2: Investigate possible venue

Step 3: Make site visits

• Can be accessed by public transport

Step 4. Agree on price and terms

Step 5: Make a booking and confirm

Step 6: Make further Site Visits

1.3 DEVELOP BID MATERIALS

 The Event Vision

o Details on accommodations for participants, guests, VIPs, and staff

Tips for program options.

WHY is it NECESSARY to BID for an EVENT?

The Bid Process

Things to Include in an Event Planning Business Proposal

The Essence of Event Bidding

Preparing the Event Proposal

The Event Team

Venue and Facilities

3.4 SUBMIT OR PRESENT THE BID FOR PROPOSAL

In an event planning, business proposal is a comprehensive document that outlines the

General guidelines on how to prepare and submit a proposal:

• A statement of qualifications and relevant firm experience

Event Proposal Template