CHAPTER 5

Event Business and Supplier

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 EVENT SUPPLIER
WORKING WITH
SUPPLIERS AND VENDORS
The ability to work with vendors
to satisfy the needs of guests will
ultimately help determine the level
of success achieve as a event
manager.
There are innumerable vendors;
for example:
Advertising agencies
Government agencies
Advertising specialty providers
Hotels
Amusement games providers
Insurance brokers and
underwriters
Animal providers
invitation designers
Audiovisual providers
Legal counsel

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 Balloons Entertainment providers
Lighting providers Security providers
Caterers Envelope addressers
Magicians Special-effects providers
Clowns First-aid providers
Printers Translation providers
Decor specialists Flag providers
Public relations counselors Valet parking providers
Destination management Florists
Puppeteers Venue lessors

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 THE STRUCTURE OF EVENT SERVICES
PUBLIC PRIVATE
1. Local authority 1. Local enterprise
2. Education authority company
3. Local/national sport 2. Commercial Sponsor
councils 3. Non-commercial
4. Police Sponsor
5. Fire Department 4. Professional institutes

6. Uniformed organizations 5. Hoteliers

6. Television and radio
rights

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 Partnership are appropriate at all levels of events.
The relationship may be beneficial in allowing sufficient
finance and resources to maximize the successful of event.
Partnership with public and private sectors might pulling the
publicity of the event.
Appropriate partners may be beneficial because their special
skills, the resources available and funding they can attract to
the event.

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 CHALLENGES OF TEAMWORK

The most frequent problems that event managers face when

developing teams are:
communications,
self-interest,
dependability,
trust,
collaboration.

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 COMMUNICATION
Excellent event coordination is the result of continuous,
consistent, high quality communications between the event
stakeholders.
The event manager is responsible for developing and
sustaining the event communications to ensure that all
stakeholders are informed, in touch, and involved in each of
the phases of managing the event.

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 Several methods may use to establish and/or improve a
high-quality communications network:
1) Conduct a communications audit and find out how your event
stakeholders best send and receive information.
2) Avoid communications that are blocked by noise, visual distraction, or
other interference.
3) Include an Action Required statement on all written communications to
confirm that communications have been received and understood.
4) Use nontraditional communications such as audio and video tapes to
increase impact, retention, and action.
5) Use written change orders to record changes during your event. Make
certain the client or other responsible person signs the change order to
authorize the addition, deletion, or substitution of services or products.

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 SELF-INTEREST
It is the responsibility of the event manager to persuade
each person to forgo personal interest for the sake of
group interest.
a strong group effort can an event achieve a successful
outcome.
Invite an expert in team building or conduct team building
exercises yourself to develop trust, congeniality, and a
common purpose among the team members.

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 One way to begin this process is through an informal series
of events such as social functions where the event
stakeholders get to know, like, and trust one another before
they sit down to deliberate (plan) an event.
During this social period the event manager may observe
the participants to begin to identify those who naturally
work best in teams and those who will need more coaching
or persuasion to feel comfortable working in a group
project.

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 DEPENDABILITY
One of the biggest management problems in working with
volunteers is time and attendance.
Because volunteers are not compensated for their efforts,
many do not feel the obligation to arrive on time or even to
show up at all.
This is why many event managers actually schedule between
25 and 50 percent more volunteers than will be needed, to
compensate for the serious problem of attrition at events.

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 The easiest way to ensure dependability is to recruit
dependable people.
Keep accurate records of time and attendance and use the
records to determine who to engage for future events.
During the interviewing or recruiting process, check
references carefully to make sure that your stakeholders
have a pattern of punctuality that can be shared with your
event.

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 TRUST
Trust must be earned by the event manager.
Trust is the result of the sustained effort by the event
manager to develop an atmosphere and environment
wherein the event stakeholders invest their trust in his or
her behavior and judgments.
Trust, in fact, is the net result of a pattern of positive
behaviors exhibited by the event manager.
When these behaviors are erratic or quixotic, the trust
factor begins to diminish.

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 To develop, establish, and sustain trust, the event manager
must earn it and ask for it from his or her stakeholders.
Event stakeholders cannot blindly trust every event
manager. Rather, they must use their best judgment to
determine when and how to invest their trust.
Trust should not be invested without question or careful
analysis by the stakeholders.
However, an event organization that is not firmly rooted in
trust between the event manager and his or her
stakeholders is one that is precarious and cannot achieve
the level of success required to meet the expectations of all
the stakeholders.
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 COLLABORATION
the ability to develop close collaboration between all the
stakeholders.
extremely difficult, due to the disparity between the
personalities, skills, and experiences of each stakeholder.
Imagine a pre-event conference with all the stakeholders.
You may have at the same table persons with a wide variety
of formal education, an even wider range of skill and
experience level, diverse ethnic backgrounds, and
completely different technical abilities.

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 The event manager must clearly articulate the purpose of
the event and convince each stakeholder that they must
work with others to achieve or exceed the expectations of
the guests.
Firmly remind the stakeholders that self-interest must be
left outside the event environment.
The purpose of the event team is to cooperate and
collaborate to achieve the goals and objectives of the event,
and the event manager is the leader of this effort.

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